CHAPTER-1 1.

1 INTRODUCTION
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to MRK Co Operative sugar Mills, Sethiyathope is mainly conducted to identify the factors which will motivate the employees and the organizational functions in MRK Co Operative sugar Mills, Sethiyathope. Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of MRK Co Operative sugar Mills, Sethiyathope.

The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and datas are presented through tables and charts.

1.2 RESEARCH PROBLEM

The research problem here in this study is associated with the motivation of employees of MRK Co Operative sugar Mills, Sethiyathope. There are a variety of factors that can influence a persons level of motivation; some of these factors include 1. The level of pay and benefits,

2. The perceived fairness of promotion system within a company, 3. Quality of the working conditions, 4. Leadership and social relationships, 5. Employee recognition 6. Job security 7. Career development opportunities etc.
Motivated employees are a great asset to any organisation. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the

organisation. The research problem is formulated as follows:

What are the factors which help to motivate the employees? 1.2 SIGNIFICANCE OF THE STUDY
The study is intended to evaluate motivation of employees in the organization. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers who

can deliver value to the organization. Proliferating and nurturing the number of true believers 1is the challenge for future and present HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom.

This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.

1.4 LIMITATIONS OF THE STUDY

The limitations of the study are the following The data was collected through questionnaire. The responds from the respondents may not be accurate. The sample taken for the study was only 50 and the results drawn may not be accurate. Since the organization has strict control, it acts as another barrier for getting data. Another difficulty was very limited time-span of the project. Lack of experience of Researcher.

1.5 SCOPE FOR FUTURE RESEARCH

The present study on employee motivation helps to get clear picture about the factors which motivates the employees. This in turn helps the management to formulate suitable policy to motivate the employees. Hence, the motivational level of the employees may also change.

The factors that motivate the employees may change with change in time because the needs of employees too change with change in time. So continuous monitoring and close observation of factors that motivate the employees is necessary to maintain a competent work force. Only with a competent work force an organization can achieve its objective. Moreover, human resource is the most valuable asset to any organization. A further study with in dept analysis to know to what extent these factors motivate the employees is required.

1.5 PROFILE OF THE COMPANY

The Sugar Mill was registered under Tamil Nadu Cooperative Society Act 1961 by commissioner of sugar, Chennai with Registration o. D.S7/1987. This mill was started its function from 25.11.1987. Raw sugarcane obtained from the nearby areas 2.5Kms. Total area factor is 95.26 acres. The production capacity of the mills is 2500 tons of per day.

It is situated at Sethiathope, CuddaloreDist, TamilNadu. Normally the Crushing period starts from October to November.Their crushing time of minimum of 160 days and maximum of 180 days per every season. Every season they are crushing minimum of 4,00,000tones of cane. Maximum recovery they reach at 8.33% per every season. Productivity norms are fixed by the sugar board headed by the commissioner of sugar. Under the control of Tamil Nadu Sugar Corporation of 16 co-operative sectors and 3 public sectors. There are several, varieties of Cane are used to produce a sugar. 1. 2. 3. 4. 5. 6. 7. 8. COC86032 COC97009 COC98061 COC99061 CO86249 CO8021 COC90063 COS195071

9.

COS198071

CO-GENERATION

The government of Tamil Nadu has permitted the mills to go in for generating a cogeneration for plant. The industry eared additional income of generating co-gen.

Installed capacity of co-gen 7.5 mega watts for Factory consumption they used 2.5 mega watt of co-gen and the remaining 5 Mega watt co-gen, the use 3 Mega watt of power is supply to the TNEB per day. The export, 60,000 units of power to TNEB Factory generate 52 Tons of steam per hour. 17 tons of steam is used for mill drives and 22 tons of power for factory and 13 tons of power for process.

CO-GEN PROCESSING Cane Baggage BoilerStream generate

BY-PRODUCT UTILISATION In a sugar factory, nothing is treated as a waste. Every is used as a by produce for manufacturing. BY-ORIDYCTS ARE 1. Biogases It is used as a raw material for generating co-gen It is also utilized as raw material for manufacturing paper. 2. Molasses It is utilized for spirit & send to distillery. It is also utilized for cattle field and IdhayamNalaiainnar and also used for manufacturing chocolate. ECI parry chocolate manufacture (or) purchase molasses front sugar factory.

3.

