CONTENTS

List of Figures
i
List of Tables
ii
List of Charts
iv
Abstract
vi

Chapter

Title

No.
1

Page No.

Introduction

1.1 Need for the Study

11

1.2 Statement of The Problem

11

1.3 Objectives

11

1.4 Scope of the Study

12

1.5 Research Methodology

12

1.5.1 Research design

12

1.5.2 Research sample

12

1.5.3 Data Collection tool

13

1.6 Research Limitation

13

Literature Review

14

Organizational Profile

26

Data Analysis and Interpretation

36

Summary of Findings, Suggestions and

Conclusion

81

5.1 Findings

81

5.2 Suggestions

83

5.3 Recommendations for Future Research

84

5.4 Conclusion

85

Bibliography

86

Questionnaire

88

LIST OF FIGURES

Figure No.

Figure Name

Page No

1.1

Motivation Process

2.1

Employee Motivation

18

2.2

Maslows Hierarchy of Needs

21

2.3

Herzbergs Two Factor theory

22

2.4

Alderfers ERG theory

24

4.1

Fishbone diagram

80

LIST OF TABLES

Table No.

Table Name

Page No

4.1

Age of the employees

36

4.2

Work Experience of the employees

38

4.3

Opinion on work culture

40

4.4

Motivation level of employees

42

4.5

Motivator preferred by employees

44

4.6

Motivator compared with Experience

46

4.7

Employees relationship with supervisors

48

4.8

Rankings for characteristics of Recognition

50

4.9

Presence of Formal recognition in Karna

52

4.10

Presence of informal/friendly recognition in Karna

54

4.11

Presence of specific recognition in Karna

56

4.12

Presence of timely recognition in Karna

58

4.13

Presence of frequent recognition in Karna

60

4.14

Opinion on necessity of change in management

style

62

4.15

Effect of team relationships on motivation

64

4.16

Motivation from colleagues recognition

66

ii

4.17

Opinion on the impact of their work

68

4.18

Culture that encourages its employees

70

4.19

Opinion on whether the organization recognizes

them as

72

4.20

individuals
Opinion on whose recognition motivates them
the most

74

4.21

Opinion on whether their efforts are rewarded

76

4.22

Respondents on whether they like working in

Karna

78

iii

LIST OF CHARTS

Chart No.

Chart Name

Page No

4.1

Age of the employees

37

4.2

Work Experience of the employees

39

4.3

Opinion on work culture

41

4.4

Motivation level of employees

43

4.5

Motivator preferred by employees

45

4.6

Motivator compared with Experience

47

4.7

Employees relationship with supervisors

49

4.8

Rankings for characteristics of Recognition

51

4.9

Presence of Formal recognition in Karna

53

4.10

Presence of informal/friendly recognition in Karna

55

4.11

Presence of specific recognition in Karna

57

4.12

Presence of timely recognition in Karna

59

4.13

Presence of frequent recognition in Karna

61

4.14

Opinion on necessity of change in management

style

63

4.15

Effect of team relationships on motivation

65

4.16

Motivation from colleagues recognition

67

iv

4.17

Opinion on the impact of their work

69

4.18

Culture that encourages its employees

71

4.19

Opinion on whether the organization recognizes

them as

73

4.20

individuals
Opinion on whose recognition motivates them
the most

75

4.21

Opinion on whether their efforts are rewarded

77

4.22

Respondents on whether they like working in

Karna

79

ABSTRACT
Title
Employee Motivation in the Work Culture of Karna

Objective
To study the existing work culture and level of
employee

motivation

in

Karna

and

suggest

improvement plans to create a better and more

positive work culture that would motivate its
employees.

Scope
The scope of the project is to understand the effect of
the current work culture in Karna on its employees. It
also identifies the areas that need to be concentrated
on to improve the work culture and motivation levels
of its employees.

Research Methodology
The

project

employs

qualitative

as

well

as

quantitative research. The data collected using

qualitative methods were used to conduct the
quantitative research. A sample of 50 associates
were considered to collect primary data. This project

analyses data with the help of a fish bone diagram,

Likert scales and ordinal scales.

Limitations
Some of the limitations of this project are:
1.
The sample primarily consisted of employees only in
Chennai.
2.

The response of the employees might be biased.

3.
The project does not cover all the aspects of employee
motivation but focuses
only on the psychological aspects that
are related to the companys work
culture.
vi

CHAPTER I
INTRODUCTION

MOTIVATION
Motivation is a theoretical construct used to explain
behaviour. It represents the reasons for people's
actions, desires, and needs. Motivation can also be
defined as one's direction to behaviour, or what
causes a person to want to repeat a behaviour and
vice versa. A motive is what prompts the person to act
in a certain way, or at least develop an inclination for
specific

behaviour.

Motivation

involves

the

biological, emotional, social and cognitive forces that

activate behaviour. In everyday usage, the term
motivation is frequently used to describe why a person
does something.

Fig 1.1 : Motivation Process

Motivation is a person's internal disposition to be

concerned

with

and

approach

positive

incentives and avoid negative incentives. An incentive

is

the

anticipated

reward

or

aversive

event available in the environment. While motivation

can

often

predict

be

used

behaviour,

as

it

tool

varies

to

help

greatly

among

individuals and must often be combined with

ability and environmental factors to actually influence
behaviour and performance.

EMPLOYEE MOTIVATION
Employee motivation is a factor, or factors, that
cause(s) an employee to pursue work tasks
or goals. It's what causes you to act in a certain way.
Motivated employees are essential to
1

the success of an organization. Motivation is an

employee's

intrinsic

enthusiasm

about

and

drive to accomplish activities related to work.

Motivation is that internal drive that causes
an individual to decide to take action. An
individual's

motivation

is

influenced

by

biological, intellectual, social and emotional factors.

As

such,

motivation

is

complex,

not

easily defined, intrinsic driving force that can also be

influenced by external factors.
Employee motivation develops in one of two ways.
Intrinsic

motivation

comes

from

within, driving employees to succeed based on

inner

goals

and

ambition.

Extrinsic

motivation comes from external sources, motivating

employees

with

incentives

to

push

your performance. Both intrinsic and extrinsic

motivation

carry

distinct

advantages,

and

different employees display different motivational

characteristics.

Knowing

which

employees are motivated more intrinsically or

extrinsically are important for a manager.
Every employee has activities, events, people, and
goals in his or her life that he or she finds
motivating. So, motivation about some aspect of
life exists in each person's consciousness and

actions. The trick is for employers to figure out how to

inspire employee motivation at work. To create a work
environment in which an employee is motivated about
work, involves both intrinsically satisfying and
extrinsically

encouraging

factors. Employee

motivation is the combination of fulfilling the

employee's needs and expectations from work and
the

workplace

factors

that

enable

employee

motivation - or not. These variables make motivating

employees challenging.
It is important for organizations to understand and to
structure

the

work

environment

to

encourage productive behaviours and discourage

those

that

are

unproductive

given

work

motivation's role in influencing workplace behaviour

and

performance.

consensus

that

There

is

motivation

general

involves

three

psychological processes: arousal, direction, and

intensity. Arousal is what initiates action. It is
fuelled by a person's need or desire for
something that is missing from their lives at a given
moment,

either

totally

or

partially.

Direction refers to the path employees take in

accomplishing

the

goals

they

set

for

themselves. Finally, intensity is the vigour and

amount of energy employees put into this
goal-directed work performance. The level of
intensity

is

based

on the

importance

and

difficulty of the goal. These psychological processes

result in four outcomes. First,

motivation serves to direct attention, focusing on

particular issues, people, tasks, etc. It also
serves to stimulate an employee to put forth effort.
Next,

motivation

results

in

persistence,

preventing one from deviating from the goal-seeking

behaviour.

Finally,

motivation

results

in task strategies, which are patterns of behaviour

produced to reach a particular goal.
Workers in any organization need something to keep
them

working.

Most

of

the

time,

the

salary of the employee is enough to keep him or her

working

for

an

organization.

An

employee must be motivated to work for a company

or

organization.

If

no

motivation

is

present in an employee, then that employees quality

of

work

or

all

work

in

general

will

deteriorate. People differ on a personality dimension

called

locus

of

control.

This

variable

refers to individual's beliefs about the location of the

factors

that

control

their

behaviour.

At one end of the continuum are high internals who

believe

that

opportunity

to

control

their

own behaviour rests within themselves. At the other

end

of

the

continuum

there

are

high

externals who believe that external forces determine

their

behaviour.

Not

surprisingly,

compared with internals, externals see the world as an

unpredictable,

chancy

place

in

which

luck, fate, or powerful people control their destinies.

When

motivating

can

use

specific

an

general

audience,

motivational

motivational

you

strategies

appeals.

or

General

motivational strategies include soft sell versus hard

sell

and

personality

type.

Soft

sell

strategies have logical appeals, emotional appeals,

advice

and

praise.

Hard

sell

strategies

have barter, outnumbering, pressure and rank. Also,

you

can

consider

basing

your

strategy

on your audience personality. Specific motivational

appeals

focus

on

provable

facts,

feelings, right and wrong, audience rewards and

audience threats.
Employers understand that they need to provide
a

work

environment

that

creates

motivation in people. But, many employers fail

to

understand

the

significance

of

motivation in accomplishing their mission and

vision.

Even

when

they

understand

the

importance of motivation, they lack the skill and

knowledge
that

to

fosters

motivation

provide

work

environment

employee

motivation.

is

level

the

Employee

of

energy,

commitment, and creativity that a company's

workers bring to their jobs. Whether the
economy is growing or shrinking, finding ways to
motivate

employees

is

always

management concern. Competing theories stress

either

incentives

or

employee

involvement (empowerment). The effects of low

employee motivation on small businesses
3

can be harmful.

Such

problems

complacency, disinterest

include

even widespread

discouragement. Such attitudes can cumulate into

crises.

smoothly

working

and

motivated work force frees the owner from day-today

chores

for

thinking

of

long-term

development. Furthermore, tangible and emotional

reward

can

employees.

mean
People

retention
thrive

of

in

desirable

creative

work

environments and want to make a difference.

Ideally the work result itself will give them a
feeling

of

accomplishmentbut

well-

structured reward and recognition programs can

underline this consequence.
One approach to employee motivation has been to
view "add-ins" to an individual's job as the primary
factors in improving performance. Endless mixes of
employee

benefitssuch

as

health

care,

life

insurance, profit sharing, employee stock ownership

plans, exercise facilities, subsidized meal plans, child
care availability, company cars, and morehave
been used by companies in their efforts to maintain
happy employees in the belief that happy employees
are motivated employees.
Many modern theorists, however, propose that the
motivation

an

employee

feels

toward

his or her job has less to do with material rewards

than

with

the

design

of

the

job

itself.

Studies as far back as 1950 have shown that highly

segmented

and

simplified

jobs

resulted

in lower employee morale and output. Other

consequences

of

low

employee

motivation

include absenteeism and high turnover, both of which

are

very

costly

for

any

company.

As

a result, "job enlargement" initiatives began to crop up

in major companies in the 1950s.
While

terminology

employee

changes,

motivation

the

tenets

remain

of

relatively

unchanged from findings over half a century

ago.

Today's

buzzwords

include

"empowerment," "quality circles," and "teamwork."

