A STUDY ON EMPLOYEE MOTIVATION AT VST

CHAPTER - I
INTRODUCTION
Human resource motivation is the key to organizational effectiveness. The manager in general
has to get the work done through others. These ‘others’ are human assets or resources. They are
to be motivated at work. Human resources are the total knowledge, skill, talents and creative
abilities. These are to be developed. The people at work are not men and women but they are
now considered as resources that are the assets to be drawn up.

According to Leon C. Megginson has rightly observed calling human resources as, “the
knowledge, skills, creative abilities, talents and aptitudes of an organizations workforce, as well
as the values, attitudes and benefits of an individual involved. It is the sum of inherent abilities,
acquiring knowledge, skills represented by the talents and aptitudes of the employed persons”.
Motivation means stimulating all the above assets to the best possible use for accomplishing the
organizational objectives. The organization requires high level of performance from its
employees that is human resources. The level of performance is the product of employee abilities
and motivation. Employees need to be motivated constantly to keep the level of performance
high. The key to human resource motivation is that they should be treated with dignity and
respect and their contribution to the organization must try to integrate the individual goals with
the goals of the organization. The best from the employees can be achieved with the unison of
the two. This should be a sustainable activity till organizational objectives are fulfilled. The
human behaviour is guided by certain motives. Motive means want, need, impulse or drive. They
want, need, impulse or drives find expression through motive. Motive is internal to person.
Motive promotes a person to action. Motivation originates from motive. Motive is the centre
point of motivation process. There is no limit to needs and desires of a person. All cannot be
satisfied but only the urgent and strongly felt needs become motives. Motives change according
to time. The manager should recognize these motives and offer some incentives which motivate
a person. Motivation is the key to work performance.

Motivation is the process of arousing sustaining goal-directed behaviour. It is one of the more
complex topics in organizational behaviour. Motivation theories attempt to explain and predict
observable behaviour. The wide range and the variety of motivation theories result from the great

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diversity of people and the complexity of their behaviour in organizations. Motivational theories
may be broadly classified into internal process and external theories of motivation. Internal
theories of motivation give primary consideration to variables within the individual that give rise
to motivation and behaviour. The hierarchy of needs theory exemplifies the internal theories.
Process theories of motivation emphasize the nature of the interaction between the individual and
the environment. Expectancy theory exemplifies the process theories. External theories of
motivation focus on the elements in the environment, including the consequences of behaviour,
as the basis for understanding and explaining people’s behaviour at work. Any single motivation
theory explains only a small portion of the variance in human behaviour. Therefore, alternative
theories have developed over time in an effort to account for the unexplained portions of the
variance in behaviour.
Every human action is the result of a need or desire. One experience a sort of mental
discomfort has long has that need remains unsatisfied in him. The moment the action is initiated
he makes an attempt to get over the discomfort. So what causes on action is the need or desire.
What causes a need is called the stimulus. Therefore, the manager’s duty is to create the stimulus
that causes a need which initiates action that needs to satisfaction. This should be a repetitive
process for the action to continue. All this is called ‘motivation’ in management. A motive is an
inner state that energizes, activates, moves, directs or channels behaviour towards goals.

Motivation represents an unsatisfied need which creates a state of tension or disequilibrium,

causing the individual to move in a goal directed pattern towards restoring a state of equilibrium
by satisfying the need. Attitudes, value and learning that affect human behaviour work. There is
yet another cognitive variable, namely motivation that also affects human behaviour, motivation
cannot be seen, but all that can be seen is behaviour, some people work hard or exert more
efforts than others. In other words, individual with lesser ability can do outperform from their
more gutted counter parts. In fact this is because of motivation.

1.01. MEANING

Motivation originally comes from the Latin root word ‘movere’ which means ‘to move.’ It is
derived from the word ‘motive’. Motive may be defined as an inner state of our mind that
activities and directs our behaviour. It makes as move to act. It is always internal to us and is
externalized via behaviour; motivation is one’s willingness to exert efforts towards the
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accomplishment of her goal. Let us consider a few important definitions on motivation that will
help us understand the meaning of motivation in more sense.

1.02. DEFINITION

1. Badu (2005) - Motivation is defined as a human psychological characteristic that add to a

person's degree of commitment. It is the management process of incriuencing employee’s
behaviour.

2. Bartol and Martin (1998) - relate motivation to the force that stimulates behaviour, provide
direction to behaviour, and underlies the tendency to prevail. In other words individuals must be
sufficiently stimulated and energetic, must have a clear focus on what is to be achieved, and must
be willing to commit their energy for a long period of time to realize their aim in order to achieve
goals.

3. Vroom (1964) - defined motivation as "a process governing choice made by persons among
alternative forms of voluntary activity."

4. Kreitner and Kinicki (2004) - assumed that motivation incorporate those psychological
processes that create the arousal, direction and persistence of voluntary actions that are goal
oriented.

5. Locke and Latham (2004) - identified that motivation influence people's acquisition of skills
and the extent to which they use their ability. According to the authors "the concept of
motivation refers to internal factors that impel action and to external factors that can act as
inducements to action. The three aspects of action that motivation can affect are direction
(choice), intensity (effort) and duration (persistence). Motivation can affect both the acquisition
of people's skills and abilities; and also the extent to which they utilize their skills and abilities".

6. Sanford and Wightman (1970) - described that a motive is a rest-less-ness a lakh, a yen, a
force, once in the group of motive, the organism does something.

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1.03. PROCESS

Motivation is a process that starts with a physiological or psychological deficiency or need that
activates behaviour or a drive that is aimed at a goal or incentive. Thus, process of motivation
lies in the meaning of unrelationship among need, drives and incentives.

 Need - Need is a deficiency needs are created wherever there is a physiological or

physiological imbalance.

 Drives - Drive is a deficiency with direction. They are action-oriented and provide on
emerging thrust toward goal accomplishment.

 Incentives - Incentive is an anything that will alleviate a need to reduce a drive.