Press Mud

It is used as fertilizers for producing cane. Farmers purchase pre mud from the sugar factory waste into source is a Mantra. In every sugar factory.Due to the presence of this sugar mills.Sethiathope has gained on industrial status. Area of Operation

The area of operation of mills entire taluk of Chidambaram and Kattumannarkoil, as detailed below,

SL.NO 1 2 3 4 5

CHIDAMBARAM TALUK Bhuvanagiri Sethiathop Thirvakulam Paragipettai Chidambaram

KATTUMANNARKOIL TALUK Sri Mushnam Kumarachi KattumannarKoil T. Puthoor Udayarkudi

FUNCTIONAL DEPARTMENT

The following are the functional department which are efficiently operating in the mill

Administrative and Accounts department Cane department Engineering department Manufacturing department

The man power strength, surplus and vacancy position of mills as on 31.05.2004 are as follow:

Sl.No 1 2 3 4 5 6 7

Department Administration Account Cane Engineering Manufacturing Supervisory staff Officers Total

Approved Strength 54 14 93 197 77 25 35 495

In Position 72 19 114 183 58 12 33 491

Vacant 10 1 15 43 29 14 5 117

Surplus 28 6 36 29 10 1 3 113

In addition to this, 233 casual laborers called N.M.Rs are in the mills lists, who are employed during the season on the basis of daily requirement.

SALIENT FEATURES OF THIS ORGANIZATION

In Tamil Nadu, M.R.K Co-operation sugar mill is a pioneer plant for co-generating. It also used as a capital for this productive purpose. They supply 50,000 unit of power to the TNEB per day. It provides additional income to this mill of cost Rs. 23 lakes per year. One of the salient feature of this mills they use their wastages into source. For e.g. Molasses are utilized 8

for chocolate manufacturing and spirit manufacturing. It is also export item which is exported to various foreign countries. Bagasse is used as raw material for generating Co-Generation. It will enter to get addition income to this mill. Press mud is sued for dfert9ilizers for cultivation purpose. One of the salient feature of this mill is they are entered into in house cultivation programme in effective way. One of the feature of this mill is crushing over the above 4 lakes of cane every season or every year.

ORGANIZATIONAL CHART

Administration

Office Manager
Chief Accountant

Chief Welfare Officer

Chief Chemist Officer

Chief Engineer

Chief Cane Ff,,m

FACTORY LAYOUT

Cane Yard

Weight Bridge

Cane Carrier Crystallizer Centrifugals Mill

Certification

Crystallizer Centrifugals Hopper

Evaporation

Graders Bins & Godowns

Pans

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CHAPTER II

REVIEW LITERATURE
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 term.

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 utilization of resources and workers abilities and capacities.

The concept of motivation

The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires.

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There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior.

Definition of Motivation.
According to Edwin B Flippo, Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward.

Significance of Motivation
Motivation involves 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 organization. The following results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. 2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labors turnover and absenteeism among the workers will be low. 4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 5. The number of complaints and grievances will come down. Accident will also be low. 6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business.

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Motivation Process.
1. Identification of need 2. Tension 3. Course of action 4. Result Positive/Negative 5. Feed back

Theories of Motivation.
Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six major approaches that have led to our understanding of motivation are Mcclellands Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory. McClellands Achievement Need Theory. According to McClellands there are three types of needs;

Need for Achievement (n Ach); This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement.

Need for Power (n Pow) It is the desire to control the behavior of the other people and to manipulate the surroundings. Power motivations positive applications results in domestic leadership style, while it negative application tends autocratic style. 13

Need for affiliation (n Aff) It is the related to social needs and creates friendship. This results in formation of informal groups or social circle.

Behavioral Modification Theory; According to this theory people behavior is the outcome of favorable and unfavorable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. He found that stimulus for desirable behavior could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior.

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by behavioral scientists, A.H Maslow and Frederick Heizberg, whose published works are the Bible of Motivation. Although Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond academic circles. Douglous Mac Gregor has used Maslows theory to interpret specific problems in personnel administration and industrial relations. The crux of Maslows theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self actualization needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today

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a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behavior- as Motivators. Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self actualization needs, as shown in order of their importance.

SelfActualization Ego Needs Social Needs Safety Needs Physiological Needs

Fig (2.1) The above five basic needs are regarded as striving needs which make a person do things. The first model indicates the ranking of different needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how the number of person who has experienced the fulfillment of the higher needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also 15

against industrial injury. Such needs are generally met by safety laws, measure of social security, protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfillment of workers urge for self expression. Some of the needs relate to ones esteem

e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person.