Empowerment

gives

autonomy

and

allows an employee to have ownership of ideas and

accomplishments,

whether

acting

alone

or in teams. Quality circles and the increasing

occurrence

of

teams

in

today's

work

environments give employees opportunities to

reinforce

the

importance

of

the

work

accomplished by members as well as receive feedback

on the efficacy of that work.
Businesses, which may lack the resources to enact
formal

employee

motivation

programs,

managers can nonetheless accomplish the same basic

principles. In order to help employees
4

feel that their jobs are meaningful and that their

contributions

are

valuable

to

the

company,

the business owner needs to communicate the

company's

purpose

to

employees.

This

communication should take the form of words as well

as

actions.

In

addition,

the

business

owner should set high standards for employees, but

also

remain

supportive

of

their

efforts

when goals cannot be reached. It may also be

helpful

to

allow

employees

as

much

autonomy and flexibility as possible in how their

jobs

are

performed.

Creativity

will

be

encouraged if honest mistakes are corrected but not

punished.

Finally,

the

business

owner

should take steps to incorporate the vision of

employees for the company with his or her
own vision. This will motivate employees to
contribute to the business's goals, as well as
help prevent stagnation in its direction and purpose.
When you think about it, the success of any facet of
your business can almost always be traced back to
motivated

employees.

From

productivity

and

profitability to recruiting and retention, hardworking

and happy employees lead to triumph.
The magic ingredient to a winning team is their
commitment,

motivation,

and

engagement

to each other and the goals of the team. Creating an

environment

that

motivates

employees

is one of the toughest challenges our managers and

leaders

face

today.

It

takes

tremendous

energy and time to build a motivated team, but the

incremental

benefits

are

critical

to

the

long-term success of the organization. Employee

motivation

and

productivity

can

be

enhanced and improved by creating a work

environment that maximizes the factors that
affect performance.
Unfortunately, motivating people is far from an exact
science.

There's

no

secret

formula,

no set calculation, no work sheet to fill out. In fact,

motivation

can

be

as

individual

as

the

employees who work for you. One employee may be

motivated

only

by

money.

Another

may appreciate personal recognition for a job well

done.

Still

another

may

work

harder

if

she has equity in the business. But you can boil

down

employee

motivation

to

one

basic

ideal: finding out what your employees want and

finding a way to give it to them or to
enable them to earn it.

MOTIVATION METHODS
There are as many different methods of motivating
employees

today

as

there

are

companies

operating in the global business environment. Still,

some

strategies

organizations
motivation.

are

prevalent

striving
The

to

best

across

improve

employee

all

employee

motivation

efforts will focus on what the employees deem to be

important.

It

may

be

that

employees

within the same department of the same organization

will

have

different

motivators.

Many

organizations today find that flexibility in job design

and

reward

systems

has

resulted

in

employees' increased longevity with the company,

improved

productivity,

and

better

morale.
Work Culture
The most effective way to fulfil the drive to bond
to engender a strong sense of camaraderieis to
create

culture

that

promotes

teamwork,

collaboration, openness, and friendship. The culture

of a company can build-up or drain the employees
energy and motivation. Employees like to work in
a better environment. A work culture that is
supportive of its employees can go a long way in
building his motivation.

Empowerment
Giving employees more responsibility and decisionmaking authority increases their realm of control over
the tasks for which they are held responsible and better
equips them to carry out those tasks. As a result,
feelings of frustration arising from being held
accountable for something one does not have the
resources to carry out are diminished. Energy is
diverted from self-preservation to improved task
accomplishment.
Creativity and Innovation
At many companies, employees with creative ideas
do

not

express

them

to

management

for fear that their input will be ignored or ridiculed.

Company

approval

and

toeing

the

company line have become so ingrained in some

working

environments

that

both

the

employee and the organization suffer. When the

power to create in the organization is
6

pushed down from the top to line personnel, employees

who know a job, product, or service best are given the
opportunity to use their ideas to improve it. The power
to create motivates employees and benefits the
organization in having a more flexible work force,
using

more

wisely

the

experience

of

its

employees, and increasing the exchange of ideas

and

information

among

employees

and

departments. These improvements also create an

openness to change that can give a company the
ability to respond quickly to market changes and
sustain a first mover advantage in the marketplace.
Learning
If employees are given the tools and the opportunities
to

accomplish

on

the

more,

challenge.

most

will

Companies

take

can

motivate

employees to achieve more by committing to

perpetual

enhancement

Accreditation

and

of

employee

licensing

programs

skills.
for

employees are an increasingly popular and

effective way to bring about growth in
employee knowledge and motivation. Often, these
programs

improve

employees'

attitudes

toward the client and the company, while bolstering

self-confidence.

Supporting

this

assertion, an analysis of factors which influence

motivation-to-learn

found

that

it

is

directly

related to the extent to which training participants

believe

that

such

participation

will

affect

their job or career utility. In other words, if the body

of

knowledge

gained

can

be

applied

to the work to be accomplished, then the acquisition of

that

knowledge

will

be

worthwhile

event for the employee and employer.

Quality of Life
The number of hours worked each week by
employees is on the rise, and many families
have two adults working those increased hours. Under
these

circumstances,

many

workers

are left wondering how to meet the demands of their

lives

beyond

the

workplace.

Often,

this concern occurs while at work and may reduce an

employee's

productivity

and

morale.

Companies that have instituted flexible employee

arrangements
employees
Programs

have

whose

gained

productivity

incorporating

motivated
has

flex-time,

increased.

condensed

workweeks, or job sharing, for example, have been

successful

in

focusing

overwhelmed

employees toward the work to be done and away from

the demands of their private lives.
7

Monetary Incentive
For all the championing of alternative motivators,
money

still

occupies

major

place

in

the mix of motivators. The sharing of a company's

profits

gives

incentive

to

employees

to

produce a quality product, perform a quality service,

or

improve

the

quality

of

process

within the company. What benefits the company

directly

benefits

the

employee.

Monetary

and other rewards are being given to employees for

generating

cost-savings

or

process-

improving ideas, to boost productivity and reduce

absenteeism.
is

Money

directly

tied

to

is

effective

when

an

employee's

it

ideas

or

accomplishments. Nevertheless, if not coupled

with

other,

non-monetary

motivators,

its

motivating effects are short-lived. Further,

monetary incentives can prove counterproductive if
not

made

available

to

all

members

of

the organization.
Non-monetary Incentives
Study after study has found that the most effective
motivators
monetary.

of

workers

Monetary

systems

are
are

non-

insufficient

motivators, in part because expectations often

exceed results and because disparity between salaried

individuals

may

divide

rather

than

unite employees. Proven non-monetary positive

motivators

foster

recognition,

team

spirit

responsibility,

and

and

include

advancement.

Managers who recognize the "small wins"

of employees, promote participatory environments,
and

treat

employees

with

fairness

and

respect will find their employees to be more highly

motivated.

The

most

effective

rewards,

such as letters of commendation and time off from

work,

enhance

personal

fulfilment

and

self-respect.
Recognition
Every employee wishes to be considered as an
important part of the organization. It means
that he should have his own identity and he should
appear

to

be

distinctive.

Recognizing

employees for accomplishments such as finishing a

major

project,

reaching

sales

goals

or

providing excellent customer service can be an

important

motivating

factor.

Over

the

longer term, sincere praise and personal gestures

are

far

more

effective

and

more

economical than awards of money alone. A program

that combines monetary reward
8

systems and satisfies intrinsic, self-actualizing needs

may

be

the

most

potent

employee

motivator.

WORK CULTURE
Work culture plays an important role in extracting the
best

out

of

employees

and

making

them stick to the organization for a longer duration.

The

organization

must

offer

positive

ambience to the employees for them to concentrate on

their

work

rather

than

interfering

in

each others work. The work culture of an

organization plays a major role in affecting the
motivation of its employees. The work culture can
either

motivate

the

employee

or

de-

motivate the employee.

Work culture encompasses values and behaviours that
contribute to the unique social and psychological
environment of an organization. It represents the
collective

values,

beliefs

and

principles

of

organizational members and is a product of such

factors as history, product, market, technology, and
strategy, type of employees, management style, and
national

culture.

Culture

includes

the

organization's vision, values, norms, systems,

symbols, language, assumptions, beliefs, and habits

It is the work culture which decides the way

employees interact with each other and how an
organization functions. Work culture refers to the
mentality of the employees which further decides the
ambience of the organization. An organization is said
to have a strong work culture when the employees
follow the organizations rules and regulations and
adhere to the existing guidelines. However there are
certain organizations where employees are reluctant to
follow the instructions and are made to work only by
strict procedures. Such organizations have a weak
culture.
Characteristics of a Healthy work Culture
A healthy work culture leads to satisfied
employees and an increased productivity.
Employees must be cordial with each
other.
One must respect his fellow worker.
Backbiting

is

considered

strictly

unprofessional and must be avoided for a

healthy work culture. One gains nothing
out of conflicts and nasty politics at work.
9

 Each employee should be treated as one.

Partiality leads to demotivated employees
and eventually an unhealthy work
culture. Employees should be judged
only by their work and nothing else.
Personal relationships should take a
backseat at the workplace.
Appreciating the top performers is important.
Praise the employees to expect good work
from them every time. Give them a
pat

on

their

indispensable

back.
for

Let

their

them

feel

organization.

Dont
criticize the ones who have not performed
well, instead ask them to pull up their
socks for the next time. Give them one
more opportunity rather than firing them
immediately.
Encourage discussions at the workplace.
Employees must discuss issues among
themselves to reach to better conclusions.
Each one should have the liberty to
express his views. The team leaders and
managers

must

interact

with

the

subordinates frequently. Transparency is

essential at all levels for better
relationships among employees and a healthy
work culture. Manipulating information

and data tampering should not be

allowed at the workplace. Information
should flow in its desired form.
Organization must have employee friendly
policies and practical guidelines.
Expecting an employee to work till late
night on his birthday is simply
impractical. Rules and regulations should
be made to benefit the employees.
Employees must maintain the decorum
of the organization. Discipline is
important at the workplace.
The Hitler approach does not fit in the current scenario.
Bosses should be more like mentors to the
employees. The team leaders should
be a source of

inspiration for the

subordinates. The superiors are expected

to
provide a sense of direction to the
employees and guide them whenever
needed.
The team members should have an easy access to their
bosss cabin.
Promote team building activities to bind the employees
together.
Conduct training programs, workshops,
seminars and presentations to upgrade
the existing skills of the employees.
Prepare them for the tough times. They
should

be

ready

under

any

odd

circumstances or change in the work

culture.
10

This project tries to understand what a work culture

should have to become positive and motivate its
employees.

1.1 NEED FOR THE STUDY

Motivating employees to complete their job duties at
a

satisfactory

or

better

level

can

be

challenging. Employees show motivation when they

are

self-inspired

to

perform

tasks

and

are proud of their work product. Employees who do

not

have

the

drive

to

succeed

organization adversely impact

workplace,

which

can

at

the

others in

directly

affect

the

the

success of the organization. Dissatisfaction in the

office

environment,

employee

leading

motivation,

consequences

like

can

poor

to

cause

performance,

no
negative
low

productivity, absenteeism, etc. Therefore, this

study

has

been

taken

up

to

help

organizations keep the motivation of their employees

at an optimum level.