1.04. TYPES OF MOTIVES

Motives are divided into three categories, viz., primary motives, general motives and
secondary general motives.

1. Primary motives: These motives are unlearned and physiological based. They include
hunger, sleep, avoidance pain, sex and maternal concern.

2. General Motives: These motives are unlearned but not physiological based. These
motives include curiosity, manipulation activity motives and the affection motive.
Secondary Motives: Secondary motives are closed tied to the learning concept. A motive
must be learned in order to be include in the secondary classification. Important among
them are achievement, affiliation, power, security, status and immediate feedback.

3. Secondary Motives: Secondary motives are closed tied to the learning concept. A motive
must be learned in order to be include in the secondary classification. Important among
them are achievement, affiliation, power, security, status and immediate feedback.

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1.05. TYPES OF MOTIVATION

There are two ways by which people can be motivated. One is a positive approach or pull-
mechanism and another is a negative approach or push-mechanism.

1. Positive Motivation

People are said to be motivated positively when they are show a reward and the way to
achieve it. Such the ward may be financial or nonfinancial. Monitory motivation may include
different incentives, wage plan, productive bonus schemes etc. Non- monitory motivation may
include praise for the work, participation in management, social recognition etc, monitory
incentive provide the worker a better standard of life while non monitory incentives satisfy the
ego of a man. Positive motivation seeks to create on optimistic atmosphere in the enterprise.

2. Negative Motivation

By installing fear in the minds of people, one can get the desired work done. In this method
of motivation, fear of consequences of doing something or not doing something keeps the worker
in the desired direction. This method has got several limitations. Fear creates frustration, a
hostile state of mind and an unfavourable attitude toward the job which hinders efficiency and
productivity so the use of it should be kept to its minimum.

1.06. BENEFITS

The major benefits of motivation in an organisation are as follows:

1. Need Satisfaction

Motivation satisfies the needs of individuals as well groups. Every individual or group of
individuals joins an organisation to fulfil certain personal needs. The motivation function of the
manager serves to help such fulfilment.

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2. Job Satisfaction

Motivation also promotes job satisfaction. When an employee’s needs are satisfied, he is on the
whole happy. His job satisfaction is of more direct concern. It is the key to other important
consequences. Managers in general are satisfied with jobs which are challenging in character
and involve some creative thinking.

3. Productivity

An individual’s contribution to output is the resultant of two variables-his capacity for work and
his willingness to work. If p is performance, an ability and m motivation, then p = a x m. it is
clear that performance is not equal to the sum of an individual’s ability and motivation but
rather to the product of these two variables given the value of ability greater than zero, level of
performance is a constantly increasing function of amount of motivation. Since productivity is
the effect of performance, it is logical to conclude that proper motivation increases
productivity.

4. Learning

Motivation helps the learning process. Without motivation learning does not take place. There
must be motivation or drive before there can be learning. Motivation stimulates interest and
the attitude of willing to learn. If a person does not want to learn, he will not learn, even though
he understands clearly what is being taught and has perfect capacity to respond in the way that
would show the learning. This means that the trainer needs to select trainees on the basis of
motivation and needs to have policies and practices that will encourage the growth of
motivation.

5. Discipline

Motivation promotes self-discipline. The idea of discipline generally carries a negative

connotation. Subordinates obey a superior and maintain orderly behaviour for fear of
punishment. But motivation raises discipline to a positive level. The self-discipline of an
individual costs less and accomplishes much more than the discipline imposed by the boss from

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above. Committed workers discipline themselves. They feel that by doing so they further their
own interest.

6. Dynamism

There is an element of dynamism in motivation. when the rank and file workers and managers
are properly motivated, a kinetic energy is generated which produces a tremendous impact not
merely on the productivity and profits of an organisation but also on its industrial relations,
public image, stability and future development. The content theories of motivation attempt to
determine what it is that motivates people at work. The content theorists identify the needs or
drives that people have and how these needs or drives energies behaviour. They are concerned
with the goals that people strive to attain in order to be satisfied and perform well. At first it was
felt to be money only (scientific management) and later it was felt to be security and a
democratic style of supervision (human relations). More recently the content of motivation is the
higher level needs such as esteem and self actualisation (Maslow), responsibility, recognition,
achievement and advancement (Herzberg), growth and personal development (Alderfer). An the
other hand, the process theories are more concerned with identifying the variables that go into
motivation and how they relate to one another. Process theories try to explain how behaviour is
energised, how it is directed, how it is sustained and how it is stopped.

1.07. STEPS IN MOTIVATION

According to Judies, the following are the steps should be adapted in motivation.

1. Sizing up situations requiring motivation.

2. Preparing a set of motivation tools.

3. Selecting and applying an appropriate motivator.

4. Following up the result of the application.

1. Sizing up: This step mainly involves understanding of different needs of people. Having
assessed the needs, can determine what motivate them.

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2. Preparing a set of motivating tools: This list of motivator should be prepared based on the
revealed need of the people.

3. Selecting and applying motivators: out of the list of motivators, few should be selected and
applied wherever they are needed.

4. Feedback: Having applied the motivators, it is important to find out how effective had a
particular motivator been.

1.08. THEORIES OF MOTIVATION

There are several theories on motivation. The significant among them are: Maslow’s Needs,
Hierarchy theory, Herzberg’s Two Factor theory, Vroom’s Expectancy theory, Alderfer’s ERG
theory, Porter and Lawler’s Expectancy theory and Equity theory of Work Motivation.

1. Maslow’s Theory of Hierarchy of Needs

According to Abraham H. Maslow, an American Psychologist developed human Needs

Hierarchy theory of motivation starting at the bottom with the physiological needs and
ascending to the highest needs of self-actualisation. He says when one set of needs are satisfied
they no longer work as motivator as a man seeks to satisfy the next higher level needs.

The Needs Hierarchy

1. Physiological needs: These are basic necessities of human life - food, water, shelter warmth,
sleep and sexual satisfaction. Maslow says that until these needs are satisfied to the required
level, the man does not aim for the satisfaction of the next higher level needs. As for as work
organisation is concerned these needs includes basic needs like pay, allowance, incentives and
benefits.