J.S Adams Equity Theory Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation. 16

Vrooms Expectation Theory Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.

Two Factor Theory Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style.

X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives. People prefer to be directed

Y Theory People view work as being as natural as play and rest People will exercise self direction and control towards achieving objectives they are committed to People learn to accept and seek responsibility.

Types of Motivation.
Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant. Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades)

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Incentives
An incentive is something which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa.

Need for Incentives Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non financial incentives may be used by the management to motivate the workers. Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators are those which are not associated with monetary rewards. They include intangible incentives like ego-satisfaction, selfactualization and responsibility.

INCENTIVES

Financial Incentives

Non-financial incentives

Wages and Salaries. Bonus Medical reimbursement Insurance Housing facility Retirement benefits.

- Competition - Group recognition - Job security - Praise - Knowledge of result - Workers participation. - Suggestion system. - Opportunities for growth

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Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation. There are broadly seven strategies for motivation.

Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap.

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CHAPTER - III OBJECTIVES OF THE STUDY

Primary objective
To study the important factors which are needed to motivate the employees.

Secondary Objective
1. To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance. 2. To study the effect of job promotions on employees. 3. To learn the employees satisfaction on the interpersonal relationship exists in the organization. 4. To provide the practical suggestion for the improvement of organizations performance.

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CHAPTER III RESEARCH METHODOLOGY RESEARCH Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new fact in any branch of knowledge.

RESEARCH METHODOLOGY The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing explanation.

TYPES OF RESEARCH The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact finding related largely to the present, abstracting generations by cross sectional study of the current situation .The descriptive methods are extensively used in the physical and natural science, for instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its use in social science is more common, as in socio economic surveys and job and activity analysis.

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DESCRIPTIVE RESEARCH AIMS AT To portray the characteristics of a particular individual situation or group(with or without specific initial hypothesis about the nature of this characteristics). To determine the frequency with which something occurs or with which it is associated with something else( usually , but not always ,with a specific initial hypothesis). The descriptive method has certain limitation; one is that the research may make description itself an end itself. Research is essentially creative and demands the discovery of facts on order to lead a solution of the problem. A second limitation is associated whether the statistical techniques dominate. The desire to over emphasis central tendencies and to fact in terms of Average, Correlation, Means and dispersion may not always be either welcome. This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not always explain casual relation.

DESIGN OF DESCRIPTIVE STUDIES: Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may under take a descriptive study about the work in the factory, health and welfare. A descriptive study may be concerned with the right to strike, capital punishment, prohibition etc. A descriptive study involves the following steps: 1. Formulating the objectives of the study . 2. Defining the population and selecting the sample . 3. Designing the method of data collection .

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4. Analysis of the data . 5. Conclusion and recommendation for further improvement in the practices.

RESEARCH DESIGN Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of this study is to find the present performance appraisal system followed by NLC Limited. DATA COLLECTION METHOD Survey method is considered the best method for data collection and the tool used for data collection are Questionnaire. Private individuals, research workers, private and public organizations and even government are adopting it. In this method a questionnaire is collected through personal interview. A questionnaire consists of a number of question involves both specific and general question related to Performance appraisal system. QUESTIONNAIRE CONSTRUCTION Questionnaires were constructed based on the following types Open ended questions Close ended questions Multiple choice questions

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SOURCES OF DATA The two sources of data collection are namely primary & secondary. Primary data Primary data are fresh data collected through survey from the employees using questionnaire. Secondary data Secondary data are collected from books, internet and various journals, magazines etc. STATISTICAL TOOLS USED PERCENTAGE METHOD

In this project percentage method test and used. The following are the formula

Percentage of Respondent =

No. of Respondent Total no. of Respondent

x 100

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CHAPTER IV DATA ANALYSIS AND INTERPRETATION

TABLE 1: GENTER WISE CLASSIFICATION

S.No

Gender

Frequencies

Percentage

Male

94

94%

Female

06

06%

Total

100

100.00

INTERPRETATION: From the above table it is inferred that 94% of the respondents are male and remaining 06% of the respondents are female.