1.2 STATEMENT OF THE PROBLEM

Motivational problems can lead to performance
issues that cost a business thousands of dollars in
losses each year. A lack of motivation can lead to
delays in the employee's completion of work and
simple but expensive mistakes. Unfortunately, several

issues may sap an employees motivation and leave

him unproductive and a minor contributor to the
bottom line. Most of these issues have their root in
the work culture of the organization. Unless they are
identified and addressed, it will not be possible to
motivate the employees. Hence this study aims to
identify and help address these issues.

1.3 OBJECTIVES
The objectives of the study are as follows:
To study the existing work culture in Karna
To assess the level of employee motivation in Karna
To identify the problems and areas that need to be bettered

To suggest improvement plans to create a

better and more positive work culture

that would motivate its employees

11

1.4 SCOPE OF THE STUDY

The scope of the project is to understand the effect of
the current work culture in Karna on its employees. It
also identifies the areas that need to be concentrated
on to improve the work culture and motivation levels
of its employees.

1.5 RESEARCH METHODOLOGY

DATA SOURCE
Primary Data
The primary data was collected by means of few
interviews and a survey. Information collected
through the interviews were used as inputs to form
the questionnaire for the survey. The questionnaire
consisted of 15 questions which helped assess the
employee motivation present in the organization and
identify the areas that needed improvement. The
response was analysed and interpreted as necessary.
Secondary Data
Data was collected from various books and
publications to understand the effect of work culture
in employee motivation. Articles were referred to
increase
motivation

knowledge
levels

on
of

factors
employees

affecting
in

the

various

organizations. Information about Karna were also

collected in the form of secondary data.

1.5.1 RESEARCH DESIGN

This study follows the exploratory research design to
identify areas of employee motivation improvement. It
is non-experimental in nature and is a cross-sectional
study.
1.5.2 RESEARCH SAMPLE
SAMPLE PLAN
To fulfil the inclusion criteria it is necessary to take
sample and also to know about its characteristics.
a) Sampling Unit : Karna India, Chennai
b) Sample Technique : Random Sampling
c) Research Instrument : Structured Interview and questionnaire
12

d) Contact Method : Personal Interview

SAMPLE SIZE
A sample of 50 employees from Karna India in Chennai were
considered for this study.
1.5.3 DATA COLLECTION TOOL
Data

was

first

collected

through

structured

interviews followed by a structural questionnaire.

The questionnaire used Likert scaling and ordinal
scales in addition to the normal multiple choice
format. Likert scaling is a bipolar scaling method,
measuring either positive or negative response to a
statement. The ordinal type allows for rank order
(1st, 2nd, 3rd, etc.) by which data can be sorted.

1.6 RESEARCH LIMITATION

Since the study was conducted for only two months
and within certain constraints, it has a few limitations.
1. The sample consists of employees only in Chennai.
2. The response of the employees might be biased.
3. The project does not cover all the aspects of
employee

motivation

but

focuses

only

on the psychological aspects that are related to

the companys work culture.

13

CHAPTER II
LITERATURE REVIEW

MOTIVATION
Motivation can be conceived of as a cycle in
which

thoughts

influence

behaviours,

behaviours drive performance, performance impacts

thoughts,

and

the

cycle

begins

again.

Each stage of the cycle is composed of many

dimensions

including

attitudes,

beliefs,

intentions, effort, and withdrawal which can all

affect

the

motivation

that

an

individual

experiences. A motive is what prompts the person to

act in a certain way, or at least develop
an inclination for specific behaviour. According to
Maehr

and

Meyer,

"Motivation

is

word that is part of the popular culture as few other

psychological concepts are".
Motivation is defined as the process that initiates,
guides,

and

maintains

goal-oriented

behaviours. Motivation is what causes us to act,

whether it is getting a glass of water to
reduce thirst or reading a book to gain knowledge.
Motivation

involves

the

biological,

emotional, social and cognitive forces that activate

behaviour

r.

In

everyday

usage,

the

term

motivation is frequently used to describe why a

person

does

something.

The

term

motivation refers to factors that activate, direct, and

sustain

goal-directed

behaviour.

Motives are the "whys" of behaviour - the needs or

wants

that

drive

behaviour

and

explain

what we do. We don't actually observe a motive;

rather, we infer that one exists based on
the behaviour we observe." (Nevid, 2013)
According to Andrew J Ellliot and Martin
Covington

in

"Approach

and

Avoidance

Motivation". Educational Psychology Review 13

(2001): 2, Motivation is a theoretical construct used
to explain behaviour. It represents the reasons for
people's actions, desires, and needs. Motivation can
also be defined as one's direction to behaviour, or
what causes a person to want to repeat a behaviour
and vice versa. Motivation is the process that
account for an individuals intensity, direction and
persistence of effort towards attaining a goal
(Stephen P. Robbins, Organizational Behaviour,
9ed, p.155).

14

Motivation is an internal state or condition (sometimes

described

as

need,

desire,

or

want)

that serves to activate or energize behaviour and

give

it

direction

and

(Kleinginna

Kleinginna, 1981a). Franken (2006) provides

an

additional

component

in

his

the

arousal,

direction,

and

definition:

persistence

of

behaviour. Motivation is dependent on 3

psychological processes: arousal, direction and
intensity

(Curral,

L.,

&

Marques-

Quinteiro, 2009). Frederick (1993) defines it as

what drives or induces a person to behave
in a particular fashion, the internal forces which
initiates,

directs,

sustains

and

terminates

all important activities. It influences the level of

performance,

the

efficiency

achieved

and

the time spent on an activity.

Charles

(2000)

defined

motivation

as

psychological forces that determine the direction of a

persons behaviour, a persons level of effort, and a
persons level of persistence in the face of obstacles.
David (1996) defines motivation as a need or
desire that serves to energize behaviour and to direct
it towards a goal.
Motivation is defined as "a human psychological
characteristic that add to a person's degree of
commitment. It is the management process of

influencing employees' behaviour" (Badu, 2005).

Conversely, Bartol and Martin (1998) relate
motivation to the force that stimulates behaviour,
provide direction to behaviour, and underlies the
tendency to prevail. In other words individuals must
be sufficiently stimulated and energetic, must have a
clear focus on what is to be achieved, and must be
willing to commit their energy for a long period of
time to realize their aim in order to achieve goals.
However, other than motivation being a force that
stimulates behaviour, Vroom (1964) emphasized
on the 'voluntary actions'. Supported by Steers et
al. (2004), Vroom (1964) defined motivation as "a
process governing choice made by persons...among
alternative forms of voluntary activity." Similarly
Kreitner and Kinicki (2004) assumed that
motivation incorporate those psychological processes
that create the arousal, direction and persistence of
voluntary actions that are goal oriented.
Quite differently from the other definitions, Locke
and

Latham

(2004)

identified

that

motivation influence people's acquisition of skills

and

the

extent

to

which

they

use

their

ability. According to the authors "the concept of

motivation

refers

to

internal

factors

that

impel action and to external factors that can act as

inducements to action. The three aspects
15

of action that motivation can affect are direction

(choice),

intensity

(persistence).

(effort),

Motivation

and

can

duration

affect

both

the

acquisition of people's skills and abilities; and

also the extent to which they utilize their skills and
abilities" (Locke and Latham, 2004).
Many contemporary authors have also defined the
concept of motivation. Motivation has been defined
as: the psychological process that gives behaviour
1995); a

purpose and direction (Kreitner,

predisposition to behave in a purposive manner to

achieve

specific,

unmet

needs

(Buford,

Bedeian, & Lindner, 1995); an internal drive

to satisfy an unsatisfied need (Higgins, 1994); and
the will to achieve (Bedeian, 1993).
In a nut shell, different authors have put forward the
concept of motivation differently. Nonetheless, these
definitions have three common aspects, that is, they
are all principally concerned with factors or events
that

stimulate,

channel,

and

prolong

human

behaviour over time (Steers et al. 2004).

EMPLOYEE MOTIVATION
Motivation is the driving force which will initiate
the

employees

to

work

up

to

their

efficient level. It is generally assumed that well

motivated

employees

will

perform

better

than that of other employees. It is the process of

stimulating people to actions to accomplish
the goals.
Motivated employees are needed in our rapidly
changing

workplaces.

Motivated

employees help organizations survive (Smith,

1994).

Motivated

employees

are

more

productive. To be effective, managers need to

understand

what

motivates

employees

within

the context of the roles they perform. Of all the

functions

manager

performs,

motivating

employees is arguably the most complex. This is due,

in

part,

to

employees

the

fact

changes

that

what

constantly

motivates
(Bowen

&

Radhakrishna, 1991). Research suggests that

as employees' income increases, money becomes less
of

motivator

1987).

(Kovach,

Also,

as employees get older, interesting work becomes

more of a motivator.
G. Jones and J. George (2008) in their book
"Contemporary

Management"

defined

employee motivation as "Psychological forces that

determine

the

direction

of

person's

behaviour in an organization, a person's level of effort

and a person's level of persistence."

16

According to (Slocum and Hellriegel, 2007),

motivation represents the forces acting on or within a
person that cause the person to behave in a specific,
goal-directed manner. From the above definition, we
could infer that because motives of employees
affect their productivity, one of managements jobs
is to channel employee motivation effectively toward
achieving organizational goal.
Motivation is defined as a psychosomatic process that
directs

person

to

behave

and

react

in a way that helps them to satiate certain unfulfilled

needs

(Latham

G.,

2011).

Motivation

is what provides the stimuli and direction towards

which

employees

can

execute

their

duties (Lauby S., (2005). Motivation can be

broken

into

three

distinct

categories

that

depend on each other for success. First of all,

individual choices are driven by persistence,
which reminds them of their unfulfilled needs. The
choice

taken

will

make

an

employee

change their behaviour in order to be in the right

direction that would allow them to achieve
those needs. Thirdly, there is the upholding of that
behaviour,

which

will

go

on

until

those

needs and desires are achieved. Motivation

however

occurs

differently

in

varying

situations. Achieving a specific goal requires a

particular

motivational

strategy

and

that

same strategy cannot be used to achieve another goal.

Managers need to understand what motivates
employees within the context of the roles
they perform. Of all the functions a manager is
responsible

for,

motivating

employees

can

be the most complex. David Frederick (2001),

a

senior

lecturer

at

University's

Department

Professional

Development

London
of

Guildhall

Management

notes

and

"Motivation

is a topic that generates a lot of debate. Irrespective of

the

business

sector,

motivation

will

always be an issue to be addressed by management".

He

further

states

"It

is

essential

for

managers to understand the concept of motivation.

An

understanding

contribute

to

of

motivation

may

more

cooperative

working

environment and an increase in employee

productivity". According to Bob Nelson, An
employees motivation is a direct result of
the sum of interactions with his or her manager.

17

Fig 2.1 : Employee Motivation

The process of motivation usually starts with
someone

recognizing

an

unsatisfied

need.

Then a goal is established to be reached and that way

to

satisfy

the

need.

Rewards

and

incentives can be established for people to better

accomplish

the

given

goal.

The

social

context will also affect the motivation level. This

context

consists

of

organizational

values

and culture but it also includes leaderships and

management as well as the influence of the
group or team in which a person works. Motivation
can

be

intrinsic

or

extrinsic.

Intrinsic

motivation can be described as the process of

motivation by work itself in so far as it
satisfies the personal needs of the employee. Intrinsic

motivation

is

self-generated

and

it

is

thought that people seek for a job they think will

most

satisfy

their

needs.