2. Security/Safety needs: These refer to the need to be free of physical danger or the feeling of
loss of food, job or shelter. When the physiological needs are satisfied man starts thinking of
the way by which he can continue to satisfy these physiological needs. Security needs spring up
the movement he makes an effort in the direction of providing himself the source of continuity

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of physiological needs. These needs as far as work organisation is concerned include:

conformity, security plans, membership in unions, severance pay etc.

3. Social needs: (Affiliation or Acceptance needs): When the physiological and security needs
are satisfied these needs begin occupying the mind of a man. This is exactly why he looks for
the association of other human beings and strives hard to be accepted by its group. Social
needs at work place include: human relation, formal and informal work groups.

4. Esteem needs: These needs are power, prestige, status, and self-confidence. Every man has a
feeling of importance and he wants others to regard him highly. These needs make people aim
high and make them achieve something great. These needs for employees include status
symbols, awards, promotion, titles etc.

5. Self-actualisation or realization needs: This is the highest need in the hierarchy. This refers
to the desire to become what one is capable of becoming. Man tries to maximise his potential
and accomplish something, when this need is activated in him.

Critical Analysis of Maslow’s Theory

The first question that arises is “do needs follow hierarchy”. Studies and surveys conducted by
experts reveal that needs do follow hierarchy to some extent. But it should remembered that it
cannot be generalised in the sense that needs do not necessarily follow the same hierarchy
among all people at all times. It also depends on the cultural values and personality of the
individuals and their environment. But it is true that physiological needs are satisfied.

2. Herzberg’s Two Factor or Hygiene Maintenance Theory

Maslow’s theory has been modified by Fredrick Herzberg and he called it as two factor
motivation. According to him in the first group of needs are such things as company policy and
administration, supervision, working condition, interpersonal relations, salary, status, job
security and personal life. Herzberg called these factors as ‘dissatisfies’ and not motivators. By
this he means that their presence or existence does not motivators. By this he means that their
presence or existence does not motivate in the sense of yielding satisfaction, but their absence

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would result in dissatisfaction. These are also referred to as ‘hygiene’ factors. In the second
group are the ‘satisfiers’, in the sense that they are motivators, which are related to ‘job
content.’ He included the factors of achievement, recognition, challenging work, advancement
and growth in the job. He says that their presence will yield feeling of satisfaction or on
satisfaction, but not dissatisfaction.

Comparison of Maslow’s and Herzberg’s Model

If we compare Herzberg and Maslow’s models we can see that Herzberg’s theory is not much
different from that of Maslow. Most of the maintenance factors of Herzberg come under low
level needs are satisfied they stop being motivator and what Herzberg says is the same in the
sense that they are maintenance factors (not motivator). But one particular difference that can
be talked off here is that Maslow emphasises that any unsatisfied need, whether of lower or
higher level, will motivate people and Herzberg clearly identifies certain needs and calls them as
maintenance factors which can never be motivators.

3. Alderfer’s ERG Theory

Alderfer’s also feels that needs should be categorised and that there is basic distinction
between lower orders needs and higher order needs. Alderfer identities three group of needs,
viz., Existence, Relatedness and Growth (ERG) theory. The existence needs are concerned with
survival or physiological well-being. The relatedness needs talk of the importance of
interpersonal and social relationships. The growth needs are concerned with the individual’s
intrinsic desire for personal development. This theory is somewhat similar to that of Maslow’s
and Herzberg’s models. But unlike Maslow and Herzberg he does not assert that a lower level
need has to be satisfied before a higher level need, nor does he say that deprivation is the only
way to activate a need. So, a person’s background and cultural environment may make him
think of relatedness needs or growth needs though his existence needs are unfilled.

4. Vroom’s Expectancy Theory of Motivation

Were inadequate explanations of that complex process of work motivation and he developed
relatively new theory of motivation. According to his theory, motivation of any individual

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depends on the desired goal and the strength of his expectation of achieving the goal. Vroom’s
model is built mainly on three concept-balance instrumentality and expectancy.
Valance: Vroom says that valance is the strength of an individual’s preference for a particular
out come. It can be taken as equivalent of value, incentive, attitude and expected utility. The
valance to be positive the person must prefer attaining the outcome to not attaining. A valance
of zero occurs, when the individual is indifferent toward the outcome. The valance is negative
when the individual prefers not attaining outcome to attaining it.
Instrumentality: Another major input into the valence is the instrumentality of the first level
outcome in obtaining desired second level outcome in obtaining desired second level outcome.
For example, assume that an individual desires promotion and feels that superior performance
is a very strong factor in achieving that goal. His first outcomes are then superior, average or of
poor performance. His second level outcome is promotion. The first level outcome of high
performance thus acquired a positive valance by virtue of its expected relationship to the
preferred outcome of second level promotion. In this case the person is motivated to achieve
superior performance because he has desire to be promoted. The superior performance (first
level outcome) is seen as being instrumental in obtaining promotion (second level outcome).

Expectancy: The third major variable in the Vroom’s Theory is expectancy. Though the
expectancy and the instrumentality appear to be the same at the first glance, they are quite
different. Expectancy is a probability (ranging from 0to1) or strength of a belief that a particular
first level outcome. Instrumentality refers to the degree to which a first level outcome will lead
to the second level outcome. Vroom says the sum of these variables is the motivation.

5. The Porter’s and Lawler Model Expectancy Theory

All the content theories assume that satisfaction leads to improved performance. However it
was later found that there is a very low positive relationship between satisfaction and
performance Lyman W. Porter and Edward E. Lawler exploded the complex relationship
between motivation, satisfaction and performance. According to them performance is a
function of three important factors, viz.:

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If an employee wants to perform, he must be motivated

1. Motivation alone does not ensure performance and hence a person must have the necessary
abilities and skills as well.

2. An employee must have an accurate knowledge of the requirements of the job.

The following are the key-variables in this model:

Motivation: Satisfaction and performance.

