A Project Report

ON

EMPLOYEE MOTIVATION

Submitted to
SANT BABA BHAG SINGH UNIVERSITY
In the partial fulfillment of the requirements for the award
of the degree of Master in Business Administration

Project Guide: Submitted by :

Raj kumari
Dr. Rajni bala 18260035
MBA(2nd )sem.

1
Page
PREFACE
Successful companies need motivated employees. But motivating employees is
easier said than done. Today employers try to motivate their employees mainly, and
sometimes exclusively, by means of monetary incentives. “Performance-related
pay” is the new mantra which is adopted unquestioningly by many companies.

Motivation is the process of stimulating someone or oneself to achieve the desired

course of action.

In this book, you will discover that this one- sided focus is misguided. Alongside
monetary incentives, ways of fostering and sustaining intrinsic motivation especially
in the form of work morale – must be found. As a result, the task of managing
motivation is an extremely difficult one. The purpose of this book is to identify the
various aspects of motivation in companies and show how the right combination of
intrinsic and extrinsic motivation will be achieved alongwith incentives.

This book is thus also an attempt to show the objectives and scope of employee
motivation in a bank and various techniques which are to be used while motivating
an employee for achieving desired goals.

2
EMPLOYEE MOTIVATION
The project work entitled a STYDY ON EMPLOYEMENT MOTIVATION with
special reference to JOHAL SUZUKI . Study is mainly conducted to identify the
factors which will motivate the employees and the organizational functions in a
company.
.
Management’s basic job is the effective utilisation of human resources for
achievements of organizational objectives. The personnel management is concerned
with organizing human resources in such a way to get maximum output to the
enterprise and to develop the talent of people at work to the fullest satisfaction.
Motivation implies that one person, in organization context to a manager, includes
another, say an employee, to engage in action by ensuring that a channel to satisfy
those needs and aspirations become available to the person. In addition to this, the
strong needs in a direction that is satisfying to the latent needs in employee’s and
harness them in a manner that would be functional for the organization.

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

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

3
2. LITERARURE REVIEW
Likert has called motivation as the core of management. Motivation is the core of
management. Motivation is an effective instrument in the hands of the management
in inspiring the work force. It is the major task of every manager to motivate his
subordinate or to create the will to work among the subordinates. It should also be
remembered that the worker may be immensly 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 every 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 increasing the willingness of the workers to
work. This will increase efficiency and effectiveness of the organization. There will
be better utilisation 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 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 men 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 of influence
others to do their work through the possibility of gain or reward.
4
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 those with
opportunities to fulfill their physiological and psychological needs. The
workers will cooperate voluntarily with the management and will contribute
their maximum towards the goals of the enterprise.

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

and knowledge so that they are able to contribute to the progress of the
organization. This will also result in increased productivity.

3. The rates of 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 greievance will come down. Accident ill also
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

5
2.5 Theories of Motivation

Motivation is a complex phenomenon. Several theories attempt to explain

how motivation works. In management circles, probably the most popular
explanations of motivation are based on the needs of the individual.
The basic needs model, referred to as content theory of motivation,
highlights the specific factors that motivate an individual. Although these factors are
found within an individual, things outside the individual can affect him or her as
well.

In short, all people have needs that they want satisfied. Some are primary
needs, such as those for food, sleep, and water—needs that deal with the physical
aspects of behavior and are considered unlearned. These needs are biological in
nature and relatively stable. Their influences on behavior are usually obvious and
hence easy to identify.

Secondary needs, on the other hand, are psychological, which means that they
are learned primarily through experience. These needs vary significantly by culture
and by individual. Secondary needs consist of internal states, such as the desire for
power, achievement, and love. Identifying and interpreting these needs is more
difficult because they are demonstrated in a variety of ways. Secondary needs are
responsible for most of the behavior that a supervisor is concerned with and for the
rewards a person seeks in an organization.

6
Maslow's hierarchy of needs
Maslow’s hierarchy of need consist of five levels which plays important
role in individual’s life.