The

factors

affecting intrinsic motivation include for example

responsibility,

freedom

to

act,

courage

to use and develop persons own skills, interesting

tasks

and

opportunities

for

advancement.

Extrinsic motivation is the amount of effort other

people

give

to

the

person

to

motivate

them. Extrinsic motivation is for example the

rewards

management

provide

such

as

pay

rise, praise or promotion. Extrinsic motivators are

efficient

but

the

influence

doesnt

last

long. Intrinsic motivators tend to have a longer effect

as

they

are

inherent

and

not

imposed

from outside (Anna Salanova and Sanni

Kirmanen, 2010).

18

MOTIVATION THEORIES
Theories of motivation focused on explaining
people's behaviour (Lin, 2007), which affects their
motivation. The study of work motivation was
started by the Hawthorne's study (19271932), which
showed that worker's productivity seemed to
improve when changes were made with interest being
shown on them (Latham, 2007).. The results led to the
realization that the productivity, satisfaction, and
motivation

of

workers

were

interrelated

(Roethlisberger, 1977 in Latham, 2007).

Since then, different theories of work motivation
has emerged and changed time to time based on the
changes of employee's attitude and needs of
companies.

Maslows

Hierarchy

of

Needs,

Herzbergs two factor theory and Alderfers ERG

theory are some of the most famous content theories
on motivation.
Maslows Hierarchy of Needs
Sociologist Abraham Maslow proposed that all
humans have universal needs, and those needs could
be categorised and predicted. Regarded as the first
person to develop a theory of motivation, Maslow
sees motivation it terms of 5 differing levels of
human needs with those at lower levels needing to
be met prior to those at higher levels. This model of

motivation has gained a lot of attention, but not

complete acceptance.
Physiological needs
These are the needs of personal survival and include
the needs we have for food, oxygen, water, to be
active, to rest, to sleep, to avoid pain, to have
accommodation and shelter etc. Work can provide
individuals with the ability to earn an income in order
to pay for these basic needs of survival.
Safety and security needs
When the physiological needs are largely taken care
of,
into

this

second

play.

interested

layer

of

Individuals
in

finding

needs

become
safe

comes

increasingly

circumstances,

stability, and protection. There might develop a need

for

structure,

for

order

and

limits,

and

ways of preventing or reducing fears and anxieties.

Such

needs

manifest

themselves

in

the

form of our urges to have a home in a safe

neighbourhood, job security, reliable transport,
19

savings in a bank account, a good retirement plan,

health insurance, or anything that contributes to the
orderliness and predictability of life. Again, work
provides individuals with the ability to earn to acquire
such things. In addition a feeling of safety may be
gained from the security that employment may bring.
Love and belonging needs
When

physiological

and

safety

needs

are

predominantly met an individual begins to seek

affiliation with others. This includes the need for
friends,

affectionate

marriage
relationships

partner,

children,

and

sense

of

community. The meeting of these needs is

expressed in our desires to marry, have a family, and
be

a part of a

community or group. It

is also a part of what we look for in a career - work can

provide

opportunities

for

individuals

to gain a sense of belonging and identity through their

involvement

in

organizations,

work

teams and groups.

Self-esteem needs
When the three preceding groups of needs are met
individuals begin to look to meeting needs for selfesteem such as the need for the respect of others,
status, fame, recognition, attention,

appreciation,

dignity,

achievement,

confidence,

competence,

mastery, independence, and freedom. Esteem needs

are often satisfied by recognition from peers and

mentors, such as employers. This may include a raise
in pay, a bonus, a certificate of completion or a
degree from an educational institution. It may also
include many other rewards for effort, but such
feelings must be confirmed by recognition of those
efforts. The work that an individual carries out, the
type of organization they work for and even their job
title may provide personal status or self-respect.
Self-actualization needs
These are needs that involve the desire to fulfil our
potential and to "be all that we can be".
These needs involve becoming the most complete,
'fullest'

person

that

you

can

be.

An

individual may achieve this higher level need from the

fulfilment

of

his/her

career

goals

or

ambitions, or from seeing completion of work tasks

that are important to him/her.

20

Fig 2.2 : Maslows Hierarchy of

Needs

Herzbergs Two Factor Theory

Herzberg proposed a two-factor model of motivation,
based

on

the

notion

that

the

presence

of one set of job characteristics or incentives leads to

worker

satisfaction

at

work,

while

another and separate set of job characteristics leads

to

dissatisfaction

at

work.

Thus,

satisfaction and dissatisfaction are not on a

continuum with one increasing as the other
diminishes, but are independent phenomena. This
theory

suggests

that

to

improve

job

attitudes and productivity, administrators must

recognize

and

attend

to

both

sets

of

characteristics and not assume that an increase in

satisfaction

leads

to

decrease

in

unpleasable dissatisfaction.
The two-factor theory developed from data collected
by

Herzberg

from

interviews

with

203 engineers and accountants in the Pittsburgh area,

chosen

because

of

their

professions'

growing importance in the business world. He found

that

job

characteristics

related

to

what

an individual does apparently have the capacity to

gratify

such

needs

as

achievement,

competency, status, personal worth, and selfrealization,

thus

making

him

happy

and

satisfied. However, the absence of such gratifying

job

characteristics

does

not

appear

to

lead to unhappiness and dissatisfaction. Instead,

dissatisfaction
assessments
company

results
of

from

such

policies,

unfavourable

job-related

supervision,

factors

as

technical

problems, salary, interpersonal relations on the job,

and

working

conditions.

Thus,

if

management wishes to increase satisfaction on the

job, it should be concerned with the
21

nature of the work itself the opportunities it

presents for gaining status, assuming responsibility,
and for achieving self-realization. If, on the other
hand, management wishes to reduce dissatisfaction,
then it must focus on the job environment policies,
procedures, supervision, and working conditions. If
management is equally concerned with both, then
managers must give attention to both sets of job
factors.

Fig 2.3 : Herzbergs Two Factor theory

Two-factor theory distinguishes between: Motivators
that

give

positive

satisfaction,

arising

from intrinsic conditions of the job itself, such as

recognition,

achievement,

or

personal

growth, and Hygiene factors that do not give

positive

satisfaction

or

lead

to

higher

motivation, though dissatisfaction results from their

absence.

The

term

"hygiene"

is

used

in the sense that these are maintenance factors. These

are

extrinsic

to

the

work

itself,

and

include aspects such as company policies, supervisory

practices, or wages/salary.
Herzberg says that hygiene factors are what causes
dissatisfaction

among

employees

in

workplace. In order to remove dissatisfaction in a

work

environment,

these

hygiene

factors

must be eliminated. Herzberg considered the

following

hygiene

factors

from

highest

to

lowest importance: company policy, supervision,

employee's

relationship

with

their

boss,

work conditions, salary, and relationships with peers.

Eliminating

dissatisfaction

is

only

one half of the task of the two factor theory. The other
half

would

be

to

increase

satisfaction

in the workplace. This can be done by improving on

motivating factors. Motivation factors
22

are needed to motivate an employee to higher

performance. Herzberg also further classified our
actions and how and why we do them, for example,
if you perform a work related action because you
have to then that is classed as "movement", but if you
perform a work related action because you want to
then that is classed as "motivation". Herzberg thought
it was important to eliminate job dissatisfaction
before going onto creating conditions for job
satisfaction because it would work against each other.
According to the Two-Factor Theory there are four possible
combinations:

High Hygiene + High Motivation: The ideal

situation

where

employees

are

highly

motivated and have few complaints.

High Hygiene + Low Motivation:

Employees have few complaints but are not

highly motivated. The job is viewed as a pay
check.
Low Hygiene + High Motivation:
Employees are motivated but have a lot of
complaints. A situations where the job is
exciting and challenging but salaries and
work conditions are not up to par.
Low Hygiene + Low Motivation: This is the
worst

situation

where

employees

are

not motivated and have many complaints.

Unlike Maslow, who offered little data to support his

ideas,

Herzberg

and

others

have

presented

considerable empirical evidence to confirm the

motivation-hygiene theory, although their work has
been criticized on methodological grounds.
Alderfers ERG Theory
Clayton P. Alderfer's ERG theory from 1969
condenses Maslow's five human needs into three
categories: Existence, Relatedness and Growth.
Existence Needs
Include all material and physiological desires (e.g.,
food, water, air, clothing, safety, physical love and
affection). Maslow's first two levels.

23

Relatedness Needs
Encompass

social

and

external

esteem;

relationships with significant others like family,

friends, co-workers and employers. This also means
to be recognized and feel secure as part of a group or
family. Maslow's third and fourth levels.
Growth Needs
Internal esteem and self-actualization; these
impel a person to make creative or productive
effects on himself and the environment (e.g., to
progress toward one's ideal self). Maslow's fourth and
fifth levels. This includes desires to be creative and
productive, and to complete meaningful tasks.
Even though the priority of these needs differ from
person

to

person,

Alberger's

ERG

theory prioritizes in terms of the categories'

concreteness. Existence needs are the most
concrete, and easiest to verify. Relatedness needs are
less

concrete

than

existence

needs,

which depend on a relationship between two or more

people.

Finally,

growth

needs

are

the

least concrete in that their specific objectives depend

on the uniqueness of each person.

Fig 2.4 Alderfers ERG theory

24

There are three relationships among the different categories in

Alderfer's ERG theory:

Satisfaction-progression - Moving up to

higher-level

needs

based

on

satisfied

needs.
In Alderfer's ERG theory, the progression
upward from relatedness satisfaction to
growth desires does not presume the
satisfaction of a person's existence needs.
Frustration-regression - If a higher level need
remains unfulfilled, a person may
regress to lower level needs that appear easier
to satisfy.
Frustration-regression

suggests

that

an

already satisfied need can become active

when a higher need cannot be satisfied. Thus,
if a person is continually frustrated
in his/her attempts to satisfy growth,
relatedness needs can resurface as key
motivators.

Satisfaction-strengthening - Iteratively

strengthening a current level of satisfied

needs.
Satisfaction-strengthening indicates that an
already

satisfied

need

can

maintain

satisfaction or strengthen lower level needs

iteratively when it fails to gratify highlevel needs.

Alderfer's theory goes further than simplifying the

number of needs in Maslows theory and broadening
what each covers. While he still maintains that there is
a general order for pursuing needs, he claims that this
order is not as fixed as it is in Maslow's hierarchy.
Even though existence needs generally have a higher
priority than relatedness and growth needs, priorities
can change, depending on the person and the situation.
Alderfer's ERG motivation theory differs from Maslow's theory in
three ways:
A lower level need does not have to be gratified (i.e.,
a person may satisfy a need at hand, whether or not a
previous need has been satisfied);
If a relatively more significant need is not gratified,
the desire to gratify a lesser need will be increased
(i.e., the frustration in meeting high-order needs might
lead a person to regress to a more concrete need
category);
Alderfer's ERG theory allows the order of the needs
to

differ

for

different

people

(e.g.,

it

accounts for the "starving artist" who may place

growth needs above existence ones).
25

CHAPTER III
ORGANIZATIONAL PROFILE

ELEVATOR INDUSTRY
The development of elevators was led by the need for
movement of raw materials including coal and lumber
from hillsides. The technology developed by these
industries and the introduction of steel beam
construction

worked

together

to

provide

the

passenger and freight elevators in use today.