Effort: Effort does not directly lead to specific levels of performance Effort is only the amount of
energy exerted by an individual to a specific task. It is only the result of the attractiveness of the
reward and how he perceives a relation between effort and pay off. The individual will exert
greater effort if he perceives that there is a greater probability that his effort will lead to the
reward. So motivation is seen as a force on the employee to expect effort.

Performance: Effort alone is not enough, as performance results only when the effort is
continued with the ability. Effort and performance cannot be taken as the same.

Reward: A person gets intrinsic reward himself by performing a task well. Intrinsic reward will
be a feeling of accomplishment. Extrinsic rewards like pay, promotion and status are offered by
the organisation.

Satisfaction: The satisfaction depends on the perceived rewards and the actual rewards. If an
individual feels that he should have received more for what he had done, it results in
dissatisfaction and vice-versa. Thus, motivation and achievement result in satisfaction or
dissatisfaction of an employee about the job, organisation and the like.

6. Equity Theory of Work Motivation

Credit of developing this theory goes to J. Stacy Adams. This theory argues that a major input
into job performance and satisfaction is the degree of equity (or inequity) that people perceive
in their work situation. Inequity occurs when a person perceives that the ratio of his or her

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outcomes to inputs and the ratio of relevant other’s outcome to inputs are un equal.
Schematically this is represented as follows:

Person’s outcomes ÷ person’s inputs < other’s outcomes ÷ other’s inputs

Person’s outcomes ÷ person’s inputs > other’s outcomes ÷ other’s inputs

Equality occurs when:

Person’s outcomes ÷ person’s inputs = other’s outcomes ÷ other’s inputs

Both the inputs and the outputs of person and other are based upon the person’s perceptions.
Age, sex, education, economic and social status, position in the organisation etc., are examples
of perceived input variables. Outcomes consist of rewards like pay, status, promotion, and
intrinsic interest in the job.

If the person’s perceived ratio is not equal to other’s he or she will strive to restore the ratio to
equality. Thus, the work motivation of oneself depends upon other’s inputs, output and one’s
perceived output.

1.09. NATURE OF MOTIVATION

In terms of its derivation the word motivation means to move, to activate, in this general
sense, anything that initiates activity whether external or internal is motivating. Today, the
term means a lot more than this, motivation is the work a manager performs to inspire,
encourage and impel people to take required action. Some of the widely quoted definitions are
given below:

Motivation is a predisposition to act in a specific goal-directed by.

1. The immediate influences on the direction, vigour and persistence of action.

2. Motivation is internal to man: Motivation cannot be seen because it is internal to man. It

is externalized behaviour. It activates the man to move toward goal.

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3. A single motive can cause different behaviours: A person with a single desire to earn prestige
in the society may move towards to join politics, attain additional education and training, join
identical groups and changes his outward appearance.

1. Differ motives may result in single behaviour: The same or single behaviour may be caused by
many motives, if a person buys a car, for example, his this buying behaviour may be caused by
different motives, such as to look attractive, be respectable, gain acceptance from similar group
of persons, differentiate the status and so on.

2. Motives come and go: Like tides, motives can emerge and disappear, motives emerged at a
point of time may not remain with the same intensity at other point of time, For instance, a boy
overly concerned about his hair and dress styles during his adolescence age may turn his
concern towards other things like health and education once he groups up attains youth.

3. Motives interaction with the environment: The environment in which we are at a point of
time may either trigger or supports our motives, you probably have experienced environment
or situation when the intensity of your hunger picked up just you smelled the odour of
palatable food. You may desire an excellent performance bagging the first position in your
examination but at the same time may also be quite sensitive to being shunned and disliked by
your class – what if you really perform to well and get too much of praise and appreciation.
Thus, what this indicates is that human behaviour is the result of several forces differing in both
direction and intent.

1.10 IMPORTANCE
1. Puts human resources into action -

Every concern requires physical, financial and human resources to accomplish the goals. It is
through motivation that the human resources can be utilized full use of it. This can be done by
building willingness in employee to work. This will help the enterprise in securing best possible
utilization of resource.

2. Improves level of efficiency of employee’s -

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The level of subordinate or employee does not only depend upon his qualification and abilities.
For getting best possible of his work performance, the gap between ability and willingness has to
be filled which helps in improving the level of performance of subordinate.

This will result into-

a. Increase in productivity,

b. Reducing cost of operation, and

c. Improving overall efficiency.

3. Leads to achievement of organization goals-

a. There is best possible utilization of resources.

b. There is a co-operative work environment.

c. Goals can be achieved if co-ordination and co-operation takes place.

4. Builds friendly relationship-

Motivation is an important factor which brings satisfaction. This can be done by keeping into
mind and farming an incentive plan for the employees. This could initiate the following things.

a. Monetary and non-monetary incentives.

b. Disincentives for inefficient employees.

c. Promotion opportunities for employees

1.11. NEED FOR THE STUDY

To understand the employee motivation in reviewing the existing body of motivation and
commitment literature there is a scarcity of information concerning motivation needs and
organization commitment needs of hourly and tipped employees. Clearly research focusing on
hourly employees is rather sparse as most studies concentrate on full time employees and
conducted by Dickson, Ford, and Upchurch (2005). However there was one study conducted on
the restaurant industry that relate to the comparison of tipped versus non- tipped restaurant
employee. Enzi (2004) notes that the pay inequity between tipped and non- tipped restaurant
employees is a source of tension and should be investigated by the industry. To date, very few
industry specific research projects have been conducted on the topic of employee motivation and

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commitment to the organization with an expressed purpose of improving work condition or

clement.

1.12. PURPOSE OF THE STUDY

The motivation of social worker has become important for organization success and profession
well-being of employees. In order to motivate employees, social work manages should take
proper cognizance of the needs of social worker so as to develop effective motivational
strategies. In this study the researcher explores and describes the motivational function of the
working environment. The questionnaire consists of relevant question and statements linked to
the motivational function of the social work manager in correction to eliminate confusion; a
definition of motivation is given.

