ABSTRACT

The Study entitled, “A Study on Remuneration and Employee Motivation in XTERO

PVT LTD Coimbatore aims to find out the motivation techniques and its impact on employee

productivity.

This is Descriptive Research study. The sample design used in the study is

convenience sampling. The size of the population is 50. It involves all the levels of

employees. The primary data are collected through Questionnaire method. The secondary

data has been collected from Books, Journals and Newspapers.

Simple Percentage analysis, Chi square test have been used for the purpose of data

analysis and interpretation. Suggestions are given, based on the findings. It is observed that

the working condition is good but to get high productivity from employees, further

remuneration and motivation is needed in working environment.

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1.1 INTRODUCTION

Motivation in simple terms may be understood as the set of forces that cause people to

behave in certain ways. A motivated employee generally is more quality oriented. Motivation

is the willingness to do something and is conditioned by the organization’s ability to satisfy

some need for the individual. Motivation means providing an employee with his own

generator to produce a goal – directed behavior. A motivated employee can be driven from

the forces within him. A major missing gradient is motivation that is, activating the potential

of our employees. In simplistic terms, an employee's job performance can be defined as being

determined, by the level and interaction between ability and motivation. To motivate means

to provide an employee with his own generator to produce a goal selected behavior. A

motivated employee does not need outside stimulation again and again. His battery does not

need to be charged repeatedly. He is driven from forces within him and not outside.

Motivation seems to incorporate one if not all of these three factors:

Communication - clear and concise outlines of the

organization's goals and expectations.

Empowerment - autonomy that lets departments, teams, and

individuals solve problems.

Recognition - positive feedback accompanied by timely and

frequent rewards.

Motivation has a strong influence on how well one does the work. General motivational

strategies include soft sell versus hard sell and personality type. Specific motivational appeals

focus on provable facts, feelings, right and wrong, rewards and threats.

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Motivation is the total compensation that an employee receives in exchange for the service

they perform for their employer. Typically, this consists of monetary rewards, also referred to

as wage or salary.

Motivation is a systematic approach to providing monetary value to employees in exchange

for work performed. Motivation may achieve several purposes assisting in recruitment, job

performance, and job satisfaction.

Motivation is a tool used by management for a variety of purposes to further the existence of

the company. Motivation may be adjusted according the business needs, goals, and available

resources.

Motivation may be used to:

 Recruit and retain qualified employees.

 Increase or maintain morale/satisfaction.

 Reward and encourage peak performance.

 Achieve internal and external equity.

 Reduce turnover and encourage company loyalty.

 Modify (through negotiations) practices of unions.

Recruitment and retention of qualified employees is a common goal shared by many

employers. To some extent, the availability and cost of qualified applicants for open positions

is determined by market factors beyond the control of the employer. While an employer may

set Motivation levels for new hires and advertise those salary ranges, it does so in the context

of other employers seeking to hire from the same applicant pool.

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Motivation may also be used as a reward for exceptional job performance. Examples of such

plans include: bonuses, commissions, stock, profit sharing, gain sharing. Motivation will be

perceived by employees as fair if based on systematic components. Various compensation

systems have developed to determine the value of positions.

Employee Motivation and benefits are basically divided into four categories:

1. Guaranteed Pay – monetary (cash) reward paid by an employer to an employee based on

employee/employer relations. The most common form of guaranteed pay is the basic salary.

2. Variable Pay – monetary (cash) reward paid by an employer to an employee that is

contingent on discretion, performance or results achieved. The most common forms are

bonuses and sales incentives.

3. Benefits – programs an employer uses to supplement employees’ compensation, such as

paid time-off, medical insurance, company car, and more.

4. Equity Based Motivation – a plan using the employer’s share as compensation.

Motivation can include:

 Commission

 Compensation
 Executive compensation
 Deferred compensation
 Compensation methods
 Employee stock option
 Fringe benefit
 Salary
 Performance Linked Incentives

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DEFINITION

Motivation is a process of channeling a person’s inner drives so that, wants to

accomplish the goals of the organization. “Motivation is a process of stimulating people to

action to accomplish desired goals”

Motivation has three distinct features:

 It results from a felt need. Motivation triggers behavior impelling a person to action.

 It is goal – directed. Motivation is a driving state that channels behavior into a specific

course, which is fulfillment of a felt need.

 It sustains behavior in progress. It persists until the satisfaction or reduction of a need

state occurs.

Highly motivated worker are more productive than apathetic worker. In the organizational

setting the word “Motivation” is used to describe the drive that impels an individual to work.

A truly motivated person is one who “wants” to work .Both employees and employers are

interested in understanding motivation if employees know what strengthens and what

weakens their motivation, they can often perform more effectively to find more satisfaction in

their job. Employers want to know what motivates their employees so that they can get them

to work harder. The concept of motivation implies that people choose the path of action they

follow.

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CHARACTERISTICS OF MOTIVATION:

The different characteristics of motivation are:

1. Individuals differ in their motivation:

The view point that there is only one ‘economic drive’, which determines

behavior, is untenable. The goals to which individuals aspires and so are their

motivations.

2. Individuals himself is unaware of their motivation:

Sometimes the individual itself is unaware about their motivational factors. In

those motivation is a difficult process, but is the responsibility of the manager to find out

the factors that the individuals are not aware.

3. Motivation Change:

Motivation of each individual changes from time to time even though they

continue to behave in the same way. For example, a temporary worker may produce

more in the beginning to become permanent. When made permanent he continues to

produce more this time to get promotions, and so on.

4. Motivations are expressed differently

The ways in which needs are eventually translated into actions also vary

considerably between one individual and another. One individual with a strong security

need may ‘play it safe’ and avoid accepting responsibility for fear of falling and being

fired. Another individual with the same security need may take the responsibility for fear

of being fired for law performance.

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 5. Motivation is complex:

It is difficult to explain and predict the behavior of an individual. The introduction of an

apparently favorable motivational device may not necessarily achieve the desired ends if it
brings opposing motives into play.

1.2 INDUSTRY PROFILE

XTERO PVT LTD started out in the Tool and Die business in 1998 and quickly

evolved into a local precision production machine job shop. The industry provide quality

machining services to a wide range of industries and our superior reputation is based upon

our QUALITY and ON-TIME delivery resulting from adherence to our ISO 9001/2000

Registered Firm certification and process control. The industry specializes in both short-run

and long-run CNC production with a wide range of capabilities and services. We have the

best trained people which we have equipped with the best state of the art equipment to meet

and exceed your expectations. The industry invested in our people, processes and state-of-

the-art inspection equipment, so that our customers can expect nothing less than quality and

perfection. This new facility and capabilities has allowed us to become even more efficient

and productive and has allowed us to better serve our customers.