Abraham Maslow viewed motivation as being based off a hierarchy of needs,

of which a person cannot move to the next level of needs without satisfying the
previous level. Maslow’s hierarchy starts at the lowest level of needs, basic
physiological needs. Basic physiological needs include air, water, and food.
Employers who pay at least a minimal living wage will meet these basic employee
needs the next level of needs is referred to as safety and afe from physical, verbal or
emotional hazards and have a sense of job security. The third level of needs is social
affiliation and belonging. This is the need to be social, have friends, and feel like
one belongs and is loved. Implementing employee participation programs can help
fulfill the need to belong. Rewards such as acknowledging an employee’s
contributions can also satisfy these social and love needs.

7
 The fourth level on the hierarchy is esteem needs. This level is described as
feeling good about one’s self and knowing that their life is meaningful, valuable, and
has a purpose. Employers should use the job design technique to create jobs that are
important to and cherished by the employee. The last level Maslow described is
called self-actualization. This level refers to people reaching their potential states of
well-being. An employer who ensures that an employee is in the right job and has
all other needs met will help the employee realize this highest need
Herzberg's two-factor theory

Frederick Herzberg developed the two-factor theory of motivation based on

satisfiers and dissatisfiers. Satisfiers are motivators associated with job satisfaction
while dissatisfiers are motivators associated with hygiene or maintenance. Satisfiers
include achievement, responsibility, advancement. Satisfiers are all intrinsic
motivators that are directly related to rewards attainable from work performance
and even the nature of the work itself.

8
 Force Dissatisfiers are extrinsic motivators based on the work environment,
and include a companies policies and administration such as supervision, peers,
working conditions, and salary. Herzberg believed providing for hygiene and
maintenance needs could prevent dissatisfaction but not contribute to satisfaction.
Herzberg also believed that satisfiers hold the greatest potential for increased work
performance. Work-life programs are a form of satisfier that recognizes the
employee’s life outside of work which, in turn, helps motivate the employee.
Vroom's expectancy theory

The expectancy theory of motivation was established by Victor Vroom with

the belief that motivation is based on the expectation of desired outcomes. The
theory is based on three concepts: valence, expectancy, and force. Valence is the
attractiveness of potential rewards, outcomes, or incentives. Expectancy is a
person’s belief that they will or will not be able to reach the desired outcome.

9
Force is a person’s motivation to perform. “In general, people will work hard when
they think that it is likely to lead to desired organizational rewards”.
Locke's goal theory

Edwin A. Locke’s goal theory describes setting more specific goals to elicit higher
performance and setting more difficult goals to increase effort. He also believed that,
through employee participation in goal setting the employees would be more likely
to accept the goals and have a greater job satisfaction. The goal theory’s underlying
assumption is that employees who participate in goal setting will set more difficult
goals for themselves and yield superior performance. The theory is logical because
employees are going to set more difficult goals but the goals will be attainable with
increased effort. Sometimes organizations set goals that their employees will rarely,
if ever, be able to meet. If the goals are always unattainable, there is no motivation
to try accomplishing them.

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.

10
X Theory
1. Individuals inherently dislike work.
2. People must be coerced or controlled to do work to achieve the objective.
3. People prefer to be directed.

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

TYPES OF EMPLOYEE MOTIVATION

There are two types of motivation, Intrinsic and Extrinsic motivation. It's
important to understand that we are not all the same; thus effectively motivating your
employees requires that you gain an understanding of the different types of
motivation. Such an understanding will enable you to better categorize your team
members and apply the appropriate type of motivation. You will find each member
different and each member's motivational needs will be varied as well.
Some people respond best to intrinsic which means "from within" and will meet
any obligation of an area of their passion. Quite the reverse, others will respond
better to extrinsic motivation which, in their world, provides that difficult tasks can
be dealt with provided there is a reward upon completion of that task. Become an
expert in determining which type will work best with which team members.
1. Intrinsic Motivation

Intrinsic motivation means that the individual's motivational stimuli are

coming from within. The individual has the desire to perform a specific task,
because its results are in accordance with his belief system or fulfills a
desire and therefore importance is attached to it.