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CHAPTER - II

REVIEW OF LITERATURE
Review of literature is not more reading for reading sake; it is also not a causal reading
like reading of a story or novel. It is focused and directed towards specific purposes. It is also
selective. A researcher has to select the kinds of literature to be reviewed and determine the
purposes for which he has to study them. The literature review starts with the selection of a
problem for research continues through the various stages of the research process and ends with
report writing.

The purpose of Review of literature

 To gain a background knowledge of the research topic.

 To identify the concepts relating to it, potential relationship between them and to
formulate researchable hypothesis.
 To identify appropriate methodology, research design, methods, of measuring concepts
and techniques of analysis.
 To identify data sources used by other researchers.
 To learn how others structured their reports.

The basic problem in any society today is how to motivate people to work however in the
industrial context, motivation is the work the manager performs to inspire, encourage and impel
people to take required action in order to achieve organizational goals .since motivation is
concerned with imitation, direction and modification of human behaviorists more for developing
the human resource of society.

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According to Lee-Ross, Employee motivation has been accepted and widely studied in
human resource from 1930s onwards. Motivation is defined as the process of gratifying internal
needs of individual through different actions and behaviours. It pertains on the complexity of
mental and physical drives, joint with the environment which makes the people perform the way
they do.

According to Dubin, motivation is a force which moves the person to act, and push him
or her to continue in the course of action that has already been initiated. As a result, without
motivation, employees will not contribute towards the productivity and success of overall
performance of the organization. Employee is in need of the skills, knowledge and capabilities to
acquire the results with connection to the requirements of the organization. But, it is also vital for
them to have the will to achieve the results. The degree or level of motivation of the employees
is directly connected to their level of commitment towards their work and determination to work
in connection to the high standards. Motivations can be from financial or non-financial
motivators. Both offer effective way of motivating employees, thus maintaining their loyalty and
make them stay.
               
A study conducted by Griffin and Moorhead, Reward system is composed of all
organizational components, which include people, processes, rules and procedures, together with
the decision-making activities, which involved the process in allocating compensation and
benefits to employees, in exchange for their contribution to the organization. The main purpose
of reward system is to attract, retain and motivate qualified employees. This help to maintain the
equality and fairness of rewards being offered towards the employees, which are primarily based
on their performance and contributions to the company. There are different types of rewards,
which help in order to attract qualified candidates and retain useful and valuable employees in
the company. These include: base pay, incentive systems, indirect compensation, perquisites and
awards.

                It is important to take note that, even though financial motivation is considered as the
primary factors which attract valuable candidate, it is always the nonfinancial motivators which
help to sustain valuable employees. This is because of the fact that non-financial motivators

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focus on the emotional and psychological well-being of individual employees. For instance,
having a fair and equal working environment, which include having fair payment and benefits to
each and every employees will be very helpful.
               

In addition, the reward system enables company to use advance technology which will
record the individual performance of employees, therefore, their achievements and their
contributions towards the organization will be recorded real-time with the support of different
data. As a result, people will work at their best, because they know the monitoring system of the
organization, in terms of performance is connected to the reward system. In general, they will be
motivated to work at their best in order to maintain the level of their performance and match the
standards of the company. Furthermore, the reward system can also help to create positive
competition inside the organization.

An intrinsically motivated individual, according to Ajila (1997) will be committed to

his work to the extent to which the job inherently contains tasks that are rewarding to him or her.
And an extrinsically motivated person will be committed to the extent that he can gain or receive
external rewards for his or her job. He further suggested that for an individual to be motivated in
a work situation there must be a need, which the individual would have to perceive a possibility
of satisfying through some reward. If the reward is intrinsic to the job, such desire or motivation
is intrinsic. But, if the reward is described as external to the job, the motivation is described as
extrinsic.
Good remuneration has been found over the years to be one of the policies the
organization can adopt to increase their workers performance and thereby increase the
organizations productivity. Also, with the present global economic trend, most employers of
labour have realized the fact that for their organizations to compete favourably, the performance
of their employees goes a long way in determining to influence workers performance to motivate
them began in the 1970s. The performance of workers has become important due to the
increasing concern of human resources and personnel experts about the level of output obtained
from workers due to poor remuneration. This attitude is also a social concern and is very
important to identify problems that are obtained in industrial settings due to non-challenge

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attitudes of managers to manage their workers by rewarding them well to maximize their
productivity.
All efforts must be geared towards developing workers interest in their job so as to make
them happy in giving their best to their work, this will ensure industrial harmony. In view of this,
this study attempts to identify the influence that rewards have on workers performance in order
to address problems arising from motivational approaches in organizational settings.

According to Vroom (1964), supported the assumption that workers tend to perform
more effectively if there wages are related to performance which is not based on personal bias or
prejudice, but on objective evaluation of an employee’s merit. Though several techniques of
measuring job performance have been developed, in general the specific technique chosen varies
with the type of work. All these issues call for research efforts, so as to bring to focus how an
appropriate reward package can jeer up or influence workers to develop positive attitude towards
their job and thereby increase their productivity. Possibly the best means of understanding
workers motivation is to consider the social meaning of work. In this respect, short-term goals
and long-term goals of employees and employers may affect production variously.
Accordingly, giving attention to the manner in which rewards given to workers are
perceived is preferable to assuming that reward means the same thing to all. Rewards that an
individual receives are very much a part of the understanding of motivation. Research has
suggested that rewards now cause job motivation and satisfaction, which leads to performance. It
showed that though there was no significant difference in motivational level and job satisfaction
across various categories of workers in different organizations.

According to Egwuridi(1981), also investigated motivation among Nigerian workers

using a sample of workers of high and low occupational levels. The hypothesis that low-income
workers will be intrinsically motivated was not confirmed, and the expectation that higher
income worker will place a greater value on intrinsic job-factors than low-income workers was
also not confirmed. This shows clearly the extent of value placed on extrinsic job factors.
Akerele (1991) observed that poor remuneration is related to profits made by
organization. Wage differential between high and low income earners was related to the low
morale, lack of commitment and low productivity.