The industry compelling value proposition is its ability to rapidly configure project

management practices to meet the requirements of small as well as large projects. Our robust

process models enable us to:

 cut costs

 provide efficiency and

 ensure prompt deliverables at proper deadlines

The industry constantly strives to exceed customer expectations, by providing excellence in

quality, performance, value, delivery and support of our services.

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CORE VALUES

 The industry put our customers first, as without them we have no reason to be in business.

 The industry encourages high levels of cooperation and communication among our

customers, our suppliers and us.

 The industry value of openness and transparency in all our communication and believe in

not committing what we cannot deliver

 The industry deploys our resources to create value for our customers, our stockholders, our

communities and ourselves.

 The industry is passionate about excellence at an individual and organizational level in

everything we do.

 The industry treats each other with the utmost respect.

 The industry provide a safe and rewarding place to work, a place where we are proud of

our company and our work, and have fun doing what we do.

 The industry believe that we all are caring, loyal, honest individuals; doing our best to

further interests of our company and our colleagues.

QUALITY IS AN ATTITUDE

Believing that it is our people that make us successful, we have been intentional in

providing the best environment and equipment to allow our employees to prosper

and feel pride in doing a job well. In our view, the “Team” is both the employees as well as

our customers. Our strategy with our employees is to empower, equip and hold them

accountable. This mindset has had dramatic positive impacts on both our people and the

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results that our customers see. With this strong commitment to our employees, our people

feel connected and prideful, with a true sense that their efforts matter.

CUSTOMER SATISFACTON

Using a very sophisticated project management and shop floor control system, your

job enters our shop and is immediately and continuously tracked and updated throughout

each step in the manufacturing process. This ensures that your job conforms to your

specifications, on time every time and within budget. We dedicate a full time customer

relations manager such that you have your own personal advocate internal to XTERO PVT

LTD. Your relations manager will follow and monitor your job on a daily basis and

communicate with you routinely to address any questions or concerns.

The industry also assigns a dedicated production manager to manage and schedule your job

throughout the manufacturing process. Thus ensuring that all of our customer’s expectations

are met and schedules are on time.

PRODUCT DEVELOPMENT

The industry makes us special is that we have managed to equip great people with

great equipment. Our new 35,000 sq/ft manufacturing plant is outfitted with some of the best

and most modern equipment available. We have always been very progressive and years

ahead of our competition in technology.

 CNC Milling

 CNC Turning

 Welding

 Assembly

 Testing

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  Inspection

 Support Services

The advantages derived from CNC machines are due to their salient constructional features

listed below.

MACHINE STRUCTURE

 High rigidity

 High stiffness to weight ratio

 Thermal stability

 Good damping characteristics

SLIDE WAYS

 Antifriction bearing elements like re-circulating ball packs, re-circulating ball bushings.

 Hydrostatic or Aerostatic slide ways.

 Plastic or non-metallic liners like PTFE (Poly Tetra Fluro Ethylene), Turcite B, etc.

SPINDLE DRIVE

 Wide spindle speed range to meet cutting parameters

 DC motors with silicon controlled rectifier drive or AC motors with variable frequency.

 Spindle orientation for Automatic Tool change and fine boring applications.

FEED DRIVE

 Slides are actuated by precision re-circulating ball screw mechanism driven by servo

motors.

 DC motors with silicon controlled rectifier drive or AC motors with variable frequency.

FEED-BACK SYSTEMS

 The accuracy of positioning in any CNC machine achieved by measuring the position or

displacement of the slide and comparing it with the commanded position as per the part

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program. The servo system then actuates the slide such that the error, which is the difference

between actual position and commanded position, is brought to zero. That is why CNC is

called “Error driven systems”. The position measuring devices could be direct or indirect

depending upon whether the device is fitted directly in the slides or at the end of the ball

screw.

 Some of the measuring devices are linear inductosyns, Optical scales with gratings, rotary

encoders, rotary inductosyns, brush less synchro resolvers, etc.

AUTOMATIC TOOL CHANGER (ATC)

 Automatic Tool Changer (ATC) is an important element of machining centers responsible

for increase in productivity by reduction of idle time during tool change. Present day CNC

machines are equipped with ATC units capable of performing tool changes within 3 to 7

seconds.

 In act ATC unit, the tool magazine can be drum type with capacity up to 40 tools or chain

type with capacity up to 132 tools.

 The tool change arm can be of single gripper type or of double gripper type.

 The tool selection can be of Sequential type (applicable for less no, of tools and consuming

more time) or of Random type (applicable for more no. of tools and consuming less time).

 The latter type is more commonly used.

AUTOMATIC PALLET CHANGER (APC)

 Similar to ATC the Automatic pallet changer (APC) aids in increase of productivity by

reducing the job setup time considerably. The function of the pallet changer is to interchange

the pallet on the machine that one pallet has the finished component and the other pallet with

newly loaded component. The pallet when transferred from the Pallet changer on the machine

gets located and clamped with heavy clamping force either hydraulically or mechanically.

 APC could be of dual pallet type or multiple pallet pool type.

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SOME OF THE OTHER SALIENT FEATURES

 Thermal stabilization of headstock, feed drive elements and machine structural elements by

re-circulating refrigerated oil.

 Axial calibration for all fixed mechanical elements.

 Lost motion compensation for backlash, axial and torsional deflections.

 Usage of Touch trigger probes for post process metrology purpose, tool condition

monitoring. Tool measurement and setting of tool offsets and thermal error compensation.

 Centralized lubrication of slides, etc, controlled by timer or soft ware.

 Coolant systems of either flood type or mist type.

 Chip conveyors for collection and disposal of chips.

Auto diagnostic facilities to aid for maintenance and service personnel.

OBJECTIVES OF XTERO Pvt Ltd:

1. To build mother machines.

2. To produce needs of country like agriculture, transportation & defence.

3. To encourage the modernization of Indian industry through supply of engineering

goods and services of world class excellence.

4. To maintain technological leadership through continuous efforts to update

production technology & manufacturing methods.

5. To globalize operations by developing a mix of international markets and

business.

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 6. To ensure a satisfactory return on capital employed to meet growth needs &

aspirations of our stakeholders, to present an active, pleasant & productive

working environment.

7. To improve & sustain quality of work life for employees of country.

8. To develop & retain human skills & talents necessary for corporate growth &

performance excellence in all functions.

9. To achieve sustainable competitive advantage through value edge and

technological leadership in products & services of company.