11
 Our deep-rooted desires have the highest motivational power. Below are
some examples:
• Acceptance: We all need to feel that we, as well as our decisions, are
accepted by our co-workers.
• Curiosity: We all have the desire to be in the know.
• Honor: We all need to respect the rules and to be ethical.
• Independence: We all need to feel we are unique.
• Order: We all need to be organized.
• Power: We all have the desire to be able to have influence.
• Social contact: We all need to have some social interactions.
• Social Status: We all have the desire to feel important.
2. Extrinsic Motivation

Extrinsic motivation means that the individual's motivational stimuli are

coming from outside. In other words, our desires to perform a task are
controlled by an outside source. Note that even though the stimuli are coming
from outside, the result of performing the task will still be rewarding for the
individual performing the task.
Extrinsic motivation is external in nature. The most well-known and the most
debated motivation is money. Below are some other examples:
• Employee of the month award
• Benefit package
• Bonuses
• Organized activities

12
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 wanting animal. He continues to want something or other. He is never fully
satisfied. If one need is satisfied, the other 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.

INCENTIVES

Financial incentives Non-Financial incentives

- wages and salaries -competition

-Bonus -Group recognition
- Medical reimbursement -job security
-Insurance -praise
-Housing facility -knowledge of result
-Retirement benefits -Workers participation
-Suggestion system

13
 EMPLOYEE MOTIVATION FEATURES
Motivation is a state of mind. High motivation leads to high morale and
greater production. A motivated employee gives his best to the organization. He
stays loyal and committed to the organization. A sound motivation system in an
organization should have the following features:
Superior performance should be reasonably rewarded and should be duely
acknowledged.
If the performance is not consistently up to the mark, then the system must
make provisions for penalties.
The employees must be dealt in a fair and just manner. The grievances and
obstacles faced by them must be dealt instantly and fairly.
Carrot and stick approach should be implemented to motivate both efficient
and inefficient employees. The employees should treat negative consequences (such
as fear of punishment) as stick, an outside push and move away from it. They should
take positive consequences (such as reward) as carrot, an inner pull and move
towards it.
Performance appraisal system should be very effective.
Ensure flexibility in working arrangements.
A sound motivation system must be correlated to organizational goals. Thus,
the individual/employee goals must be harmonized with the organizational goals.
The motivational system must be modified to the situation and to the
organization.
A sound motivation system requires modifying the nature of individual’s jobs.
The jobs should be redesigned or restructured according to the requirement of
situation. Any of the alternatives to job specialization - job rotation, job enlargement,
job enrichment, etc. could be used.

14
 The management approach should be participative. All the subordinates and
employees should be involved in decision- making process.
The motivation system should involve monetary as well as non- monetary
rewards. The monetary rewards should be correlated to performance. Performance
should be based on the employees’ action towards the goals, and not on the fame of
employees.
“Motivate yourself to motivate your employees” should be the managerial
approach.
The managers must understand and identify the motivators for each
employee.

Sound motivation system should encourage supportive supervision whereby the

supervisors share their views and experiences with their subordinates, listen to the
subordinates views, and assist the subordinates in performing the designated job.

15
 TECHNIQUES TO MOTIVATE EMPLOYEES
As a business owner, it's my job to make my business grow. There has never been a
doubt in my mind that most of that growth comes not from mysterious market forces,
but rather from my most precious internal resource: my employees.
To that end, I've always tried to make sure my employees are treated well with
paid health benefits, three weeks' vacation from year one, a matching 401(k) plan,
and even homemade (by me!) birthday treats.
All of these things help build a great team. But to really keep the team intact-
-and working together to grow the business--I've learned and tried to master these
five effective and genuine techniques:
Personal growth trumps a bonus.
I make it my business to closely note the things that interest my employees
and try to give them every opportunity to pursue those activities. For instance, a
hard-working member of my staff was clearly interested in the world beyond the one
she knew. Each time I traveled overseas for the bank, she would ask about the details
of the trip; it was clear that she, too, would like to go. However, her position did not
require much travel. I kept her interest in mind, all the same, and when the
opportunity arose to send someone to Europe to represent the bank, I sent her in my
place. Even in advance of the trip, the opportunity motivated her to work even
harder than usual to make sure that all of her responsibilities were completed
pre-departure.
Once overseas, she found opportunities that helped my bank to develop a
presence in a new market. But the true motivation for her was the chance to see the
world and prove she was capable of handling an important mission.
Status means more than money.