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TABLE 2: AGE GROUP WISE CLASSIFICATION

S.No

Age Group Below 30 Years

Frequencies 06

Percentage 06%

1 31-35Years 2 36-40Years 3 4 41- 45 Years Above 45 Years 4 Total 100 100.00 20 70 20% 70% 02 02% 02 02%

INTERPRETATION:

From the above table it is inferred that, 70% of the respondents are at the age group of above 45 years, 20% of the respondents are the age group of 41-45 years, 6% of the respondents are the age group of below 30 years, both the 2% of the respondents are at the age group of Below 39 Years and between 31-35Years respectively.

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TABLE 3: CLASSIFICATION BASED ON RESPONDENT MARITAL STATUS

S.No

Marital status

Frequencies

Percentage

Married

96

96%

Unmarried

04

04%

Total

100

100.00

INTERPRETATION: From the above table it is inferred that 96% of the respondents are married and remaining 04% of the respondents are unmarried.

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TABLE 4: CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATION OF RESPONDENT

S.No

Educational Qualification

Frequencies

Percentage

School level education

32

32%

Technical education

22

22%

Under graduation

20

20%

Post-graduation

26

26%

Total

100

100.00

INTERPRETATION:

From the above table it is inferred that, 32% of the respondents are having their educational qualification is School level, 26% of the respondents are having their educational qualification is Post graduation, 22% of the respondents are having their educational qualification is Technical level, and remaining 20% of the respondents are having their educational qualification is under graduation.

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TABLE 5: CLASSIFICATION BASED ON MONTHLY INCOME OF RESPONDENTS

S.No

Monthly income Rs.3,001 7,000

Frequencies 01

Percentage 02%

1 Rs.7,001 15,000 2 Above Rs.15,000 3 Total 50 100.00 38 76% 11 22%

INTERPRETATION:

From the above table it is inferred that, 76% of the respondents are having their monthly income level is Above Rs.15,000, 22% of the respondents are having their monthly income level is Rs.7,001 15,000, remaining 2% of the respondents are having their monthly income level is Rs.3,001 7,000.

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TABLE 4.6: RESPONDENT OPINION ABOUT THE MOTIVATION IS ESSENTIAL FOR EMPLOYEES

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 09 24 12 02 03 50

Percentage 18% 48% 24% 04% 06% 100

INTREPRETATION:

From the above table it is inferred that,48% of the employees are agree that motivation is essential for employees, 24% of the employees are neutral, 18% of the employees are Strongly agree, 6% of the employees are strongly disagree, 4% of the employees are disagree that motivation is essential for employees.

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TABLE 4.7: RESPONDENT OPINION ABOUT THE TYPE OF MOTIVATION DO PREFER

S.No 1 2 3

Type of motivation Financial motivation Non-financial motivation Both Total

No. of Respondents 26 09 15 50

Percentage 52% 18% 30% 100

INTREPRETATION:

The above table shows that 52% of the respondents are prefer that financial motivation, 30% of the respondents are prefer that both and remaining 18% of the respondents are prefer that non-financial motivation.

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TABLE 4.8: RESPONDENT OPINION ABOUT THE FINANCIAL MOTIVATION PREFER

S.No 1 2 3 4

Financial motivation Incentives Bonus Allowance Cash Awards Total

No. of Respondents 09 30 07 04 50

Percentage 18% 60% 14% 08% 100

INTREPRETATION:

From the above table its inferred that 60% of the respondents are prefer that bonus, 18% of the respondents are prefer that incentives, 14% of the respondents are prefer that allowance and remaining 08% of the are prefer that cash awards.

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TABLE 4.9: RESPONDENT OPINION ABOUT THE NON-FINANCIAL MOTIVATION PREFER

S.No 1 2 3 4

Non-financial motivation Job security Responsibility Promotion Recognition of work Total

No. of Respondents 15 07 20 08 50

Percentage 30% 14% 40% 16% 100

INTREPRETATION:

The above table shows that 40% of the respondents are prefer that promotion, 30% of the respondents are prefer that job security, 16% of the respondents are prefer that recognition of work and remaining 14% of the respondents are prefer that responsibility.

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TABLE 4.10: RESPONDENT OPINION ABOUT THE JOBS IS GIVES BASED ON THEIR QUALIFICATION AND SKILL

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 14 23 08 05 00 50

Percentage 24% 46% 16% 10% 00% 100

INTREPRETATION:

From the above table it is clear that,46% of the respondents are agree that jobs is given based on their qualification and skill, 24% of the respondents are Strongly agree, 16% of the respondents are neutral and remaining 10% of the respondents are disagree with jobs is given based on their qualification and skill.