An industry which has undergone has undergone a radical shift in its paradigm

thinking, the Indian machine tools industry is now recognized as a provider of cost-effective

high quality lean manufacturing solutions. The industry resiliently supports all its users to

enhance productivity as well as improve competitiveness, for the betterment of the final

customer.

Being an integral sector, growth of the machine tool industry has an immense bearing

on the entire economy, especially Indian`s manufacturing industry. And is even more crucial

for development of the country`s strategic segments such as deafens, railway, space and

automatic energy. World over too, Industrialization advance countries have created niches on

the back of a well developed and supportive machine tool sector. In India as well, indigenous

machine tools have the highest impact on capital output ratios. Machine tool consumption of

1000 corer truly supports the advancement of the country`s engineering sector, output of

which is estimated to be worth over Rs. 150000 corers.

CURRENT TRENDS

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 A slowdown in the Indian economy since med- 1999 had its fallout on prospects of

Indian machine tool industry is facing lack of adequate business opportunities that has

stemmed from sluggish demand in the home market of all user industries.

MANUFACTURING RANGE

The Indian machine tool industry manufacturers almost the complete range of metal

cutting and metal forming tools. Customized in nature, the products from the Indian basket

comprise conventional machine tools as well as computer Numerically Controlled (CNC)

Machines. There are other variants offered by Indian manufacturers too, including special

purpose machines, robotics, handling systems and TPM friendly machines and provides

further value additions lower and lower costs to meet specific requirement of user. Based on

the perception of the current trends and demands, CNC segment could be the driver of growth

for the machine tool industry in India.

EXPORT PERFORMANCE

Indian machine tools are currently exported to over 50 countries. Major one being

United State, Italy, Brazil, Germany and the Middle East. Lathes and automats, presses,

electro discharge machines and machining centers formed the bulk of export orders for Indian

manufacturers. These machines from the Indian basket are generally favored in overseas

markets primarily due to their cost competitive as compared to that available elsewhere.

The vision of the Indian machine tool industry is now step out and establishes a

relative presence in other potential markets. World over, market leaders have been those who

have looked to increase their presence beyond their national frontiers.

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 PRODUCT RANGES OF XTERO

The products manufactured by XTERO range from conventional machines to automates

to CNC machines. They are

1) Radial drilling machine’s

2) Column drilling machine’s

3) Heavy duty lathe – HL (conventional and CNC)

4) Super cut lathe B 32 (conventional and CNC)

5) Cylindrical grinding machine G17, G18, HG 18, CNG 18.

6) Surface grinding machine SFW 1, SFW 2.

7) Gear shapers GS 2M, WST.

8) Gear hobbing H 250, H 400, L 200 (conventional and CNC)

9) Single and multi spindle and automates

10) Special purpose machines.

STRENGTHS OF THE COMPANY

 Good brand image

 Dealers are treated as partners in business

 Truly dedicated workforce

 Unified product range resulting in a number of advanced and good will

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  ISO 9001 Standard Certification

 It has an excellent R&D bases

 Proven track record of customer satisfaction & goodwill

 Skilled manpower

 Excellent marketing network.

OPPORTUNITIES OF THE COMPANY

 XTERO has countrywide sales and service network

 Retail financing of tractors by commercial banks apart from land development bank
and cooperative banks.
 Availability of band financing

 India forms one of the largest tractor marketing in the worlds

 Boom in the infrastructure to benefit XTERO entry into earthmoving machinery

riding piggyback on other higher HP tractors

 Large scope for manufacture of various implements through small medium scale

industries

THREATS FOR THE COMPANY

 The company has to face severe competition from both international as well as

domestic market

 XTERO is lagging behind in technology as compared to MNC players who have

recently entered into Indian markets

 Increasing competition with entry of new manufactures making low cost products

 Old technology 7 so many MBC companies are entering to the demand

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1.3 COMPANY PROFILE

Today the company is being lead by varatharaj’s son Arun Prasanth, who brings

strength of leadership and management skills to the company that has allowed the company

to continue to grow and provide our customers with the best quality and dependability that

our industry can offer. We believe that it is our people that make us successful and as such

we have fostered a team of managers that share these core values and provide the overall

leadership to our company of 70+ people that provide the services and deliver the products.

The machine works with primitive mechanical control system. The operating systems

controlled by mechanical devices had their own advantages. As the industrial growth

immersed the research and development of each company all over the world there engrossed

with new ideas to bring out better machines which can deliver quality product in less time

and with very little human effort. Scientists in Massachusetts institute of technology in the

year 1999 started working on U.S. Air force concept projects to develop a computer packed

controlling system for machine tools. The first ever numerically controlled machine, a

hydraulic vertical spindle machine was built by Cincinnati Company in the year 1948. Then

onwards a rapid technological advancement in the area of NC technology began.

In the year 2006, the CNC machines built by Germans were displayed at the Hanover

international trade fair. In the year 1965 the first batch of NC machines with automatic tool

changer had appeared in the world market. CNC machines with pallet changing system was

marketed. the first batch of CNC incorporated system came in the world market.

In the year 2012 onwards the fast growth of CNC techniques was noticed. The features

like graphic assisted path movements, interactive program inputs, scaling factors, mirror

imaging etc. were incorporated in the machine memory system and side by side the computer

integrated manufacturing developed and introduced.

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Numerical control can be defined as an operation of machine tools by means of specifically

coded instructions to the machine control system. The instructions are combinations of

alphabet, digits and selected symbols. All instructions are written in a logical order and in a

predetermined form. The collection of all instructions necessary to machine a part is called an

NC program, CNC program or a part program. Such a program can be stored for future use

and are used repeatedly to achieve identical machining results at any time.

The modern NC system uses internal micro processor. This computer contains memory

registers storing a variety of instructions that are capable of manipulating logical functions.

That means the part programmer or the machine operator can change the program on the

control itself. (At the machine).

This flexibility is the greatest advantage of CNC system and probably the key element that

contributed to such a wide use of technology in modern manufacturing.

The CNC program and logical functions are stored on special computer chips as software

instructions.

When describing a particular subject that related to the numerically controlled

technologies, it is customary to use either the term NC or CNC, NC can also mean CNC but

CNC can never refer to the term NC the old technology.

OUR STRENGTHS

 Skilled team
 Large company maturity with the soul of a small company
 Robust Infrastructure
 Domain knowledge with industries certifications
 To be among the global top 100 ferrous-iron component manufacturers.
 The purpose of XTERO is to increase the quality of life of every member of the
team.

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MANUFACTURING FACILITIES

 High speed machine.

 Hard parts turnings.

 Precision machine.

 Computer numeric control.

 Computer integrated manufacture.

 Flexible manufacturing systems

MISSION

 To establish ourselves as one of the world`s premier companies in the engineering

field having strong international competitiveness.