16
 Sometimes motivating an employee is as simple as giving him authority. One
of my employees loved talking with his customers on the phone and wanted to meet
them face-to-face more often. He felt that showing up in person could have a great
impact on the sales of his accounts, as well as on prospective ones. He suggested
that we start attending more small regional trade shows to get the face time he
wanted. I told him to find the shows he thought would be best, create a budget and
plan, and if it looked feasible, we would do it. Motivated by the prospect of getting
to meet his customers in person, he took our bank out to five shows the first year.
He felt important as the recognized face of our bank, and his presence helped us
become a top supplier in the piercing industry.
Perks pave the way.
When our order-fulfillment staff grew, I had to find a way to motivate them
to control errors as well as build team unity. Unlike my sales team, which was often
most motivated by opportunities to earn bonus money, the order pickers were most
galvanized by exhilarating experiences.
With this in mind, I bought two tickets for a concert they had all been talking
about for weeks and put them on the line for the two employees with the best record
for errorless order fulfillment. At the end of the month, I was so impressed with the
effort and the progress the team had made, I purchased two more tickets so that all
four teammates could go. The motivation and the memories of the concert lasted
long beyond the contest end date.
Recognition is priceless.
Last year, our sales manager hit a sales milestone a bank employee had never
reached before. At midyear, she was on target to make the goal, and she knew it.
Jokingly, she told me that if she did it, she wanted a plaque with her name on it. In
October, we started watching her numbers closely, and just before she cleared the
milestone, I ordered not one, but two plaques--one for the hall of fame we installedon
17
the wall, and one for her to keep at home. On the day she hit the goal, just before
lunch, we stopped the entire bank, blasted "We are the Champions," and presented
her with a standing ovation as well as the plaque she thought we had forgotten. Not
only did she feel well compensated, but the public recognition also motivated the
rest of the team to push hard toward the same milestone.
Personalize it.
The most vital lesson I've learned as I look to motivate my employees is that
it's always best to ask them individually what motivates them. Whereas one
employee may think that getting an extra day to explore a city on a business trip is a
huge plus, another may value getting home earlier each evening to her children. It
helps me both to make sure they are rewarded in ways that continue to be meaningful
and to let them know that keeping them motivated is important to me.

Provide Meaningful and Challenging Work

When people feel that the work they are doing is meaningful - makes a
difference in some way - and provides them with challenges that stretch them (but
also mesh with their ability to achieve them) they become internally motivated. In
other words they don't need anyone standing around coercing them into higher levels
of performance.
Regardless of the actual work that is being done, people generally want to feel
a sense of:
• Achievement
• Responsibility
• Enjoyment
• Recognition

18
 Even the most mundane of work can be motivating if the leader helps the team
member put into context the value their work brings either to the consumer or to the
organization.
Work that many see as demanding - for example being a doctor or an air-pilot,
may well become rote and uninspiring if the individual, is not regularly given the
opportunity to extend him/herself. Similarly, work that for many may be seen as rote
and uninspiring, for example a cleaner or a supermarket cashier, can become
challenging by incorporating other activities, that are meaningful to that person, into
their daily work.
In other words, when you increase the scope of work to be done, to the level
of the individual's capability, then people generally become more engaged and
energized.
A great leader is able to help inspire and motivate people by getting them to
see beyond the immediacy of what they are doing to the bigger picture. This story
illustrates a great example of how hospital ward orderly is able to create meaning in
their job.
Providing challenging work is also intrinsically motivating for people - the
vast majority of people want to feel that their potential is being regularly challenged.
When the team leader provides the team member with the environment that enables,
for example, learning new techniques or taking on additional tasks this can engage
them more fully.
Set Clear Targets and Expectations and Measure Performance
Imagine you were bowling and no-one told you the aim of the game and each
time you bowled the ball as it got half way down the alley a curtain came down so
you couldn't actually see how many pins you had knocked over
How long do you think you'd remain interested, excited, engaged by the
game? If you are like most people not too long!
19
 OBJECTIVES OF THE STUDY
1 Primary objective
1. To study the important factors which are needed to motivate the employees.