Starting in the coal mines, by the mid-19th century
elevators were operated with steam power and were
used for moving goods in bulk in mines and factories.
Early,

crude

steam-

driven elevators were refined in the ensuing decade; in 1835 an innovative elevator called the "Teagle" was
developed by the company Frost and Stutt in England.
The

elevator

was

belt-driven

and

used

counterweight for extra power.

The hydraulic crane was invented by Sir William
Armstrong

in

1846,

primarily

for

use

at

the Tyneside docks for loading cargo. These quickly

supplanted

the

earlier

steam

driven

elevators: exploiting Pascal's law, they provided a

much

greater

force.

water

pump

supplied a variable level of water pressure to a

plunger

encased

inside

vertical

cylinder,

allowing the level of the platform (carrying a

heavy

load)

to

be

raised

and

lowered.

Counterweights and balances were also used to

increase the lifting power of the apparatus.
Henry Waterman of New York is credited with
inventing the "standing rope control" for an elevator
in 1850. In 1845, the Neapolitan architect Gaetano
Genovese installed in the Royal Palace of Caserta the
"Flying Chair", an elevator ahead of its time, covered
with chestnut wood outside and with maple wood
inside. It included a light, two benches and a hand
operated signal, and could be activated from the
outside, without any effort on the part of the
occupants. Traction was controlled by a motor
mechanic utilizing a system of toothed wheels. A
safety system was designed to take effect if the cords
broke. It consisted of a beam pushed outwards by a
steel spring.
26

In 1852, Elisha Otis introduced the safety elevator,

which

prevented

the

fall

of

the

cab

if

the cable broke. The design of the Otis safety elevator

is

somewhat

similar

to

one

type

still

used today. A governor device engages knurled

roller(s), locking the elevator to its guides
should the elevator descend at excessive speed. He
demonstrated

it

at

the

New

York

exposition in the Crystal Palace in a dramatic, deathdefying

presentation

in

1854,

and

the

first such passenger elevator was installed at 488

Broadway

in

New

York

City

on

March

23, 1857.
The first elevator shaft preceded the first elevator by
four years. Construction for Peter Cooper's Cooper
Union Foundation building in New York began in
1853. An elevator shaft was included in the design,
because Cooper was confident that a safe passenger
elevator would soon be invented. The shaft was
cylindrical because Cooper thought it was the most
efficient design. Later, Otis designed a special
elevator for the building. Today the Otis Elevator
Company, now a subsidiary of United Technologies
Corporation, is the world's largest manufacturer of
vertical transport systems.

The Equitable Life Building completed in 1870 in

New

York

City

was

the

first

office

building to have passenger elevators.The first

electric elevator was built by Werner von
Siemens in 1880 in Germany. The inventor Anton
Freissler

developed

the

ideas

of

von

Siemens and built up a successful enterprise in

Austria-Hungary.

The

safety

and

speed

of

electric elevators were significantly enhanced by

Frank

Sprague

who

added

floor

control,

automatic elevators, acceleration control of cars, and

safeties.

His

elevator

ran

faster

and

with larger loads than hydraulic or steam elevators,

and

584

electric

elevators

were

installed before Sprague sold his company to the Otis

Elevator

Company

in

1895.

Sprague

also developed the idea and technology for multiple

elevators in a single shaft.
In 1882, when hydraulic power was a well-established
technology, a company later named the London
Hydraulic
constructed

Power
a

Company
network

was

formed.
of

It

high-

pressure mains on both sides of the Thames which,

ultimately, extended to 184 miles and powered some
8,000 machines, predominantly elevators (lifts) and
cranes.

27

In 1874, J.W. Meaker patented a method which

permitted elevator doors to open and close safely. In
1887, American Inventor Alexander Miles of Duluth,
Minnesota patented an elevator with automatic doors
that would close off the elevator shaft.In 2000, the
first vacuum elevator was offered commercially in
Argentina.Anton Freissler - invented and developed
a number of paternoster and elevators.
Dover Corporation, Fujitec, H&B Elevators, Hitachi,
Hyundai

Elevator,

Kone,

Marshall

Elevator,

Mitsubishi Electric, Montgomery Elevator, Oliver &

Williams Elevator, Otis Elevator Company, Karna
Group, Schweizerische Wagons- und Aufzgefabrik
AG Schlieren-Zrich, Stannah Lifts, ThyssenKrupp,
Toshiba, Westinghouse Electric Corp. and Johnson
Lifts Pvt. Ltd. are a few companies that manufacture
elevators.
KARNA
Founded in Switzerland in 1874, the Karna Group
is

leading

global

provider

of

elevators, escalators and related services. Its

innovative

and

environmentally-friendly

access and transit-management systems make an

important

contribution

to

mobility

in

urban societies. Behind the company's success are

over

54,000

employees

in

more

than

100 countries.
Company Profile
Karna products can be found in many well-known
buildings

throughout

including

office

centers/retail

the

buildings,

globe,

airports,

establishments

and

shopping

specialty

buildings. Karna mobility solutions move one

billion

people

every

day

all

over

the

world. The company is headquartered in Ebikon and

the

Karna

Holding

Ltd.

is

based

in Hergiswil, both locations are situated just outside

of Lucerne, Switzerland.
Founded in 1874 in Lucerne, Switzerland, by
precision

engineer

Robert

Karna,

Karna is a closely held company and is listed on the

SIX

Swiss

Exchange.

Since

January

1, 2014, Silvio Napoli, formerly member of the

Group

Executive

Committee

with

responsibility for the Asia / Pacific region succeeded

Jrgen

Tinggren

in

the

CEO

role.

Jrgen Tinggren, after seven years as President/CEO,

was elected to the Board of Directors
28

of Karna Holding Ltd. and the Supervisory and

Nomination Committee. Alfred N. Karna continues
as fulltime Chairman of the Board of Directors and
Chairman of the Supervisory and Nomination
Committee.
Karna

manufactures,

modernizes

installs,

elevators,

services,

escalators,

and

and

moving walks for almost every type of buildings

worldwide.

Karnas

offerings

range

from cost-effective solutions for low-rise residential

buildings

to

sophisticated

access

and

transport management concepts for skyscrapers. The

company

specializes

in

the

latest-

technology engineering as well as mechanical and

microprocessor

technology

products

designed and rigorously tested for safety, comfort,

efficiency,

and

reliability.

Karna

moves people and materials, and connects vertical and

horizontal

transport

systems

through

intelligent mobility solutions driven by green and userfriendly technologies.

Since 1974, the company has successfully improved its
revenue

from

CHF

billion

to

CHF

9,2 billion in 2014. The traditional image of an

engineering

company

that

manufactures

elevators and escalators was replaced in the early

1990s

by

new

vision

focused

on

the

customer and on modern living - Karna as a

reliable

and

client-oriented

provider, offering
mobility

and

solutions.

service

guaranteeing
The

intelligent

ever-increasing

demand for mobility, especially in the rapidly

growing urban areas of Asia, is a long term
driver and promises future growth potential for the
industry.

Through

carefully

targeted

investment, it aims to grow still stronger in this region

which

accounts

for

two-thirds

of

the

world market for elevators and escalators. The ICC

Tower

in

Hong

Kong,

just

short

of

500

meters tall, served by Karnas top range elevators Karna

7000

double-deck

and

equipped with Karnas state-of the-art PORT transit

management

system,

is

testimony

to Karnas technological expertise and high level of

competitiveness.
Karna products can be found in many well-known
buildings

throughout

the

globe,

including residential and office buildings, airports,

shopping

centers/retail

establishments,

and buildings with special requirements. Inspired by

the

vision

of

being

the

best

service

provider in the industry, Karna will continue in the

future

to

develop

highly

innovative

and user friendly mobility solutions and to deliver

these

to

the

world

market.

In

2013,

the

US business magazine Forbes included Karna on its

list of the worlds 100 most
29

innovative companies for the third year in succession,

and two of the companys products received the 2011
Architectural Products Product Innovation Award.
Company history
Since its foundation by Robert Karna in 1874,
subsequent

generations

nephew

Alfred

Karna and then his son Alfred F. Karna - further

developed

the

products,

increased

manufacturing capacity and expanded the business

beyond

the

borders

of

Switzerland.

They successfully steered the company through

various
wars,

economic

crises

transformed

pioneering

and

scientific

technology,

and

two

world

discoveries
exploited

into
the

opportunities of the post-war boom years for

dynamic

growth,

primarily

in

Europe.

In

1970, the basic structure of todays organization

was

laid

down

with

the

formation

of

Karna Holding Ltd. Chairman Alfred N. Karna,

member

of

the

fourth

generation

of

the founding family, joined the company in 1977. The

first

subsidiary

outside

Switzerland

was established in Berlin in 1906; a presence in St.

Petersburg

followed

in

1912;

operations

were extended to Brazil in 1937, and to Hong Kong

in

1974.

In

1980,

Karna

became

the first western company to establish an industrial

joint

venture

with

the

Peoples

Republic

of China. Since the mid-eighties, Karna acquired

more

than

60

companies

such

as

Westinghouse (USA), Haushahn (Germany), Atlas

(Brazil),

Saudi

Elevators

(Saudi

Arabia), or Andino Elevators (Columbia) and has

changed

from

Swiss

based

international

company to a global player.

Karna Vision
Leadership through customer service.
At Karna their vision is to achieve market leadership
through

providing

exceptional

value to their customers. In addition to providing

competitive

products,

they

must

deliver

industry leading services and world class customer

care.

In

order

to

do

so

their

business

processes must be designed to serve our customers in

a hassle free and responsive manner.

30

Karna Values
Safety
More than 40,000 Karna employees work around the
clock to serve one billion people using their elevators
and escalators every day. Safety for each one of its
customers and employees is first and foremost.
Create Value for the Customer
As a service company, a strong customer orientation
must be the basis for design and delivery of all
products and service offerings.
Commitment to People Development
Only the right people can create exceptional value
for

its

customers.

They

develop

their

employees skills to effectively work with their

customers in understanding their needs and
how they can get the most value from their products
and

services.

Karna

strives

to

be

the preferred employer in its industry and all countries

of

the

world

where

it

does

business.

They promote diversity and equal opportunity in

hiring and developing our people.
Visible Leadership
Karna empowers its people at all levels to make
decisions and develop skills necessary to be leaders
who can shape the course of the companys direction.

Integrity
All its employees, regardless of position, function or
location adhere to the Karna Code of Conduct.
Global Product Lines
Karnas product portfolio is set up to provide an
optimal mobility solution for modern buildings and
urban environments such as residential properties,
offices, airports, hospitals, hotels, cruise ships,
stadiums and malls & retails projects. All products
offer a seamless approach in terms of building
integration, technology and design.