 To achieve marketing leadership in India through ensuring customer satisfaction by

supplying internationally products and services.

 To achieve sustained growth in the earnings of the group on behalf of shareholders.

1.4 STATEMENT OF THE PROBLEM

Motivation and Employee Motivation is one of the major problems in every

organization and if there is better motivational and Motivation techniques prevailing then the

objective will be accomplished.

In XTERO PVT LTD the study discloses the various ways for improving the

motivational and Motivation factors and also to analyze the various factors which are

affecting the employee’s performance in attaining the organizational objectives so the

Motivation and employee motivation is studied in the organization.

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1.4 OBJECTIVES OF THE STUDY

1. To study about the various factors that determines the motivation of the employees

and how Motivation and benefits could help in it in XTERO PVT LTD Coimbatore.

2. To study the satisfaction level of employees towards the Motivation paid.

3. To study how far the Motivation and benefits helps in motivating the employees.

4. To study the attitude of employees towards the current reward and Motivation

system.

1.5 NEED FOR THE STUDY

1. To monitor effectively the Motivation payment structure by the management to the

employees.

2. To have an analysis of the Motivation system, i.e., whether such system are used to

motivate the employees.

3. To identify the reasons for low morale, poor Motivation.

4. To identify and maintain a suitable payment structure to motivate employees.

1.6 SCOPE OF THE STUDY

Scope means “The work that needs to be accomplished to deliver a product, service, or

result with the specified features and functions."

 The scope of the project is the study about “Motivation and Employee Motivation”

in XTERO PVT LTD in Coimbatore.

 The time duration is 1 month.

 In this company there are 170 employees.

 The company is situated in 35,000 sq. ft in 1 acre land.

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1.7 LIMITATIONS OF THE STUDY

While conducting research of most care was taken to collect data in unprejudiced

manner to take this study precise and truthful. But, due to certain unavoidable reason, there

are certain limitations which are as mentioned below.

1. Time factor was the major limitations of this survey.

2. Study of the project is prone to self bias.

3. Study is related to only one company.

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2.RESEARCH METHODOLOGY.

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.

According to Clifford woody, “research comprises of defining and redefining problem,

formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,

reaching conclusions, testing conclusions to determine whether they fit the formulated.

Sampling Design.

A sample design is a finite plan for obtaining a sample from a given population. Simple

random sampling is used for this study.

Universe.

The universe chooses for the research study is the employees of Hyderabad Industries Ltd.

Sample Size.

Number of the sampling units selected from the population is called the size of the sample.

Sample of 120 respondents were obtained from the population.

Sampling Procedure.

The procedure adopted in the present study is probability sampling, which is also known as

chance sampling. Under this sampling design, every item of the frame has an equal chance of

inclusion in the sample.

Methods of Data Collection.

The data’s were collected through Primary and secondary sources.

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Primary Sources.

Primary data are in the form of “raw material” to which statistical methods are applied for the

purpose of analysis and interpretations.

The primary sources are discussion with employees, data’s collected through questionnaire.

Secondary Sources.

Secondary data’s are in the form of finished products as they have already been treated

statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company

websites and also discussion with the management of the organization. Secondary data was

also collected from journals, magazines and books.

Nature of Research.

Descriptive research, also known as statistical research, describes data and characteristics

about the population or phenomenon being studied. Descriptive research answers the

questions who, what, where, when and how.

Although the data description is factual, accurate and systematic, the research cannot describe

what caused a situation. Thus, descriptive research cannot be used to create a causal

relationship, where one variable affects another. In other words, descriptive research can be

said to have a low requirement for internal validity.

Questionnaire.

A well defined questionnaire that is used effectively can gather information on both overall

performance of the test system as well as information on specific components of the system.

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A defeated questionnaire was carefully prepared and specially numbered. The questions were

arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating and ranking questions.

Pre-testing

A pre-testing of questionnaire was conducted with 25 questionnaires, which were distributed

and all of them were collected back as completed questionnaire. On the basis of doubts raised

by the respondents the questionnaire was redialed to its present form.

Sample

A finite subset of population, selected from it with the objective of investigating its properties

called a sample. A sample is a representative part of the population. A sample of 120

respondents in total has been randomly selected. The response to various elements under each

questions were totaled for the purpose of various statistical testing.

Variables of the Study.

The direct variable of the study is the employee motivation

Indirect variables are the incentives, interpersonal relations, career development opportunities

and performance appraisal system.

Presentation of Data.

The data are presented through charts and tables.

Tools and Techniques for Analysis.

Correlation is used to test the hypothesis and draw inferences.

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3.REVIEW OF LITERATURE

 Many contemporary authors have also defined the concept of motivation.

Motivation has been defined as the psychological process that gives behaviour

purpose and direction (Kreitner, 1995). It is a predisposition to behave in a

purposive manner to specific and unmet needs (Buford, Bedeian, & Lindner, 1995).

 Understanding what motivated employees and how they were motivated was the

focus of many researchers following the publication of the Hawthorne Study results

(Terpstra, 1979). Five major approaches that have led to our understanding of

motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory,

Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement

theory.

• According to Maslow, employees have five levels of needs (Maslow, 1943):

physiological, safety, social, ego, and self- actualizing. Maslow argued that lower

level needs had to be satisfied before the next higher level need would motivate

employees.

• Dissimilar salaries earned by employees at same level will demotivate the employees.

• Poorly planned pay structure and determining total rewards without proper research is

the main reason for employee demotivation.

• When the Motivation paid are either at par or a little above the average level offered

in the same industry, they feel valued and contented.

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• Herzberg's work categorized motivation into two factors: motivators and hygiene

factors (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors,

such as achievement and recognition, produce job satisfaction.

• The more positive the reward the more likely the employee can be highly motivated.

Conversely, the more negative the reward the less likely the employee will be

motivated.

• Adom’s theory states that employees strive for equity between themselves and their

workers. Equity is achieved when the ratio of employee outcomes over inputs is equal

to other outcomes over inputs (Adams. 1965).

• Skinner’s theory simply states those employees' behaviours that lead to positive

outcomes will be repeated and behaviours that lead to negative outcomes will not be

repeated (Skinner. 1955). Managers should positively reinforce employee behaviours

that lead to outcomes. Managers should negatively reinforce employee behaviour that

leads to negative outcomes.

• As the workers find that their salary is low, it must be increased according to their

performance and work load.

• Organisation can provide small rewards for performer of the month , it could motivate

employees to perform better.

• Management should concentrate more on the motivational factors such as

responsibilities for the job, appreciation for their work, opportunity to learn new

things.