2 Secondary Objective.

1. To study the effect of monetary and non-monetary benefits provided by the organization
on the employee’s performance.

2. To study the effect of job promotions on employees.

3. To learn the employee’s satisfaction on the interpersonal relationship exists in the

organization.

4. To provide the practical suggestion for the improvement of organization’s performance.

20
RESEARCH METHODOLOGY

Research is a systematic method of findings solution 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 reachng conclusions, testing conclusions to
determine whether they fit the formulated hypothesis”.

1. 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.

2 Sample size
Number of sampling units selected from the population is called the size of the
sample. Sample of 45 respondents were obtained from the population.a

3 Sampling procedure
The procedure adopted in the present study is probability sampling, which is known
as chance sampling. Under this sampling design, every item of the frame has an
equal chance of inclusion in the sample.

4 Methods of data collection

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

4.1 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 employee, data’s collected through
questionnaire.

5.2 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
and also discussion with the management of the organization. Secondary data was
also collected from journals, magazines and books.

21
6 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 casual
relationship, where one variable affects another. In other words, descriptive research
can be said to have a low requirement for internal validity.

7 Questionnaire
A well defined questionnaire that is used effectively can gather information both
overall performance of the test system as well as information on specific components
of the system. A defeated questionnaire was carefully prepared and specially
numbered. The questions were arranged in proper order, in accordance with the
relevance.

8 Nature of questions asked

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

9 Pre- testing
A pre-testing of questionnaire was conducted with 10 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.

10 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 45 respondents in total has been randomly selected. The response to
various elements under each question were totaled for the purpose of various
statistical testing.11 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.

22
DAtA ANALYSIS AND INTERPRETATION OF DATA
DESCRIPTIVE STATISTICS
1. Response about the support from the HR department
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 HIGHLY SATISFIED 1 40
2 SATISFIED 24 53.3
3 NEUTRAL 3 6.7
4 DISSATISFIED 0 0
5 HIGHLY SATISFIED 0 0
TOTAL 45 100

percentage

highly…

Interpretation
The table shows that 53.3%of the respondents are satisfied with the support
they are getting from the HR department.
23
 2.Management is interested in motivating the employees
SL NO PARTICULARS NUMBER OF RESPONDENTS PERCENTAGE
1 Strongly Agree 27 60
2 Agree 18 40
3 Neutral 3 6.6
4 Disagree 0 0
5 Strongly Disagree 0 0
TOTAL 45 100

PERCENTAGE

STRONGLY
AGREE

Interpretation
The table shows that 60%of the respondents are strongly agreeing that the
management is interested in motivating the employees.

24
 2. The type of incentives motivated you more
SL NO PARTICULAR NUMBER OF RESPONDENTS PERCENTAGE

1 Financial incentive 15 33.3

2 Non financial 9 20
incentives
3 Both 21 46.6
Total 45 100

percentage

financial incentives

non financial incentives

both

Interpretation
The table shows that 46.6% of the respondents are expressing that both
financial and non financial incentives will equally motivate them.

25
 3. Satisfaction with the present incentives scheme
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 Highly satisfied 18 40
2 Satisfied 24 53.3
3 Neutral 3 6.6
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 45 100

PERCENTAGE

HIGHLY…
SATISFIED

Interpretation
The table shows that 53.3% of the respondents are satisfied with the present
incentive scheme.