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Another study carried out, which is of importance to this research, is that of Wood (1974)
7 He investigated the correlation between various workers attitudes and job motivation and
performance using 290 skilled and semi-skilled male and female paper workers. The study
revealed that highly involved employees who were more intrinsically oriented towards their job
did not manifest satisfaction commensurate with company evaluations of performance. They
depended more on intrinsic rewards as compared to those who were more extrinsic in
orientation.

Employee Motivation - The 5 Master Keys for Success

How to build employee motivation by creating an environment that rewards

excellence at every level...

By JP Maroney, CEO

Employee motivation is a mystery for many managers. But, it doesn't have to be.
Instead, understanding how motivation impacts employee performance, and understanding how
to use motivation to improve performance can be reduced to five master keys. Organizations
desiring to improve employee motivation need a system in place that consistently rewards
employee achievements. I'm always surprised how few organizations have such a system. 
However, not all employees respond to the same motivations. Each person has his or
her own likes and dislikes, passions, interests and desires. The role of the successful manager is
to learn how to identify what motivates each employee, and learn how to leverage those motives
to simultaneously fulfil the goals of the organization, as well as the goals of each employee.
The five key employee motivation factors include: satisfaction, appreciation,
recognition, inspiration and compensation. 

1. Employee Motivation by Building Satisfaction:

In their book "The Service Profit Chain," James Heskett, W. Earl Sasser, and Leonard
Schlesinger make a compelling case that regardless your business, the only way to generate
sustained profits is to build a work environment that attracts, focuses, and keeps talented

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employees. In other words, they have to be motivated to show up, get committed and perform at
a level of excellence. Employee motivation as it relates to employees satisfaction is vitally
important. And, it goes way beyond just a "happier workforce." Why?
 
Because there is an undeniable link between satisfied, motivated employees, and satisfied
customers. In other words, focus on creating satisfied employees, focus on employee motivation,
and those motivated, satisfied employees will take care of your customers. 

2. Employee Motivation through Genuine Appreciation:

At times, managers unknowingly sabotage employee motivation by failing to recognize

the positive behaviors and achievements of their employees. As a result, employees don't know
whether or not they are doing a good job. 

I recently had an employee of an organization tell me, "The only time we ever hear
anything from management is when we do something wrong!”  Fortunately, savvy managers can
improve employee motivation by rewarding employees with personal attention. This can include
a pat on the back, a hand-written note, or a quick comment in the hall. 
When showing appreciation, be specific. Instead of just saying, "We really are grateful for
the good job you do around here," the approach might be, "I really appreciate how you handled
the Franklin Industries account last week when we had to get their rush order out late Friday
afternoon. Your effort really made a difference." 

By being specific, the employer comes across as much more sincere, and the employee
realizes their actions are truly being watched. And, a highly level of employee motivation is the
natural result. 

3. Employee Motivation through Recognition:

Many people will do for recognition what they will not do for money. And, this is the
manager's secret weapon for employee motivation. Some people are motivated by the
opportunity to get their name on the wall, receive a trophy at an annual banquet, or see their

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name in the company newsletter. It gives them an "emotional payoff" for their actions. 
Look for ways to increase employee motivation by recognizing excellence in the
workplace. Ring a bell every time an individual or team hits the production target. Put up posters
with the photographs of team members who have had the most days without accidents. Give out
awards for attendance records. Just do something. It is so inexpensive, yet highly effective in
your efforts of employee motivation.

4. Employee Motivation through Inspiration:

Inspiration comes from leadership. This form of employee motivation includes the
company's mission, purpose and goals. People want to be part of an organization that is going
somewhere, that stands for something, and that provides a meaningful service to the
marketplace. 

If you want to lead an inspired, mission-guided organization, follow these steps and watch
employee motivation improve dramatically.

1. Have a clear mission - in other words, know where you are going.
2. Be excited and passionate about your mission. After all, if you don't get excited, they
won't either.
3. Be able to communicate the mission, its value to the marketplace. In other words, why it's
worthwhile.
4. Make sure everyone in the organization understands and can communicate the mission.
5. Be sure employees understand how they fit into the process of fulfilling the organization's
mission.
6. Make the connection between the mission and the individual values and goals of your
employees.
7. Keep your mission in front of everyone in the organization.

5. Employee Motivation through Compensation:

Some employees are motivated by money. In fact, most are motivated by money; at least
for their basic needs. Employee motivation through compensation can come in the form of raises,

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performance bonuses, commissions, profit sharing, or any number of "extra benefits" like,
automobiles, vacations, or other tangible items purchased and used as rewards. 

I noticed an interesting program in a hotel where I recently stayed. They have a

sophisticated system for rewarding employees based on customer feedback. Throughout the
hotel, they have placed customer feedback forms and boxes for depositing the forms. When
customers comment on the performance of a hotel employee, the employee accumulates points
that can be used to purchase rewards like trips, gifts, and other incentives.

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CHAPTER - III

COMPANY PROFILE
PROFILE AND CONSTITUTION OF THE COMPANY

NAME OF THE COMPANY - VST TILLERS AND TRACTORS LIMITED, MYSORE.

NATURE OF BUSINESS - It has state of art manufactures the engine parts like crank shafts,
connecting rods and crank cases.

Industry sector - Medium scale

Location - VST Tillers and Tractors Ltd. (PCD),

Survey No. 20, Plot No. 42/43,

Metagalli Industrial Area,

Mysore - 570016.

COMPANY PROFILE

In 1984, an additional technical and financial collaboration with Mitsubishi Agricultural

Machinery Company Ltd, Japan for the manufacture of 18.5 HP, 4 wheel drive Tractor was
V.S.T Tillers Tractors Ltd (VTTL) was incorporated in the year 1967 in Bangalore, India. It was
promoted by the V.S.T Group, a well known business house in South India, in technical
collaboration and joint venture with Mitsubishi Heavy Industries and Mitsubishi Corporation,
Japan for the manufacture of Power Tillers and Diesel Engines. The plant went into production
in the year 1970.

entered into.