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TABLE 4.11: RESPONDENT OPINION ABOUT THE ADEQUATE TOOLS AND EQUIPMENT SUPPLIED TO YOU TO WORK COMFORTABLY

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 10 27 07 04 02 50

Percentage 20% 54% 14% 08% 04% 100

INTREPRETATION:

From the above table it is indicate that,54% of the respondents are agree, 20% of the respondents are Strongly agree, 14% of the respondents are neutral and 08% of the respondents are disagree and remaining 04% of the respondents are strongly disagree with adequate tools and equipment, materials supplied to you to work comfortably.

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TABLE 4.12: RESPONDENT OPINION ABOUT THE WORKING CONDITION

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 14 25 06 05 00 50

Percentage 28% 50% 12% 10% 00% 100

INTREPRETATION:

The above table shows that,50% of the respondents are agree, 28% of the respondents are Strongly agree, 12% of the respondents are neutral and 10 % of the respondents are disagree with satisfaction with working condition..

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TABLE 4.13: RESPONDENT OPINION ABOUT THE MANAGEMENT ENCOURAGES YOU TO IMPROVE THE TECHNICAL SKILLS IN THE JOB

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 06 17 11 13 03 50

Percentage 12% 34% 22% 26% 06% 100

INTREPRETATION:

From the above table it is inferred that,34% of the respondents are agree, 26% of the respondents are disagree, 22% of the respondents are neutral and 12% of the respondents are strongly agree and remaining 06% of the respondents are strongly disagree with management encourages to improve the technical skills in the job.

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TABLE 4.14: RESPONDENT OPINION ABOUT THE AWARENESS ABOUT SUGGESTION BOX SYSTEM

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 03 19 11 10 04 50

Percentage 06% 38% 22% 20% 08% 100

INTREPRETATION:

From the above table it is inferred that,38% of the respondents are agree, 22% of the respondents are neutral, 20% of the respondents are disagree and 08% of the respondents are strongly disagree and remaining 06% of the respondents are strongly agree with aware of the suggestion box system.

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TABLE 4.15: RESPONDENT OPINION ABOUT THE UTILIZATION OF THE SUGGESTION BOX SYSTEM

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 09 18 17 05 01 50

Percentage 18% 36% 34% 10% 02% 100

INTREPRETATION:

From the above table it is inferred that,36% of the respondents are agree, 34% of the respondents are neutral, 18% of the respondents are strongly agree and 10% of the respondents are disagree and remaining 02% of the respondents are strongly disagree with utilized the suggestion box system.

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TABLE 4.16: RESPONDENT OPINION ABOUT THE FACTOR ATTRACTS YOU TO RETAIN IN THE SAME ORGANIZATION.

S.No 1 2 3 4

Factor Monetary benefits Welfare scheme Job satisfaction Job security Total

No. of Respondents 16 08 15 11 50

Percentage 32% 16% 30% 22% 100

INTREPRETATION:

From the above table it is inferred that, 32% of the respondents are attract that monetary benefits, 305 of the respondents are attract that job satisfaction, 22% of the respondents are attract that job security and remaining 16% of the respondents are attract that welfare scheme is the factor that to retain in the same organization.

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TABLE 4.17: RESPONDENT OPINION ABOUT THE SATISFACTIONS WITH OVERTIME PAYMENTS

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 06 24 09 07 04 50

Percentage 12% 48% 18% 14% 08% 100

INTREPRETATION:

From the above table it is inferred that,48% of the respondents are agree, 18% of the respondents are neutral, 14% of the respondents are disagree and 12% of the respondents are strongly agree and remaining 08% of the respondents are strongly disagree with satisfaction on overtime payments.

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TABLE 4.18: RESPONDENT OPINION ABOUT THE JOB APPRECIATION

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 04 11 14 12 09 50

Percentage 08% 22% 28% 24% 18% 100

INTREPRETATION:

From the above table it is inferred that,28% of the respondents are neutral, 24% of the respondents are disagree, 22% of the respondents are agree and 18% of the respondents are strongly disagree and remaining 08% of the respondents are strongly agree with our outstanding performance in the job is appreciated with individual incentives, bonus and special rewards.