26
 4. The company eagerness in recognizing and acknowledging
employee’s work
SL NO PARTCULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 18 40
2 AGREE 24 53.3
3 NEUTRAL 3 6.6
4 DISAGREE 0 0
5 STRONGLY 0 0
DISAGREE
TOTAL 45 100

PERCENTAGE

STRONGLY
AGREE

Interpretation
The table shows that 53.3% of the respondents are satisfying in recognizing
and acknowledging employee’s work.

27
28
 5. Periodical increase in salary
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 12 26.6
2 AGREE 18 40
3 NEUTRAL 3 6.6
4 DISAGREE 9 20
5 STRONGLY DISAGREE 3 6.6
TOTAL 45 100

PERCENTAGE

STRONGLY
AGREE

Interpretation
40 percent employees are agree with the a periodical increase in salary
whereas 6.6 percent strongly refusing.

29
 6. Job Security Existing In The Company
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 15 33.3
2 AGREE 18 40
3 NEUTRAL 11 24.4
4 DISAGREE 1 2.2
5 STRONGLY DISAGREE 0 0
TOTAL 45 100

PERCENTAGE

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

Interpretation
Maximum employees are agreeing with the security provided in the
organization and only 2.2 percent strongly disagree.

30
 7. Effective Performance Appraisal System
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 10 22.2
2 AGREE 20 44.4
3 NETURAL 5 11.1
4 DISAGREE 5 11.1
5 STRONGLY DISAGREE 5 11.1
TOTAL 45 100

PERCENTAGE

STRONGLY
AGREE

Interpretation
44.4 percent employees are happy with the effective performance appraisal
system.

31
 8. Factors Which Motivates You The Most

SL NO PARTICULAR NUMBER OF PERCENTAGE

RESPONDENT
1 SALARY INCREASE 21 46.6
2 PROMOTION 15 33.3
3 LEAVE 3 6.6
4 MOTIVATIONAL TALK 6 13.3
5 RECOGNITION 0 0
TOTAL 45 100

PERCENTAGE

SALARY INCREASE

PROMOTION

LEAVE

MOTIVATIONAL TALK

RECOGNITION

Interpretation
The table shows that the 46.6% of the respondent is responding that increase
in salary will motivate them the most.

32
 10.Effective Promotional Opportunities In Present Job
SR. PARTICULAR NUM,BERS OF PERCENTAGE
NO RESPONDENT
1 STRONGLY AGREE 9 20
2 AGREE 27 60
3 NEUTRAL 9 20
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 45 100

PERCENTAGE

STRONGLY
AGREE

Interpretation
More than 60 percent employees are satisfied with the promotional
opportunities provided in the organization.
33
11. Career development opportunities are helpful to get motivated

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 10 22.2
2 Agree 30 66.6
3 Neutral 5 11.1
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 45 100

Series 1
Series 2

INTERPRETATION
The table shows 66.6% of the respondents agree that the career development opportunities are
helpful to get motivated.

34
FINDINGS
The findings of the study are as follows.
 The Johal Suzuki company has a well-defined organizational structure.

 There is a harmonious relationship exist in the organization between

employees and management.

 The employees are really motivated by the management.

 The employees are satisfied with the present incentive plan of the company

 Most of the workers agreed that the company is recognizing and

acknowledging their work.

 The study reveals that there is a good relationship exists among employees.

 Majority of the employee agrees that their job security to their present safety.

 The company is providing good safety measure for ensuring the employees
safety.

 From the study it is clear that most of employees agree to the fact that
performance appraisal activities and support from the co-workers is helpful in
getting motivation.

 The incentives and other benefits will influence the performance of the
employees.

35
 SUGGESTIONS
The suggestions for the findings from the study are follows

 Most of the employees agree that the performance appraisal activities are
helpful to get motivated, so the company should try to improve performance
appraisal system, so that they can improve their performance.

 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.

 Organization should give importance to communication between employees

and gain co-ordination through it.

 Skills of the employees should be appreciated.

 Better carrier development opportunities should be given to the employees for

their improvement.

 If the centralized system of management is changed to a decentralized one,

then there would be active and committed participation of staff for the success
of the organization.