The manufacturing plant is located in Whitefield Industrial area near Bangalore. It has 75,000
Sq. mtrs. of land and a built up area of 15,000 Sq. mtrs (approx). The Manufacturing capacity of
the company presently is 25,000 Power Tillers, 32,000 Engines and 5000 Tractors. This capacity
can be enhanced up to 30% within a period of 6 to 8 months.

VTTL has in-house Design and Development section for upgrading the level of technology in line
with current requirements. It also upgrades existing products and develops new products
demanded by market from time to time. VTTL has ISO-9001 certification for Quality
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Management System since January 1998. VTTL follows ISO 9001-2008 Quality System
requirements to satisfy all customer needs.

The main products of the Company namely Power Tillers and Tractors are used in the
agricultural sector all over the India. Power Tillers and Tractors are exported to whole of Africa.
The Tractors are also exported to Middle East, Russia and Turkey. The component parts are
exported to Europe, Korea and Thailand.

The Company has a nation-wide network of Dealers supported by Sales and Service. This is
supported by supply of spare parts, provision of service tools and equipments, making available
service information through technical literature, instruction manuals etc., and imparting
training to Dealers’ personnel as well as end users namely the farmers, are some of the
effective steps taken by the Company towards customer satisfaction.

PLANT LOCATIONS:

1. PLOT NO 1, 2. PRECISION COMPONENT DIVISIONS,

DYAVASANDRA INDUSTRIAL LAYOUT, PLOT NO.42/43,

WHITEFIELD ROAD, SURVEY NO.20,

MAHADEVAPURA, METAGALLI INDUSTRIAL AREA,

BANGALORE - 560048. MYSORE - 570016.

KARNATAKA. KARNATAKA.

3. PLOT NO. 39,

PHASE 1,

SPICOT INDUSTRIAL COMPLEX,

MOOKANDAPALLI,

HOSUR - 635126.

TAMIL NADU.

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VISION: VTTL believes that the foundation of its business is to provide excellence in its products
through -

 High quality and reliability.

 Economical and competitive prices.

 Efficient services to the satisfaction of the customers.

In order to achieve these goals and attain market leadership, it shall be the objective of every
employee to strive to be.

“THE BEST IN THE FIELD”

MANAGEMENT

The management of VTTL is committed to high quality and achieving ultimate customer
satisfaction through company’s vision by establishing quality policy and objectives.

Ensuring achievement of quality objectives through periodical review.

Communicating the above to all levels with stress on importance of meeting customer
requirements as well as statutory and regulatory requirements.

Management reviews the adequacy and availability of resources From time to time and
augments the same.

CUSTOMER FOCUS

VTTL management has assigned utmost importance to customer requirements. Customer

satisfaction department has been established to determine and fulfill customer requirements
with an aim to enhance customer satisfaction continuously. This department acts as the link
between the customer and VTTL. Its activities include identifying customer needs and
communicating to various departments concerned, so as to plan and incorporate these needs
during production process.

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QAC also conducts periodical customer surveys through which customer satisfaction levels are
identified and action plans are drawn to continually upgrade the customer satisfaction levels.
The data generated through these surveys/meetings of customers are monitored periodically
during management review meetings.

VTTL has formulated the quality policy as stated below to exhibit its commitment to quality,
reliability and customer satisfaction through continuous improvement.

QUALITY POLICY

To Strive for Excellence by:

 Supplying quality products with high reliability at competitive price.

 Providing efficient and prompt after sales service.

 Achieving high degree of customer satisfaction through continuous improvement

process.

 Minimizing product cost while maintaining high quality and reliability.

BOARD PROCEDURES

The Chairman of the Board, in consultation with the other members of the Board, determines
the timing and length of the meetings of the Board. The Board expects that five regular
meetings at appropriate intervals are in general desirable for the performance of the Board’s
responsibilities. In addition to regularly scheduled meetings, unscheduled Board meetings may
be called upon appropriate notice at any time to address specific needs of the Company.

The Chairman shall establish the agenda for each Board meeting. Each Director shall be entitled
to suggest the inclusion of items on the agenda, request the presence of or a report by any
member of the Company’s senior management, or at any Board meeting raise subjects that are
not on the agenda for that meeting.

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The agendas for Board meetings shall provide opportunities for the operating heads of all the
departments of the Company to make presentations to the Board during the course of the year.
At one meeting each year the Board shall be presented the long-term strategic plan for the
Company and the principal issues that the Company expects to face in the future. Sufficient
time shall be allocated for this presentation to allow for questions by and full discussion with
the members of the Board.

Information provided to the Board includes amongst others quarterly results of the Company,
Minutes of Audit and other Committees, information on recruitment and remuneration of
senior officers just below the Board, review of annual operating plans and compliance report.

CODE OF CONDUCT

The Board of Directors of the Company have formulated and implemented Code of Conduct for
Board Members and Senior Management of the Company in compliance with Clause 49 (1) (D)
of the Listing Agreement.

PRODUCTS

DRY TILLING

In case of dry tilling either bent or straight tynes can be fitted depending upon the moisture
in the field. Normally this operation is done immediately after harvest to remove the roots or
removing the weeds in the field or loosening the soil for better aeration. Dry tilling is also done
prior to planting seeds for dry crops such as ground nut.

GENERATOR

The engine can be used as a prime mover to couple to a suitable standard generator
available in the market. The generator can be used for operating: 

REAPER FOR POWER TILLER

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The Power Tiller Operated Transmission Drive Reaper is used for harvesting both line
planted & random planted crops of Paddy & Ragi. This unit cuts and wind-rows the crop in a
straight line for easy collection. It works better on dry land.  