• Management should encourage friendly relationship between managers and workers

which makes the employees to perform well.

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Motivation is the core of management. Motivation is an effective instrument in the hands of

the management in inspiring the work force .It is the major task of every manager to motivate

his subordinate or to create the will to work among the subordinates .It should also be

remembered that the worker may be immensely capable of doing some work, nothing can be

achieved if he is not willing to work .creation of a will to work is motivation in simple but

true sense of term.

Motivation is an important function which very manager performs for actuating the people to

work for accomplishment of objectives of the organization .Issuance of well conceived

instructions and orders does not mean that they will be followed .A manager has to make

appropriate use of motivation to enthuse the employees to follow them. Effective motivation

succeeds not only in having an order accepted but also in gaining a determination to see that

it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must

determine the motives or needs of the workers and provide an environment in which

appropriate incentives are available for their satisfaction .If the management is successful in

doing so; it will also be successful in increasing the willingness of the workers to work. This

will increase efficiency and effectiveness of the organization .There will be better utilization

of resources and workers abilities and capacities.

2.1 The concept of motivation

The word motivation has been derived from motive which means any idea, need or emotion

that prompts a man in to action. Whatever may be the behavior of man, there is some

27
stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive

can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control

mans behavior at any particular point of time. In general, the different motives operate at

different times among different people and influence their behaviors. The process of

motivation studies the motives of individuals which cause different type of behavior.

2.2 Definition of Motivation.

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to

do their work through the possibility of gain or reward.

2.3 Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their

loyalty to the group, to carry out properly the purpose of the organization. The following

results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with

opportunities to fulfill their physiological and psychological needs. The workers will

cooperate voluntarily with the management and will contribute their maximum towards

the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and

knowledge so that they are able to contribute to the progress of the organization. This will

also result in increased productivity.

28
3. The rates of labor’s turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers

themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be

less. Better quality of products will also increase the public image of the business.

2.4 Motivation Process.

1. Identification of need

2. Tension

3. Course of action

4. Result –Positive/Negative

5. Feed back

2.5 Theories of Motivation.

Understanding what motivated employees and how they were motivated was the focus of

many researchers following the publication of the Hawthorne study results (Terpstra, 1979).

Six major approaches that have led to our understanding of motivation are Mcclelland’s

Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need

hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory, Vrooms Expectation

Theory, Two factor Theory.

29
2.5.1 McClelland’s Achievement Need Theory.

According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who

satisfy the other needs. They are constantly pre occupied with a desire for improvement and

lack for situation in which successful outcomes are directly correlated with their efforts. They

set more difficult but achievable goals for themselves because success with easily achievable

goals hardly provides a sense of achievement.

Need for Power (n Pow)

It is the desire to control the behavior of the other people and to manipulate the surroundings.

Power motivations positive applications results in domestic leadership style, while it negative

application tends autocratic style.

Need for affiliation (n Aff)

It is the related to social needs and creates friendship. This results in formation of informal

groups or social circle.

2.5.2 Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past

circumstances. This theory is based on learning theory. Skinner conducted his researches

among rats and school children. He found that stimulus for desirable behavior could be

strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this

theory may be found in the installation of financial and non financial incentives.

30
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase

of low standard work may also produce the desired result. However, researches show that it is

generally more effective to reward desired behavior than to punish undesired behavior.

2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by behavioral

scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of

Motivation”. Although Maslow himself did not apply his theory to industrial situation, it has

wide impact for beyond academic circles. Douglous Mac Gregor has used Maslow’s theory to

interpret specific problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five

categories. The lowest level needs are physiological and the highest levels are the self

actualization needs. Maslow starts with the formation that man is a wanting animal with a

hierarchy of needs of which some are lower ins scale and some are in a higher scale or system

of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be

satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles

the standard economic theory of diminishing returns. The hierarchy of needs at work in the

individual is today a routine tool of personnel trade and when these needs are active, they act

as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety

Self-
needs, social needs, ego needs and self actualization needs, as shown in order of their

importance. Actualization

31
The above five basic needs are regarded as striving needs which make a person do things.

The first model indicates the ranking of different needs. The second is more helpful in

indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs.

It also shows how the number of person who has experienced the fulfillment of the higher

needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical needs must be

equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either

from other people or from environment. The individual want to assured, once his bodily

needs are satisfied, that they are secure and will continue to be satisfied for foreseeable

feature. The safety needs may take the form of job security, security against disease,

misfortune, old age etc as also against industrial injury. Such needs are generally met by

safety laws, measure of social security, protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a

cohesive group and develop a sense of belonging and identification with a group. He feels the

need to love and be loved and the need to belong and be identified with a group. In a large

organization it is not easy to build up social relations. However close relationship can be built

up with at least some fellow workers. Every employee wants too feel that he is wanted or

accepted and that he is not an alien facing a hostile group.

32
Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,

respect and prestige in the work group or work place such as is conferred by the recognition

of ones merit by promotion, by participation in management and by fulfillment of workers

urge for self expression. Some of the needs relate to ones esteem

e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this

means praise for a job but more important it means a feeling by employee that at all times he

has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied

provide insights to support future research regarding strategic guidance for organization that

are both providing and using reward/recognition programs makes the employee give up the

dependence on others or on the environment. He becomes growth oriented, self oriented,

directed, detached and creative. This need reflects a state defined in terms of the extent to

which an individual attains his personnel goal. This is the need which totally lies within

oneself and there is no demand from any external situation or person.

2.5.4 J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee

perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,

increased absenteeism, voluntary resignation.

33
2.5.5 Vrooms Expectation Theory

Vroom’s theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.

The more positive the reward the more likely the employee will be highly motivated.

Conversely, the more negative the reward the less likely the employee will be motivated.

2.5.6 Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are

conservative in style Assumptions are modern in style.

X Theory

 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.

 People prefer to be directed

Y Theory

 People view work as being as natural as play and rest

 People will exercise self direction and control towards achieving objectives they are

committed to

 People learn to accept and seek responsibility.

2.6 Types of Motivation.

Intrinsic motivation occurs when people are internally motivated to do something because it

either brings them pleasure, they think it is important, or they feel that what they are learning

is morally significant.

34
Extrinsic motivation comes into play when a student is compelled to do something or act a

certain way because of factors external to him or her (like money or good grades)

2.7 Incentives

An incentive is something which stimulates a person towards some goal. It activates human

needs and creates the desire to work. Thus, an incentive is a means of motivation. In

organizations, increase in incentive leads to better performance and vice versa.

2.7.1 Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need need arises. In order to motivate the

employees, the management should try to satisfy their needs. For this purpose, both financial

and non financial incentives may be used by the management to motivate the workers.