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TABLE 4.19: RESPONDENT OPINION ABOUT THE ADEQUATE MEDICAL FACILITY

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 10 16 13 09 02 50

Percentage 20% 32% 26% 18% 04% 100

INTREPRETATION:

From the above table it is inferred that,32% of the respondents are agree, 26% of the respondents are neutral, 20% of the respondents are strongly agree and 18% of the respondents are disagree and remaining 04% of the respondents are strongly disagree with medical facilities provided is adequate.

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TABLE 4.20: RESPONDENT OPINION ABOUT THE SATISFACTION ABOUT TRAINING AND DEVELOPMENT PROGRAMME

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 02 15 20 12 01 50

Percentage 04% 30% 40% 24% 02% 100

INTREPRETATION:

The above table shows that 40% of the respondents are neutral, 30 % of the respondents are agree, 24% of the respondents are disagree and 4% of the respondents are strongly agree and remaining 02% of the respondents are strongly disagree development programme. with satisfaction on training and

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TABLE 4.21: RESPONDENT OPINION ABOUT THE MANAGEMENT PROVIDES ANY TRANSPORT FACILITY

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 07 08 08 18 09 50

Percentage 14% 16% 16% 36% 18% 100

INTREPRETATION:

From the above table its observe that 36% of the respondents are disagree, 18 % of the respondents are strongly disagree agree, both the 18% of the respondents are agree and neutral respectively and remaining 14% of the respondents strongly agree with transport facility provided by the organization.

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TABLE 4.22: RESPONDENT OPINION ABOUT THE CANTEEN FACILITY

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 08 22 14 04 02 50

Percentage 16% 44% 28% 08% 04% 100

INTREPRETATION:

From the above table it is indicate that,44% of the respondents are agree, 28% of the respondents are neutral, 16% of the respondents are strongly agree and 08% of the respondents are disagree and remaining 04% of the respondents are strongly disagree with canteen facility provide by the organization.

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TABLE 4.23: RESPONDENT OPINION ABOUT THE RELATIONSHIP WITH SUPERIORS IS CORDIAL

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 17 22 09 01 01 50

Percentage 34% 44% 18% 02% 02% 100

INTREPRETATION:

From the above table it is clear that,44% of the respondents are agree, 34% of the respondents are Strongly agree, 18% of the respondents are neutral and both the 2% of the respondents are disagree and strongly disagree respectively superiors. with cordial relationship on

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TABLE 4.24: RESPONDENT OPINION ABOUT THE SATISFACTION IS ESSENTIAL FOR JOB SATISFACTIONS

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 08 20 17 05 00 50

Percentage 16% 40% 34% 10% 00% 100

INTREPRETATION:

From the above table it is observe that, 40% of the respondents are agree, 34% of the respondents are neutral, 16% of the respondents are strongly agree and 10% of the respondents are disagree with motivation is essential for job satisfaction.

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TABLE 4.25: RESPONDENT OPINION ABOUT THE MOTIVATION WILL RESULT IN CREATION OF HIGH MORALE

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 07 17 18 07 01 50

Percentage 14% 34% 36% 14% 02% 100

INTREPRETATION:

From the above table it is inferred that,36% of the respondents are neutral, 34% of the respondents are agree, both the 14% of the respondents are strongly agree and disagree and remaining 02% of the respondents strongly disagree with motivation will result in creation of high morale.

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TABLE 4.26: RESPONDENT OPINION ABOUT THE HIGH MORALE IN RESULT IN HIGH PRODUCTIVITY

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 00 09 22 09 10 50

Percentage 14% 18% 44% 18% 20% 100

INTREPRETATION:

The above table shows that,44% of the respondents are neutral,20% of the respondents are strongly disagree, both the 18% of the respondents are agree and disagree respectively and remaining 14% of the respondents strongly agree with high morale in result in high productivity.

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TABLE 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB ENRICHMENTS CONSIDERATION

S.No 1 2 3 4 5

Respondent opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. of Respondents 05 18 19 06 02 50

Percentage 10% 36% 38% 12% 04% 100

INTREPRETATION:

From the above table it is inferred that,38% of the respondents are neutral, 36% of the respondents are agree, 12% of the respondents are disagree and 10% of the respondents are strongly agree and remaining 4% of the respondents were strongly disagree with job enlargement and job enrichment are consider that the organization.

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