31

Elevators
Karna 3300
Pre-engineered passenger elevator for residential
and up to mid-sized commercial buildings that is
easy to plan and quick to install. This machine roomless traction elevator comes with Karnas leading
STM technology and offers a certain design and
dimensioning flexibility as an option.
Karna 5500
Modular passenger elevator for commercial and
high-end residential buildings allowing flexible
combination of system layout, car dimensions and car
interior design, which makes it also suitable for
special applications like hotels, hospitals, shopping
centers and public buildings; energy saving traction
elevator applying Karnas leading STM technology,
available as Machine Room Less or Mini Machine
Room configuration.
Karna 7000
Passenger and goods transportation solutions for
global high-rises and urban landmark buildings;
providing green mobility, smart operations and
space efficiency. Swiss engineering tailored for the
passionate builders of tomorrows skylines.
Escalators

Karna 9300AE
Versatile escalator with rises of up to 20 m that
meets the specific requirements of commercial
buildings and public transport applications; with
various configuration packages and technology that
can offer both highly standardized basic design and
special customized solutions.
Karna 9700
Sturdy escalator aimed at large rises up to 50 m that
meets the requirements of large public spaces and
buildings with a tremendous flexibility in planning
and a robust system to handle high traffic demands.

32

Moving Walks
Karna 9500AE inclined
Inclined moving walk with widths of up to 1100
mm that meets the requirements of shopping malls
(need) to use shopping and baggage carts with
dependable performance and passenger safety.
Karna 9500 horizontal
Horizontal moving walk with widths and lengths of
up to 1400 mm and 150 m that meets the requirements
of public transportation at airports, convention centres
and other facilities with quieter operation and longer
service life.
Services
Due to its dense service network all over the world,
Karna keeps the mobility solution as valuable as the
day it was installed, and just as comfortable and
safe for all. While Karna equipment is designed to
render a safe, reliable and comfortable performance, it
is Karna service that maintains this condition over
the lifetime of the equipment. Karnas service is
about much more than conventional maintenance; it
helps customers to improve any existing equipment
with the newest technologies developed by their
engineering, research and development teams. Smart
diagnostic techniques and predictive service planning
reduce unexpected downtimes, avoid disruption to

building operations and bring maximum benefits to

equipment owners and users.
Maintenance and operational services
Service Centres
- National organized networks
Arra
nged
to
reac
h
insta
llati
ons
quic
kly
Call
cent
re
The Karna 24/7 help desk takes care of customer, passenger and
emergency calls.

33

Maintenance
Karna maintenance services and methodologies
ensure

not

only

compliance

with

applicable norms/ regulations, they also keep the

equipment

in

best

condition

over

the

entire lifetime.
Repairs
Karna repair services offer the ideal solution to
keep any installation in perfect condition over the
whole lifetime.
Spare parts
Karna OEM (Original Equipment Manufacturer)
spare parts fulfill the highest quality standards, just
like our elevators and escalators.
Customer Score Card
The Karna online Score Card provides transparency
to owners and building managers about the
performance of the equipment and provided services.
Certified fitters and service technicians
Karna fitters and service technicians are skilled
experts and have to pass through a Karna specific
training and certification program, proving that they
have in-depth knowledge and are always up-to-date.
Modernization

Karna modernization offers everything from full

replacements of elevators, escalators and moving
walks to partial transformations.
Planning and project management services
Traffic Analysis
Traffic Analysis supports customers in choosing the
ideal product or combination of products to handle
the expected passenger traffic in a building.
Large Project Management
Experienced project managers professionally manage
large projects to ensure outstanding performance
throughout the entirety phase of a project.
34

Service Leader
The Service Leader is the first contact for existing
customers and takes care of special requests as well
as every day services.

35

CHAPTER IV
DATA ANALYSIS AND
INTERPRETATION

The study was conducted with

50

respondents.

The data thus collected from the respondents are

tabulated and presented below.
Age wise classification of respondents
The data regarding the age of the respondents that was collected has
been tabulated below.
Table 4.1
Age
<=25

Responden Percentag Cumulative

ts
e
Percentage
21
42%
42%

>25 to <=30

16

32%

74%

>30 to<=40

11

22%

96%

>40

4%

100%

Interpretation
The table above shows the age of the employees of
Karna who responded to the survey. Out of the 50
employees, 42% are less than 25 years old. 32% of the

employees are between the ages 26 and 30. 22% of

the employees are between the ages 31 and 40 and
4% of the employees are older than 40 years.
Inference
Employees who are 25 years old or younger form the
majority of the respondents. Most of the emloyees of
Karna are less than 30 years of age.

36

Chart 4.1 : Age of the employees

37

Experience wise classification of respondents

The data regarding the experience of the employees has been tabulated
below.
Table 4.2
Experience Respondent Percentag Cumulative
s
e
Percentage
<1 year
13
26%
26%
1 - 5 years

16

32%

58%

6-10 years

11

22%

80%

>10 years

10

20%

100%

Interpretation
The table above shows the experience of the
employees of Karna who responded to the survey. Out
of the 50 employees, 26% have an experience of less
than 1 year. 32% of the employees have 1 to 5 years
of experience and 22% of the employees have 6 to
10 years of experience. 20% of the employees have
more than 10 years of experience.
Inference

Employees with 5 years of experience form more than

half of the respondents. Most of the emloyees of
Karna have less than 10 years of experience.

38

Chart 4.2 : Work Experience of the

employees

39

Opinion of respondents on the work culture of Karna

The opinion of the respondents on the current work
culture

of

Karna

has

been

tabulated

below.
Table 4.3
Respons Frequenc Percentag
e
y
e

Cumulative
Percentage

Good

18

36%

36%

No

19

38%

74%

13

26%

100%

opinion
Bad

Interpretation
The table above shows the opinion of the employees
of

Karna

on

their

current

work

culture. Out of the 50 employees, 36% feel that the

current

work

culture

is

good.

38%

of

the employees have no opinion. 26% of the

employees feel that it needs to change.
Inference

Not many employees had an opinion on the work

culture of Karna. Among those who had an opinion
most of them were satisfied with the work culture.

40

Chart 4.3 : Opinion on work culture

41

Motivation level of respondents

The frequency of how often the respondents felt
motivated

at

work

has

been

tabulated

below.
Table 4.4
Response

Frequenc Percentag
y
e

Cumulative
Percentage

Always

8%

8%

Often

12

24%

32%

Sometimes

15

30%

62%

Rarely

11

22%

84%

Never

16%

100%

Interpretation
The table above shows how often the respondents
felt motivated at work. Out of the 50 employees, 8%
feel motivated all the time and 24% feel motivated
most of the time. 30% of the employees sometimes
feel motivately and 22% rarely feel motivated. 16%
of the employees nevre feel motivated.
Inference

Only 32% of the employees are mostly motivated.

The motivation of a majority of the employees needs
to be improved.

42

Chart 4.4 : Motivation level of

employees

43

Motivator preferred by the respondents

The opinion of the respondents as to which
motivator motivates them the most has been
tabulated below.
Table 4.5
Response

Frequenc Percentag
y
e

Cumulative
Percentage

Money

14

28%

28%

Recognition

18

36%

64%

Team

11

22%

86%

Transparency

14%

100%

Interpretation
The table above shows which motivator motivates the
respondents the most. Out of the 50 employees, 28%
feel more motivated by money and 36% feel
motivated more by recognition. 22% of the
employees are motivated more because of their team
while 14% feel motivated by transparency in the
organization processes.
Inference

36% of the employees feel motivated the most through

recognition. Recognition motivates employees more
than money.

44

Chart 4.5 : Motivator preferred by

employees

45

Motivator compared with the experience of respondents

The motivators preferred by the respondents have
been compared with the work experience of the
respondents below.
Table 4.6
Motivator

<1

1-5

6-10 years

year

years

Money

Recognition

Team

Transparency

Interpretation
The table above compares the motivators selected by
the

respondents

with

the

experience

of the respondents. Among the employees with less

than

year

of

experience

Money

was

chosen by 54%, Recognition by 23%, Team by 15%

and

Trasparency

by

8%.

Among

the

employees with 1-5 years of experience Money was

chosen

by

25%,

Recognition

by

44%,

Team by 19% and Trasparency by 12%. Among

the

employees

with

6-10

years

of

>10
years

experience

Money

was

chosen

by

18%,

Recognition by 36%, Team by 18% and

Trasparency by 27%. Among the employees with
more

than

10

years

of

experience

Money was chosen by 10%, Recognition by 10%,

Team

by

40%

and

Trasparency

by

10%.
Inference
Employees with less than a year of experience prefer
Money. Employees with more than a year of
experience prefer recognition. Employees with more
than 10 years of experience are also motivated by
their team.
46

Chart 4.6 : Motivator compared with

Experience

47

Respondents relationship with their supervisors

The quality of the relationship between the
respondents and their supervisors has been tabulated
below.
Table 4.7
Response

Frequenc Percentag
y
e
6

12%

12%

Good

18%

30%

Neutral

21

42%

72%

Not Good

11

22%

94%

Bad

6%

100%

The table above shows the quality of the relationship

between

the

respondents

and

their

supervisors. Out of the 50 employees, 12% have a

good

relationship

whith

their

supervisors and 18% have a good relationship with

their

supervisors.

42%

of

the

employees

have a more neutral relationship with their supervisors

and

Percentage

Very Good

Interpretation

very

Cumulative

22%

employees

have

bearable

relationship with their supervisors. 6% of the

employees claim to have poor relationship
with their supervisors.
Inference
Only 30% of the employees feel feel that their
relationship with their supervisor is good. Majority of
the employees dont have a good relationship with
their supervisors.

48

Chart 4.7 : Employees relationship with

supervisors

49

Characteristics of recognition that would motivate

employees
The respondents rankings of certain characteristics
of

recognition

have

been

tabulated

below.
Table 4.8
Response

Rank 1 Rank 2

Rank 3

Rank 4

Rank 5

Formal

11

14

16

Informal/Friendly

19

13

Specific

17

13

Timely

13

15

Frequent

16

10

Interpretation
The table above shows the rankings of certain
characteristics of recognition by the respondents.
Formal recognition was ranked 1st by 7%, 2nd by 12%,
3rd by 22%, 4th by 28% and 5th by 32%. Informal /
Friendly recognition was ranked 1st by 38%, 2nd by
26%, 3rd by 16%, 4th by 8% and 5th by 12%. Specific
recognition was ranked 1st by 12%, 2nd by 16%, 3rd by
12%, 4th by 34% and 5th by 26%. Timely recognition

was ranked 1st by 26%, 2nd by 30%, 3rd by 18%, 4th by

10% and 5th by 16%. Frequent recognition was ranked
1st by 18%, 2nd by 16%, 3rd by 32%, 4th by 20% and 5th
by 14%.
Inference
Informal/Friendly recognition has been ranked 1st the
most

and

Formal

recognition

has

been ranked 5th the most. The employees feel that

informal/friendly

recognition

will

motivate them the most followed by timely

recognition.

Specific

recognition,

Timely

recognition and Frequent recognition were ranked 4th,

2nd and 3rd the most respectively.
50

Chart 4.8. : Rankings for characteristics of

Recognition

51

Presence of Formal recognition in Karna

The level of presence of formal recognition in Karna has been
tabulated below.
Table 4.9
Rating

Frequency Percentag
e

Cumulative
Percentage

Strongly Agree

14

28%

28%

Agree

19

38%

66%

Neutral

11

22%

88%

Disagree

8%

96%

Strongly

4%

100%

Disagree

Interpretation
The table above shows the presence of formal
recognition

in

Karna.

Out

of

the

50

employees, 28% strongly feel the presence of formal

recognition

in

Karna

and

38%

feel

that it is present in the organization. 22% find the

presence

neutral

and

8%

dont

seem

feel

that there is proper formal recognition programs. 4%

feel that it is not present at all.