Financial incentives or motivators are those which are associated with money. They include

wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators

are those which are not associated with monetary rewards. They include intangible incentives

like ego-satisfaction, self-actualization and responsibility.

2.8 Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it

will drink only if it's thirsty - so with people. They will do what they want to do or otherwise

motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must

be motivated or driven to it, either by themselves or through external stimulus.

35
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for

motivation is a skill which can and must be learnt. This is essential for any business to

survive and succeed.

Ability in turn depends on education, experience and training and its improvement is a slow

and long process. On the other hand motivation can be improved quickly. There are many

options and an uninitiated manager may not even know where to start. As a guideline, there

are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment

 Treating people fairly

 Satisfying employees needs

 Setting work related goals

 Restructuring jobs

 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the

manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate

this gap.

36
 4.DATA ANALYSIS AND INTERPRETATION

4.1 ANALYSIS OF DATA

SIMPLEPERCENTAGE ANALYSIS
TABLE NO 4.1.1

AGE OF EMPLOYEES

Age Frequency Percentage

<25 9 18
25-45 23 46
>45 18 36
Total 50 100

INTERPRETATION

From the table it is inferred that 18% of employees belong to the age group of less than 25 years and
46% of employees belong to the age group of below 25-45 years, 36% of employees belong to the age
group of above 45 yrs.

Majority of the employees (46%) belongs to the age group between 25-45 years.

CHART NO 4.1.1

AGE OF EMPLOYEES

120
100
100

80

60 Frequency
46
Percentage
40 36

18
20

0
1 2 3 4

TABLE NO 4.1.2

37
DEPARTMENT WISE CLASSIFICATION OF RESPONDENTS

Departments Frequency Percentage

Production 27 54
Sales 9 18
Finance 10 20
Package 4 8
Total 50 100

INTERPRETATION

From the table it is inferred that 54% of the respondents are working in production, 18% of the
respondents are working in sales, 20% of the respondents are working in finance, and 8% of the
respondents are package.

Majority of the employees (54%) are working in Production.

CHART NO 4.1.2

DEPARTMENT WISE CLASSIFICATION OF RESPONDENTS

120

100
100

80

60 54 Frequency
Percentage
40

18 20
20
8

0
1 2 3 4 5

TABLE NO 4.1.3

38
EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

Experience Frequency Percentage

Below 1 Year 12 24
1-5 Years 24 48
Above 5 Years 14 28
Total 50 100

INTERPRETATION

From the table it is inferred that 24% of the respondents are below 1 year of experience, 48% of the
respondents are between 1-5 years of experience and 28% of the respondents are above 5 years of
experience.

Majority of the employees (48%) are between 1-5 years of experience.

CHART N0 4.1.3

EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

120

100
100

80

60 Frequency
48
Percentage
40
28
24
20

0
1 2 3 4

TABLE NO 4.1.4

CLASSIFICATION OF RESPONDENTS BASED ON MARITAL STATUS

39
Marital Status Frequency Percentage
Married 39 78
Single 11 22
Total 50 100

INTERPRETATION

From the table it is inferred that 78% of the respondents are married and 22% of the respondents are
unmarried.

Majority of the employees (78%) are married.

CHART NO 4.1.4

CLASSIFICATION OF RESPONDENTS BASED ON MARITAL STATUS

120

100
100

78
80

60 frequency
percentage
40
22
20

0
1 2 3

TABLE NO 4.1.5

OPINION TOWARDS ADMINISTRATION AND POLICY MOTIVATES EMPLOYEES

Opinion Frequency Percentage

Yes 38 76

40
 No 12 24

Total 50 100

INTERPRETATION

From the table it is inferred that 76% of the respondents agree with that administration and policy of
organization motivates the employees and 24% of respondents not agree with the same.

Majority of the employees (76%) agree with that administration and policy of organization motivates
them.

CHART NO 4.1.5

OPINION TOWARDS ADMINISTRATION AND POLICY MOTIVATES EMPLOYEES

120

100
100

80 76

60 Frequency
Percentage
40
24
20

0
1 2 3

TABLE NO 4.1.6

LEVEL OF SATISFACTION TOWARDS COMPANY MOTIVATION STRATEGY

Satisfaction Frequency Percentage

Highly Satisfied 6 12

Satisfied 29 58

Dissatisfied 15 30

41
Total 50 100

INTERPRETATION

From the table it is inferred that 12% of the respondents are highly satisfied towards company
Motivation strategy, 58% of the respondents are satisfied towards company Motivation strategy, and
30% of the respondents are dissatisfied towards company Motivation strategy.

Majority of the employees (58%) are satisfied with companyMotivation strategy.

CHART NO 4.1.6

LEVEL OF SATISFACTION TOWARDS COMPANY MOTIVATION STRATEGY

120
100
100

80

58
60 Frequency
Percentage
40 30

20 12

0
1 2 3 4

TABLE NO 4.1.7

OPINION TOWARDS SALARY INFLUENCE MOTIVATION

Opinion Frequency Percentage

Strongly agree 9 18

Agree 36 72

Disagree 4 8

Strongly disagree 1 2

42
Total 50 100

INTERPRETATION

From the table it is inferred that 18% of the respondents strongly agree that the salary influence
motivation in the organization, 72% of the respondents agree that the salary influence motivation in
the organization , 8% of the respondents disagree that the salary influence motivation in the
organization , 2% of the respondents strongly disagree that the salary influence motivation in the
organization.

Majority of the employees (72%) of the respondents agree that salary will influence motivation
in the organization.
CHART NO 4.1.7

OPINION TOWARDS SALARY INFLUENCE MOTIVATION

120

100
100

80 72

60 Frequency
Percentage
40

18
20
8
2
0
1 2 3 4 5

TABLE NO 4.1.8

OPINION ABOUT SALARY

Opinion Frequency Percentage

Very good 6 12
Good 24 48
Fair 13 26
Poor 6 12
Very poor 1 2
Total 50 100
INTERPRETATION

43
From the table it is inferred that 12% of the respondents feel that the salary is very good in the
organization, 48% of the respondents feel that the salary is good in the organization, 26% of the
respondents feel that the salary is fair in the organization, 12% of the respondents feel that the salary
is poor in the organization, 2% of the respondents feel that the salary is very poor in the organization.

Majority of the employees (48%) of the respondents feel that salary given by the organization is
good.