36
CONCLUSION
Employee motivation is an important task for managers. Early motivational
theory such as that of Taylor suggested that pay motivated workers to improve
production.
Creating a workplace with excellent morale and motivated employees is a long-
term project, and needs to be embedded within the fabric of an organization’s daily
operations. Highly motivated and engaged personnel are a tremendous asset to any
organization. While money is an important foundational consideration, the main
factors that attract and maintain “talent” within an organization include:
 recognition
 having interesting work to do
 being heard by management
 having skilled managers
 having good communication flows
 being provided with opportunities for advancement.

Developing well-motivated employees leads to more satisfied customers and

higher sales; this in turn leads to greater employee motivation and creates a virtuous
circle. Highly motivated employees are likely to be engaged employees, willing to
go the extra mile with customers, and to reward their employers with loyalty, high
levels of productivity, and greater innovation.
Enterprise managers recognise that motivation is personal to the individual. If
employees feel that they are being treated fairly, they will be more likely to give
their best. Motivation comes from within an individual. Enterprise managers
therefore need to find out about the personal goals and aspirations of their
employees. What motivates one employee will not necessarily motivate
another.In addition to ensuring fair pay and conditions, it is also essential for
37
the business to meet the higher order needs of individual employees. These include
the need for recognition and fulfillment at work.

Enterprise has created the right environment for motivating and engaging its
people through the development of good communication channels, appropriate
training and honest and timely feedback.

38
BIBLIOGRAPHY BOOKS:
 Ashwathapa k. , Human resource management (third edition), Tata

Mc Graw hill

Publication bank Ltd.

 Kothari C.R. , Research methodology, New Delhi ; New Age

International Publication , second edition.

39
 QUESTIONNAIRE ON EMPLOYEE MOTIVATION
Name-.................................................... Gender- ....................................................
Age-.................................................... Designation- ............................................
Pay scale- ............................................. Qualification-.............................................

1.Are you getting motivation at your work place?

a. Yes ( ) b. no ( )

2.For how many years you have been working in this organization ?
a.0-5 years ( )
b.5-10 years( )
c.10-15 years ( )
d. More than 15 years ( )

3.Rate your level of satisfaction with the working culture of the

organization?
a. Highly satisfied ( )
b. Satisfied ( )
c. Average ( )
d. Dissatisfied ( )

4. Rate the statement , “ top management ‘’ is interested in motivating

employees?
a. Strongly agree ( ) c. Agree ( )
b. Neutral ( ) d. Disagree ( )

40
5. Which type of incentives motivates you more?
a. Incentive awards ( )
b. Promotion ( )
c. Appreciation letters ( )

6.Which of the following factors which motivates you most?

a. Salary incentive ( )
b. Promotion ( )
c. Leave ( )
d. Motivational talks ( )
e. Recognition ( )

7.Does the top management involves you in decisions making which are
connected to your department?
a. Yes ( )
b. No ( )

8.Do you think that incentives and other benefits will influence your
performance?
a. Influence ( )
b. Does not influence ( )
c. No opinion ( )

9.Your company offers achievable long term incentives?

a. Strongly agree 1 2 3 4 5 6 strongly disagree

41
10.Do you think company values you ?
a. Yes ( )
b. No ( )

11.At your current job you feel _______ ?

a. Very motivated ( )
b. Somewhat motivated ( )
c. Unmotivated ( )
d. Very motivated ( )

12.When your boss gives you feedback regarding your job performance?
a. Daily basis ( )
b. Weekly basis ( )
c. Monthly basis ( )
d. Others ( )

13.Do you have a clear vision of the future direction of company?

a. Yes ( ) b. No ( )

14.Which of these factors do you feel affects your ability to work? Choose
a. Challenges ( )
b. Lack of control ( )
c. Competition ( )
d. Cooperation ( )
e. Recognition ( )

42
15. How do the company’s employee policies compare with those of other
companies you know about?
a. Excellent ( )
b. Very good ( )
c. Typical ( )
d. Fair ( )

16.How do you feel about the quantity of work you are asked to perform?
a. Too much ( )
b. Just right ( )
c. Too little ( )

43