Inference
More than half, 66% of the employees feel that
there is a proper formal recognition structure in the
organization.

52

Chart 4.9 : Presence of Formal recognition in

Karna

53

Presence of Informal/Friendly recognition in Karna

The

level

of

presence

recognition

in

Karna

of

has

informal/friendly
been

tabulated

below.
Table 4.10
Rating

Frequenc Percentag
y
e

Percentage

Strongly Agree

8%

8%

Agree

16%

24%

Neutral

14

28%

52%

Disagree

17

34%

86%

Strongly

14%

100%

Disagree

Interpretation
The

Cumulative

table

above

shows

the

presence

of

informal/friendly recognition in Karna. Out of the 50

employees, 8% strongly feel the presence of
informal/friendly recognition in Karna and 16% feel
that it is present in the organization. 28% find the
presence neutral and 34% dont seem feel that there is

proper informal/friendly recognition opportunities.

14% feel that it is not present at all.
Inference
Less than half, 24% of the employees feel that there is
proper

informal/friendly

recognition

in

organization.

54

the

Chart 4.10 : Presence of informal/friendly

recognition in Karna

55

Presence of Specific recognition in Karna

The level of presence of specific recognition in Karna has been
tabulated below.
Table 4.11
Rating

Frequency Percentag
e
6

12%

12%

Agree

11

22%

34%

Neutral

17

34%

68%

Disagree

12

24%

92%

Strongly

8%

100%

Interpretation
The table above shows the presence of specific
recognition

in

Karna.

Out

of

the

50

employees, 12% strongly feel the presence of

recognition

in

Karna

and

22%

feel that it is present in the organization. 34% find the

presence

Percentage

Strongly Agree

Disagree

specific

Cumulative

neutral

and

24%

dont

seem

feel that there is proper specific recognition programs.

8% feel that it is not present at all.

Inference
Less than half, 34% of the employees feel that there
is proper specific recognition in the organization.

56

Chart 4.11 : Presence of specific recognition

in Karna

57

Presence of Timely recognition in Karna

The level of presence of timely recognition in Karna has been
tabulated below.
Table 4.12
Rating

Frequenc Percentag
y
e

Cumulative
Percentage

Strongly Agree

14%

14%

Agree

12

24%

38%

Neutral

22

44%

82%

Disagree

16%

98%

Strongly Disagree

2%

100%

Interpretation
The table above shows the presence of timely
recognition

in

Karna.

Out

of

the

50

employees, 14% strongly feel the presence of timely

recognition

in

Karna

and

24%

feel

that it is present in the organization. 44% find the

presence

neutral

and

16%

dont

seem

feel that there is proper timely recognition programs.

2% feel that it is not present at all.
Inference

Less than half, 38% of the employees feel that there

is proper timely recognition in the organization.

58

Chart 4.12 : Presence of timely recognition

in Karna

59

Presence of Frequent recognition in Karna

The level of presence of frequent recognition in Karna has been
tabulated below.
Table 4.13
Rating

Frequenc Percentag
y
e
4

8%

8%

Agree

16%

24%

Neutral

17

34%

58%

Disagree

13

26%

84%

Strongly

16%

100%

Interpretation
The table above shows the presence of frequent
recognition

in

Karna.

Out

of

the

50

employees, 8% strongly feel the presence of

recognition

in

Karna

and

16%

feel that it is present in the organization. 34% find the

presence

Percentage

Strongly Agree

Disagree

frequent

Cumulative

neutral

and

26%

dont

seem

feel that there is proper frequent recognition programs.

16% feel that it is not present at all.

Inference
Less than half, 24% of the employees feel that there
is proper frequent recognition in the organization.

60

Chart 4.13 : Presence of frequent recognition

in Karna

61

Opinion on whether the present management style of

Karna needs to be improved
The opinion of respondents on whether the present
management style of Karna needs to be improved or
not has been tabulated below.
Table 4.14
Response
Yes

Frequenc Percentag
y
e
17
34%

May be

19

38%

No

14

28%

Interpretation
The table above shows the opinion of respondents on
whether the present management style of Karna
needs to be improved or not. Out of the 50 employees,
34% feel that the management style needs to
improve. 38% of the employees feel there is
scope for improvement. 28% of the employees feel
motivated that the current management style is fine
and needs no improvement.
Inference

72% of the employees feel there is scope for

improvement in the organizations management
style. Only 28% feel that the management style is fine
as it is.

62

Chart 4.14 : Opinion on necessity of change in

management style
63

The effect of team relationships on motivation of

individuals
The

opinion

of

respondents

on

whether

the

relationship between the team members affects

motivation or not has been tabulated below.
Table 4.15
Respons Frequenc Percentag
e
y
e
Yes
23
46%
Not sure

18

36%

No

18%

Interpretation
The table above shows the opinion of respondents on
whether the relationship between the team members
affects motivation. Out of the 50 employees, 46%
feel the relationship between the team members
affects motivation. 36% of the employees arent sure
whether there is a relation. 18% of the employees
feel that the relationship between the team members
does not affect motivation.
Inference

46% of the employees feel that the relationship

between

the

team

members

affects

motivation. So almost half of the respondents feel that

team

relationships

can

affect

ones

motivation.

64

Chart 4.15 : Effect of team relationships on

motivation
65

Motivation from colleagues recognition

The opinion of respondents on what about their
colleagues recognition motivates them has been
tabulated below.
Table 4.16
Response
Colleague belongs to my team

Frequenc Percentag
y
e
17
34%

Knowing why he was

15

30%

How well he was recognized

12

24%

Nothing

12%

recognized

Interpretation
The table above shows opinion of respondents on
what about their colleagues recognition motivates
them. Out of the 50 employees, 34% are motivated
when the recognized colleague is a team mate. 30%
are motivated when they know the reason for the
recognition and 24% are motivated when they can
see how well the colleague was recognized. 12%
dont feel motivated when they look at their
colleagues recognition.

Inference
Knowing the colleague and the reason why he/she
was recognized can motivate at least 64% of the
employees which is more than half of the population.

66

Chart 4.16 : Motivation from colleagues

recognition

67

Respondents opinion on the impact of their work on the

organization
The opinion of respondents on whether they think
their work affects Karna as an organization or not
has been tabulated below.
Table 4.17
Response

Frequenc Percentag
y
e

Cumulative
Percentage

Strongly Agree

18%

18%

Agree

23

46%

64%

Neutral

11

22%

86%

Disagree

14%

100%

Strongly

0%

100%

Disagree

Interpretation
The table above shows the opinion of respondents on
whether they think their work affects Karna as an
organization. Out of the 50 employees, 18% strongly
agree that their work affects Karna as an organization
and 46% agree to the same. 22% of the employees are
neutral and 14% dont seem to feel that their work

affects Karna as an organization. 0% strongly

disagreed that their work affected Karna as on
aorganization.
Inference
More than half, 64% of the employees feel that
their work affects Karna as an organization. No one
disagreed to it strongly.

68

Chart 4.17 : Opinion on the impact of

their work

69

Presence of a culture that encourages its employees to

come up with new ideas
The opinion of respondents on whether the culture of
Karna encourages its employees to come up with new
ideas or not has been tabulated below.
Table 4.18
Response

Frequenc Percentag
y
e
6

12%

12%

Agree

12

24%

36%

Neutral

16

32%

68%

Disagree

11

22%

90%

Strongly

10%

100%

Interpretation
The table above shows the opinion of respondents
whether

the

culture

of

Karna

encourages its employees to come up with new ideas

or

Percentage

Strongly Agree

Disagree

on

Cumulative

not.

Out

of

the

50

employees,

12%

strongly agree that the culture of Karna encourages its

employees

to

come

up

with

new

ideas and 24% agree to the same. 32% of the

employees are neutral and 22% dont feel that
the culture of Karna encourages its employees to come
up

with

new

ideas.

10%

strongly

disagreed that the culture of Karna encouraged its

employees

to

come

up

with

new

ideas.
Inference
Not many employees seem to feel that the culture of
Karna encourages its employees to come up with new
ideas. Only 36% of the employees agreed to it.
70

Chart 4.18 : Culture that encourages its

employees

71

Opinion of respondents on whether the organization

recognizes them as individuals
The

opinion

of

respondents

on

whether

the

organization recognizes them as individuals or not has

been tabulated below.
Table 4.19
Response

Frequenc Percentag
y
e

Percentage

Strongly Agree

12%

12%

Agree

12

24%

36%

Neutral

21

42%

78%

Disagree

16%

94%

Strongly

6%

100%

Disagree

Interpretation
The table above shows the opinion of respondents on
whether

Cumulative

the

organization

recognizes

them as individuals or not. Out of the 50

employees, 12% strongly agree that the
organization recognizes them as individuals and

24%

agree

to

the

same.

42%

of

the

employees are neutral and 16% dont feel that the

organization
individuals.

recognizes
6%

strongly

them

as

disagreed

that

the

organization recognized them as individuals.

Inference
Not many employees seem to feel that the
organization recognizes them as individuals.
Only 36% of the employees felt that the organization
recognized them as individuals.

72

Chart 4.19 : Opinion on whether the organization

recognizes them as individuals

73

Opinion of respondents on whose recognition motivates

them the most
The opinion of respondents on whose recognition
motivates them the most has been tabulated below.
Table 4.20
Response

Frequenc Percentag
y
e

Cumulative
Percentage

Supervisor

17

34%

34%

Peer

14

28%

62%

Subordinate

11

22%

84%

Others

8%

92%

Doesn't matter

8%

100%

Interpretation
The table above shows the opinion of respondents on
recognition received from whom motivates them the
most. Out of the 50 employees, 34% felt more
motivated when their supervisor recognized them.
28% of the employees felt more motivated when their
peers recognized them and 22% felt more
motivated when their subordinates recognized
them.8% were motivated by recognition received

from others and 8% did not think that it mattered as to

who was recognizing them.
Inference
84% of the employees feel more motivated when they
are motivated by someone from their team. Only 8% of
the employees are motivated by others.

74

60

100%

50

9
2
%
84%
40

62%
30

20

17 34%
14
11
10

4
4

Supervisor

Percentage

Peer
Others

Response

Subordinate
Doesn't matter

Cumulative

Chart 4.20 : Opinion on whose recognition

motivates them the most

75

Opinion of respondents on whether their efforts are

rewarded
The opinion of respondents on whether they feel that
their efforts are rewarded has been tabulated below.
Table 4.21
Response

Frequenc Percentag
y
e
9

18%

18%

Agree

16

32%

50%

Neutral

15

30%

80%

Disagree

14%

94%

Strongly

6%

100%

Interpretation
The table above shows the opinion of respondents on
they

feel

that

their

efforts

are rewarded. Out of the 50 employees, 18% strongly

agree

that

their

efforts

are

rewarded

and 32% of the employees agree to the same. 30% of

the

Percentage

Strongly Agree

Disagree

whether

Cumulative

employees

are

neutral.

14%

dont

seem to think that their efforts are being rewarded

and

6%

strongly

disagree

that

their

efforts are rewarded.

Inference
Half of the employess, 50% feel that their efforts are
being

rewarded.

Only

20%

disagree

with that.