CHART NO 4.1.8

OPINION ABOUT SALARY

120
100
100

80

60 Frequency
48
Percentage
40
26
20 12 12
2
0
1 2 3 4 5 6

TABLE NO 4.1.9

OPINION TOWARDS BONUS INFLUENCE MOTIVATION

Opinion Frequency Percentage

Strongly agree 7 14

Agree 24 48

Disagree 17 34

Stronglydisagree 2 4

Total 50 100

INTERPRETATION

44
From the table it is inferred that 14% of the respondents strongly agree that the bonus influence
motivation in the organization, 48% of the respondents agree that the bonus influence motivation in
the organization, 34% of the respondents disagree that the bonus influence motivation in the
organization, 4% of the respondents strongly disagree that the bonus influence motivation sin the
organization.

Majority of the employees (48%) of the respondents agree that bonus influence motivation in
the organization.
CHART NO 4.1.9

OPINION TOWARDS BONUS INFLUENCE MOTIVATION

120
100
100

80

60 Frequency
48
Percentage
40 34

20 14
4
0
1 2 3 4 5

TABLE NO 4.1.10

OPINION ABOUT BONOUS IN THE ORGANISATION

Opinion Frequency Percentage

Very good 8 16

Good 19 38

Fair 20 40

Poor 3 6

Total 50 100

INTERPRETATION

45
From the table it is inferred that 16% of the respondents feel that the bonus given is very good in the
organization, 38% of the respondents feel that the bonus is good in the organization, 40% of the
respondents feel that the bonus is fair in the organization, 6% of the respondents feel that the bonus is
poor in the organization

Majority of the employees (40%) of the respondents feel that bonus given by the organization is
fair.
CHART NO 4.1.10

OPINION ABOUT BONOUS IN THE ORGANISATION

120

100
100

80

60 Frequency

40 Percentage
38
40

20 16
6
0
1 2 3 4 5 6

TABLE NO 4.1.11

LEVEL OF SATISFACTION TOWARDS JOB

Satisfaction Frequency Percentage

Highly Satisfied 15 30

Satisfied 27 54

Dissatisfied 8 16

Total 50 100

INTERPRETATION

From the table it is inferred that 30% of the respondents are highly satisfiedwith their job, 54% of the
respondents are satisfiedwith their job, and 16% of the respondents are dissatisfied with their job.

Majority of the employees (54%) are satisfied with their job.

46
CHART NO 4.1.11

LEVEL OF SATISFACTION TOWARDS JOB

120

100
100

80

60 54 Frequency
Percentage
40 30

20 16

0
1 2 3 4

TABLE NO 4.1.12

OPINION TOWARDS REWARDS INFLUENCE MOTIVATION

Opinion Frequency Percentage

Strongly agree 20 40

Agree 18 36

Disagree 9 18

Strongly disagree 3 6

Total 50 100

INTERPRETATION

From the table it is inferred that 40% of the respondents strongly agree that the rewards influence
motivation in the organization, 36% of the respondents agree that the rewards influence motivation in
the organization, 18% of the respondents disagree that the rewards influence motivation in the
organization, 6% of the respondents strongly disagree that the rewards influence motivation in the
organization.

47
Majority of the employees (40%) of the respondents strongly agree that rewards influence
motivation in the organization.

CHART NO 4.1.12

OPINION TOWARDS REWARDS INFLUENCE MOTIVATION

120
100
100

80

60 Frequency

40 Percentage
40 36

18
20
6
0
1 2 3 4 5

TABLE NO 4.1.13

OPINION TOWARDS THE REWARD SYSTEM IN THE ORGANISATION

Opinion Frequency Percentage

Very good 9 18

Good 13 26

Fair 20 40

Poor 8 16

Total 50 100

INTERPRETATION

From the table it is inferred that 18% of the respondents feel that the reward system is very good in
the organization, 26% of the respondents feel that the reward system is good in the organization, 40%
of the respondents feel that the reward system is fair, and16% of the respondents feel that the reward
system is poor in the organization

Majority of the employees (40%) of the respondents feel that the reward systemin the
organization is fair.

48
CHART NO 4.1.13

OPINION ABOUT BONOUS IN THE ORGANISATION

120

100
100

80

60 Frequency

40 Percentage
40
26
18 16
20

0
1 2 3 4 5

TABLE NO 4.1.14

OPINION ON HEALTHPLANS

Opinion Frequency Percentage

Highly satisfied 10 20

Satisfied 13 26

Neutral 21 .42

Dissatisfied 6 12

Total 50 100

INTERPRETATION

From the table it is inferred that 20% of the respondents are highly satisfied with the health plans,
26% of the respondents are satisfied with the health plans, 42% of the respondents are neutral about
the health plans and 12% of the respondents are dissatisfied with the health plans.

Majority of the employees (42%) of the respondents are neutral about the health plans.

CHART NO 4.1.14

OPINION ON HEALTHPLANS

49
 120

100
100

80

60 Frequency
42 Percentage
40
26
20
20 12

0
1 2 3 4 5

TABLE NO 4.1.15

OPINION ON COMPENSATION STRUCTURE

Opinion Frequency Percentage

Highly satisfied 13 26

Satisfied 15 30

Neutral 20 .40

Dissatisfied 2 4

Total 50 100

INTERPRETATION

From the table it is inferred that 26% of the respondents are highly satisfied with the fairness of
compensation structure in the organization, 30% of the respondents are satisfied with the fairness of
compensation structure in the organization, 40% of the respondents are neutral about the fairness of
compensation structure in the organization and 4% of the respondents are dissatisfied with the same.

Majority of the employees (40%) of the respondents are neutral about the health plans.

CHART NO 4.1.15

OPINION ON COMPENSATION STRUCTURE

50
 120

100
100

80

60 Frequency

40 Percentage
40 30
26
20
4
0
1 2 3 4 5

TABLE NO 4.1.16

OPINION ON RETIREMENT PLANS OF THE ORGANISATION

Opinion Frequency Percentage

Highly satisfied 14 28

Satisfied 12 24

Neutral 23 .46

Dissatisfied 1 2

Total 50 100

INTERPRETATION

From the table it is inferred that 28% of the respondents are highly satisfied with the retirement plans
of the organization, 24% of the respondents are satisfied withthe retirement plans of the organization,
46% of the respondents are neutral about the retirement plans of the organization and 2% of the
respondents are dissatisfied withthe retirement plans of the organization.

Majority of the employees (46%) of the respondents are neutral about the retirement plans of
the organization.