76

Chart 4.21. : Opinion on whether their efforts

are rewarded

77

Respondents on whether they like working in Karna

The opinion of respondents on whether they enjoy
working in Karna or not has been tabulated below.
Table 4.22
Response

Frequenc Percentag
y
e

Cumulative
Percentage

Strongly Agree

11

22%

22%

Agree

16

32%

54%

Neutral

14

28%

82%

Disagree

18%

100%

Strongly

0%

100%

Disagree

Interpretation
The table above shows the opinion of respondents on
whether the employees enjoy working in Karna or not.
Out of the 50 employees, 22% strongly agree that
they enjoy working in Karna and 32% of the
employees agree to the same. 28% of the employees
are neutral about it. 18% dont seem to enjoy
working in Karna much and 0% strongly disagree
that they enjoy working in Karna.

Inference
More that half the employess, 54% enjoy working
in Karna. 18% dont seem to necessarily enjoy
working in Karna much but no one hates to work in
Karna.

78

Chart 4.22 : Respondents on whether they like

working in Karna

79

FISHBONE DIAGRAM

Fig 4.1 : Fishbone diagram

80

CHAPTER V
SUMMARY OF FINDINGS,
SUGGESTIONS AND
CONCLUSION

5.1 FINDINGS
The questionnaire has helped identify the following findings:
Employees who are 25 years old or younger form the majority
of the respondents.
Most of the emloyees of Karna are less than 30 years of age.
Employees with 5 years of experience form more than half of
the respondents. Most
of the emloyees of Karna have less than 10 years of experience.
Not many employees had an opinion on the work culture of
Karna. Among those
who had an opinion most of them were satisfied with the work
culture.
Only 32% of the employees are mostly motivated. The
motivation of a majority of
the employees needs to be improved.
36% of the employees feel motivated the most through
recognition. Recognition
motivates employees more than money.
Employees with less than a year of experience prefer Money.
Employees with more

than a year of experience prefer recognition.

Employees with more than 10 years of
experience are also motivated by their team.
Only 30% of the employees feel feel that their relationship with
their supervisor is
good. Majority of the employees dont
have

a good

relationship

with

their

supervisors.
Informal/Friendly recognition has been ranked 1st the most and
Formal recognition
has been ranked 5th the most. The employees
feel

that

informal/friendly

recognition

will motivate them the most followed by

timely recognition. Specific recognition,
Timely recognition and Frequent recognition
were ranked 4th, 2nd and 3rd the most
respectively.

81

 More than half, 66% of the employees feel that there is a proper
formal recognition
structure in the organization.
Less than half, 24% of the employees feel that there is proper
informal/friendly
recognition in the organization.
Less than half, 34% of the employees feel that there is proper
specific recognition
in the organization.
Less than half, 38% of the employees feel that there is proper
timely recognition in
the organization.
Less than half, 24% of the employees feel that there is proper
frequent recognition
in the organization.
72% of the employees feel there is scope for improvement in
the organizations
management style. Only 28% feel that the management style is
fine as it is.
46% of the employees feel that the relationship between the
team members affects
motivation. So almost half of the respondents
feel that team relationships can affect ones
motivation.
Knowing the colleague and the reason why he/she was
recognized can motivate at
least 64% of the employees which is more than half of the
population.
More than half, 64% of the employees feel that their work
affects Karna as an
organization. No one disagreed to it strongly.

 Not many employees seem to feel that the culture of Karna

encourages its
employees to come up with new ideas. Only
36% of the employees agreed to it.
Not many employees seem to feel that the
organization recognizes them as
individuals. Only 36% of the employees felt
that the organization recognized them
as individuals.
84% of the employees feel more motivated when they are
motivated by someone
from their team. Only 8% of the employees are motivated by
others.
Half of the employess, 50% feel that their efforts are being
rewarded. Only 20%
disagree with that.
More that half the employess, 54% enjoy working in Karna.
18% dont seem to
necessarily enjoy working in Karna much but no one hates to
work in Karna.

82

5.2 SUGGESTIONS
Based on the findings, the following are a few
suggestions to improve the motivation levels
through the work culture:
Based on the bindings most of the employees were not
motivated so the
organization needs to take steps to
improve the motivation levels of
its employees.
Money and recognition seem to be the most motivating factor
for majority of the
employees. The organization needs to setaside some budget to create recognition
programs which may also include monetary
rewards. However the monetary
value must be such that it is neither too high
that the employees start expecting
more nor should it be too low that the
employees arent motivated by it.
The preferred motivator differs based on
experience possibly because of the
change in salary and job level. The
recognition program should be created while
keeping this in mind.
Majority of the employees feel that friendly recognition would
be preferred the

most but the organization current structure

seems to provide it the least. The
recognition program that is created should
be easily accessible by everyone so that
anyone can appreciate anyone.
The respondents who didnt have that good a relationship with
their supervisors
felt that the organizations management style
needed improvement. Supervisors should be
trained to create an atmosphere that forges
good relationships since that affects their
subordinates view of the organization.
Employees often feel a better connect with their teams
members when compared
to the other employees, this should
be taken into account while creating
a recognition program.
The organization also need to think of the image it wants its
employees to have of
it and design the recognition program accordingly.
Above all, the organization should keep its employees happy.
Happy and
motivated employees are more productive than employees who
arent happy.
83

When we look the fishbone diagram, a

custom and innovative recognition program

might be able to solve most of the problems.
The organization can choose any recognition
program

to

implement

the

suggestions

presented above. One possible way of doing it is by

creating

an

online

R&R

platform.

The

platform should be open to all employees

irrespective

of

experience

or

designation.

Employees should be allowed to recognize appreciate

any

one

as

long

as

they

work

in

the

organization. Since offering monetary rewards for all

recognitions
be

costly

in

such

and

sometimes

platform

will

unproductive,

the

recognitions and appreciations should be of 2

types where only one of them has monetary value.
A

restriction

could

monetary recognitions
approvals

from

be

imposed

on

which would require

certain

Managers. All

recognitions posted in this platform should be visible

to

everyone

in

the

organization

and

they should be allowed to like or comment on the

recognitions.

Since

majority

of

the

employees are young, social platforms like Facebook

can

also

be

leveraged

to

serve

this

purpose. This will also improve the image of the

organization

amongst

its

employees

and

encourage informal and friendly appreciations.

5.3 RECOMMENDATION FOR FUTURE RESEARCH

Verifying this study in the context of the

entire organization which would include

branches across states and countries

Changes in work culture other than

recognition and rewards that can boost

motivation and productivity
Understanding the improvement areas from
the

perspective

of

the

organizations

external stakeholders

84

5.4 CONCLUSION
An organizations success and failure depends
greatly

on

its

employees

and

employees

productivity is greatly affected by the motivation

of the employees. The areas of improvement
identified in Karnas work culture can be solved to a
great extent by introducing a new recognition
program. If the organization spends some time and
money on creating it, it would go a great way in
motivating the employees which in in turn can
improve the success of the organization.

85

BIBLIOGRAPHY
A. H. Maslow, 'A Theory of Human Motivation',
Psychological Review, 50 (July
1943): 370-396.
Mohammad Kamal Hossain, Anowar Hossain, Factors
affecting employee's
motivation in the fast food industry: the case of KFC UK Ltd.
(2012)
http://www.inc.com/encyclopedia/employee-motivation.html
http://study.com/academy/lesson/what-is-employeemotivation-theories-methodsfactors.html
https://en.wikipedia.org/wiki/Employee_motivation
https://en.wikipedia.org/wiki/Work_motivation
http://www.accel-team.com/motivation/

http://www.bastiansolutions.com/blog/index.php/2011/08/02/22factors-thataffect-employee-motivation-andengagement/#.VjxZMPTF2M8
http://psychology.about.com/od/mindex/g/motivationdefinition.htm
https://en.wikipedia.org/wiki/Motivation
http://www.managementstudyguide.com/work-culture.htm
https://en.wikipedia.org/wiki/Organizational_culture
www.yourarticlelibrary.com/business-communication/8helpful-factors-formotivating-the-employees-with-non-financial-rewards/1008/
http://www.laynetworks.com/Theories-of-Motivation.html

 http://www.ukessays.com/essays/business/literature-review-ofconcepts-andtheories-of-motivation-business-essay.php
https://sites.google.com/site/howscholarsdefinemotivation/

http://www.academia.edu/4910456/MOTIVATION_AND_ORGA
NIZATIONAL
_BEHAVIOUR
http://www.bpir.com/employee-motivation/menu-id-71/expertopinion.html
http://iveybusinessjournal.com/publication/the-four-intrinsicrewards-that-driveemployee-engagement/

http://www.academia.edu/7587321/Author_s_Employee_Satisfacti
on_and_Work
_Motivation_Research_in_Prisma_Mikkeli
86

 https://en.wikipedia.org/wiki/Two-factor_theory

http://www.yourcoach.be/en/employeemotivation-theories/erg-motivationtheory-alderfer.php

http://www.comindwork.com/weekly/201
4-02-24/productivity/erg-theoryexistance-relatedness-growth

http://image.slidesharecdn.com/motivation-

1233313209087389-1/95/motivation5-728.jpg?cb=1233291672
http://smallbusiness.chron.com/consequences-employeemotivation-41238.html

87

QUESTIONNAIRE
SURVEY TO UNDERSTAND EMPLOYEE
MOTIVATION IN THE WORK
CULTURE OF
KARNA
Hi Sir/Madam,
I am doing a study on the employee motivation in Karna with respect
to its work
culture as part of my BBA project. It would be
really helpful for me if you could take 5 minutes to
fill this survey. I appreciate your help.
Thank you,
C. Chris Sansez
Name :
Designation
Age

:
Experience

:
:

1. How do you feel about the work culture of Karna?

a) It is good
b) No opinion
c) It is bad
2. How often have you felt motivated to work in Karna?
a) Always

b) Often
c) Sometimes
d) Rarely
e) Never
3. Which of the following would motivate you the most?
a) Money
b) Recognition
c) Team
88

d) Transparency
4. How good is your relationship with your manager?
a) Very good
b) Good
c) Neutral
d) Not good
e) Bad
5. Please rank the following characteristics of
recognition in the order that you feel
they would motivate you:
a) Formal
b) Informal / Friendly
c) Specific
d) Timely
e) Frequent
6.

Please mark how you feel about

whether the characteristics are present in

Karna with a .

Strongly
Agree
Formal
Recognition

Agree

Neutral Disagre
e

Strongly
Disagree

Informal
Recognition
Specific
Recognition
Timely
Recognition

89

Frequent
Recognition
7. Do you think the company's present management style needs
improvement?
a) Yes
b) No
c) May be
8. Does your relationship with your team affect your motivation?
a) Yes
b) No
c) Not sure
9. What would motivate you when you look
at the recognition received by your
colleague?
a) Knowing why he was recognized
b) How well he was recognized
c) The colleague belongs to my team
d) Nothing
10. The work that you do affects Karna as an organization.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

11. Do you feel encouraged to come up with new and better ways
of doing things?
a) Strongly agree
b) Agree
c) Neutral
90

d) Disagree
e) Strongly disagree
12. Do you feel that Karna recognizes its employees as
individuals?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
13. Whose appreciation makes you feel good the most?
a) Supervisor
b) Peer
c) Subordinate
d) Others
e) Doesnt matter who appreciates
14. You are rewarded for the quality of your efforts.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
15. You like working at Karna.
a) Strongly agree
b) Agree

c) Neutral
d) Disagree
e) Strongly disagree

91