CHART NO 4.1.16

OPINION ON RETIREMENT PLANS OF THE ORGANISATION

51
 120

100
100

80

60 Frequency
46
Percentage
40
28
24
20
2
0
1 2 3 4 5

TABLE NO 4.1.17

OPINION ON VACATIONS

Opinion Frequency Percentage

Highly satisfied 9 18

Satisfied 11 22

Neutral 23 .46

Dissatisfied 6 12

Highly dissatisfied 1 2

Total 50 100

INTERPRETATION

From the table it is inferred that 18% of the respondents are highly satisfied with the vacations given
in the organization, 22% of the respondents are satisfied with the same, 46% of the respondents are
neutral about the same, 12% are dissatisfied with the same and 2% are highly dissatisfied about the
same.

Majority of the employees (46%) of the respondents are neutral about the vacations given in the
organization.

CHART NO 4.1.17

OPINION ON VACATIONS

52
 120

100
100

80

60 Frequency
46
Percentage
40
22
18
20 12
2
0
1 2 3 4 5 6

TABLE NO 4.1.18

OPINION ON SICK LEAVE POLICY

Opinion Frequency Percentage

Highly satisfied 12 24

Satisfied 23 46

Neutral 14 .28

Dissatisfied 1 2

Total 50 100

INTERPRETATION

From the table it is inferred the 24% of the respondents are highly satisfied with the sick leave policy
in the organization, 46% of the respondents are satisfied with the sick leave policy in the organization,
28% of the respondents are neutral about the sick leave policy in the organization, 2% of the
respondents are dissatisfied with the sick leave policy in the organization.

Majority of the employees (46%) of the respondents are satisfied with the sick leave policyin the
organization.

CHART NO 4.1.18

OPINION ON SICK LEAVE POLICY

53
 120

100
100

80

60 Frequency
46
Percentage
40
28
24
20
2
0
1 2 3 4 5

TABLE NO 4.1.19

OPINION ON PENSION PLAN

Opinion Frequency Percentage

Highly satisfied 13 26

Satisfied 14 28

Neutral 21 42

Dissatisfied 2 4

Total 50 100

INTERPRETATION

From the table it is inferred the 26% of the respondents are highly satisfied with the pension plan in
the organization, 28% of the respondents are satisfied with the pension plan in the organization, 42%
of the respondents are neutral about the pension plan in the organization, 4% of the respondents are
dissatisfied with the pension plan in the organization.

Majority of the employees (42%) of the respondents areneutral about the pension plan in the
organization.

CHART NO 4.1.19

OPINION ON PENSION PLAN

54
 120

100
100

80

60 Frequency
42 Percentage
40
26 28

20
4
0
1 2 3 4 5

TABLE NO 4.1.20

OPINION ON DISABLEMENT BENEFITS

Opinion Frequency Percentage

Highly satisfied 6 12

Satisfied 24 48

Neutral 18 36

Dissatisfied 2 4

Total 50 100

INTERPRETATION

From the table it is inferred that 12% of the respondents are highly satisfied with the disablement
benefits given by the organization, 48% of the respondents are satisfied with the disablement
benefits given by the organization, 36% of the respondents are neutral about the disablement
benefits given by the organization, 4% of the respondents are dissatisfied about the same.

Majority of the employees (48%) of the respondents are satisfied with the disablement benefits
given by the organization.

CHART NO 4.1.20

OPINION ON DISABLEMENT BENEFITS

55
 120

100
100

80

60 Frequency
48
Percentage
40 36

20 12
4
0
1 2 3 4 5

TABLE NO 4.1.21

OPINION ON WELFARE AND RECREATION

Opinion Frequency Percentage

Highly satisfied 8 16

Satisfied 15 30

Neutral 23 46

Dissatisfied 4 8

Total 50 100

INTERPRETATION

From the table it is inferred that 16% of the respondents are highly satisfied with the welfare and
recreation given by the organization, 30% of the respondents are satisfied with the welfare and
recreation given by the organization, 46% of the respondents are neutral about the welfare and
recreation given by the organization, 8% of the respondents are dissatisfied about the
same.Majority of the employees (46%) of the respondents are neutral about the welfare and
recreationgiven by the organization.

CHART NO 4.1.21

OPINION ON WELFARE AND RECREATION

56
 120

100
100

80

60 Frequency
46
Percentage
40 30

20 16
8

0
1 2 3 4 5

TABLE NO 4.1.22

OPINION ON OVERTIME PAY

Opinion Frequency Percentage

Very good 9 18

Good 15 30

Fair 17 34

Poor 9 18

Total 50 100

INTERPRETATION

From the table it is inferred that 18% of the respondents feel that the overtime pay in the organization
is very good, 30% of the respondents feel that the overtime pay in the organization is good, 34% of
the respondents feel that the overtime pay in the organization is fair, 18% of the respondents feel that
the overtime pay in the organization is poor.

Majority of the employees (34%) feel that the overtime pay in the organization is fair.

CHART NO 4.1.22

OPINION ON OVERTIME PAY

57
 120

100
100

80

60 Frequency
Percentage
40 34
30
18 18
20

0
1 2 3 4 5

CHI- SQUARE

58
QUESTIONNAIRE

Name………………………………………………….....

Department………………………………………………

Educational Qualification………………………..............

1. Age?

A. Below 25
B. 25-45

2. Service in the Organization ?

A. Below 1 yr
B. 1-5 yrs
C. Above 5yrs

3. Marital status

A. Married
B. Single

59
4. The company policy and administration motivates the employees.

A. Yes
B. No

5. Level of satisfaction towards company remuneration strategy.

A. Highly Satisfied
B. Satisfied
C. Dissatisfied
D. Highly dissatisfied

6. Salary will influence the motivation of the employees.

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

7. How do you feel about your salary?

A. Very Good
B. Good
C. Fair
D. Poor
E. Very Poor

8. Incentives/bonus system provided by a company will influence the motivation of the

employees.

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

60
9. What is your opinion about the Incentives/bonus system in your company?

A. Very Good
B. Good
C. Fair
D. Poor
E. Very Poor

10. Level of satisfaction towards my job.

A. Highly Satisfied
B. Satisfied
C. Dissatisfied
D. Highly dissatisfied

11. Reward for performance improves motivation.

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

12.What is your opinion about the Reward for performance system in your organization?

A. Very Good
B. Good
C. Fair
D. Poor
E. Very Poor

13.Health plan for employees and families ?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

61
14.Fairness of compensation structure across the organization?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

16.Organization contribution to employees retirement plan ?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

17.Adequacy of compensation such as pay, benefits, bonuses, paid time off.?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

18.Amount of vacation?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

19.Sick leave policy ?

A. Highly Satisfied

62
 B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

20.Pension plan?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

21.Disablement Benefits?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

22.Welfare and Recreation facility?

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly dissatisfied

23. What is your opinion about the overtime pay?

A. Very Good
B. Good

63
C. Fair
D. Poor
E. Very Poor

64