FERTILIZER CUM SEED DRILL ATTACHMENT

Exclusive attachment used with rotovator of power tiller. Drill seed & fertilizer in row. It
consists of seed and fertilizer boxes separately, shoe type furrow opener and spiked ground
wheel. It is suitable for sowing seed of Wheat, Soya Bean, Bengal Gram etc.,

TRANSPORTATION

Trailer of 1.5 tons capacity can be fitted for transport of goods. Type of Trailers: Standard
Mechanical Tipping Hydraulic Tipping Garbage trailer for collection of Garbage & Transport
Water tanker of capacity 1000 ltrs can be fitted with Power Tiller for carrying drinking water.

REVERSIBLE MOULD BOARD PLOUGH

Reversible Mould Board Plough is primarily used to plough virgin fields, fields that are left
unploughed for long periods, fields that are too hard, full of deep rooted unwanted plants,
shrubs, weeds etc.

SHORTER ROTARY (340MM)

Power Tiller fitted with a shorter rotary (340 mm) and extended lugged wheel is used for
inter cultivation operation for deweeding and loosening the soil in Sugar cane fields. A smaller
furrower specially designed for Sugar cane field, can be used for bund formation which also
helps in irrigation. After Sugar cane harvesting, shorter rotary can be.

RIDGER (FURROWER)

The Ridger is used for making ridges for row crops such as Sugarcane, Potato, chillies,
tobacco, banana etc. as well as for opening furrows for water flow. The ridger should be used
when the soil is slightly moist and used only after tilling the land once or twice. The Ridger is
fitted on the Rotary assy with the help of a special bolt & nut.

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PUDDLING OPERATION

Puddling operation is done before transplanting the paddy seedlings. For this field
operation power tiller is fitted with Lugged wheels or drum type cage wheels depending upon
the soil conditions after removing the Rubber Tyres for better traction. Rotary is fitted with Bent
tyres. Tail wheel is also to be replaced with tail wheel float for...

BUND FORMATION

Bent tyres are to be fitted to the rotary for reverse tilling operation. There must be sufficient
moisture in the soil. Basin formation can be done by reverse tilling around the plants & trees.
This operation is to be carried out only after specific training is given to the operator.  

5 TYNECULTIVATOR

Five types Cultivator fitment is commonly used as secondary tillage equipment mostly in dry
lands for loosening the soil, removal of crop roots, weeds and for Inter cultivation in orchards
etc. A little moisture in the field increases the tilling efficiency. Cultivator can be converted into
a see drill or a seed cum fertilizer drill with slight.

SEED CUM FERTILIZER DRILL

This has been specially designed for Power Tiller of 8-10 hp capacity. It is suitable for
Wheat, Jowar, B.Gram etc., in medium and heavy soil conditions. Field Coverage / Day 4 to 5
acres Average Fuel Consumption 1.1 ltrs / hr only grannular fertilizer...

SPRAYING

The sprayer is used for spraying pesticides and insecticides for controlling the pests in
following areas: 

PUMPING

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Domestic Water Pump: Pumping water from irrigation canals, rivers and wells, Etc., Self
Priming Pump: Self Priming Pump with tanker can be fitted for cleaning septic tanks Cess pools,
clogged drainage, community wells etc.,

AUGER DIGGER

Attachment used for making holes varying from 6 - 8 inches in diameter and 18 - 24 inches
deep in 15 - 20% moisture soil. Capacity 12 - 15 holes / hr Average Fuel Consumption 1 ltr / hr
Mostly used for Plantain:

POTATO DIGGER

A special attachment used for harvesting potato. Plant stem to be manually cut leaving the
potato in the soil. When machine is used for harvesting with 15-20% moisture, potatoes get
unearthed by loosening the soil Field Coverage / Day 2 to 2.5 acres Average Fuel Consumption...

TWO SHARE PLOUGH

This attachment has two share to plough tilling in uni direction where as coverage is twice
compared to reversible Mould Board plough. Suitable for ploughing virgin land which is not
tilled for long period. Tills the soil which has deep roots, unwanted plants, shrubs and weeds.

REMOTE CONTROL FOR POWER TILLER

An optional attachment used with power tiller wherein operator can control the field
operation by using remote control. Best results are found in wet puddling and other operations
with 15-20% moisture soil conditions. Operators need training before usage. As a safety factor
concern in case of signal lost / battery low automatically brake are applied.

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BOARD OF DIRECTORS

Chairman Mr. V K Surendra

Director Mr. R Subramanian

Director Mr. M K Bannerjee

Director Mr. K.M. Pai

Director Ms. Siva Kameswari Vissa

Director Mr. V V Pravindra

Director Mr. V.T. Ravindra

Vice Chairman & Managing Mr. V P Mahendra

Director

Chief Executive Officer Mr. K.U. Subbaiah

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CHAPTER - IV

RESEARCH METHODOLOGY

The research is a systematic method of exploring, analyzing and conceptualizing social

life in order to extend correct or verified knowledge. This chapter provides a systematic
description of the methodological procedures adopted for the study and analyses
employee motivation in industry. The methodological includes importance of the study, aim
of the study, objectives of the study, research design, scope of the study, place of the
study, universe of the study, inclusion and exclusion criteria, sampling method source of
data collection, data processing, limitation of the study and chapter wise scheme.

The purpose of the study is known about “A study on Employee Motivation in VST tillers
and tractor limited Mysore”.

A detail literature review contains that a member of research work done on the
employee motivation plays the vital role in industry because it will provide information to
management about the needs of employees relating to their work and helps to make them
effective workers.

4.01. STATEMENT OF THE PROBLEM

During the course the researcher has gone through few studies on employee motivation
in industry, because the researcher would like to know followed by the V S T tillers and
tractors limited industry.

4.02. IMPORTANCE OF THE STUDY

The study mainly focuses on the employee motivation followed by the industry and how it will
impact on management and employees to fulfil the work related aspects. The importance of
the study is as follows -

 It helps an organization meet its goals in the future by providing for competent
and well motivated employees.

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 It helps in motivating the employees for better performance.

 It ensures effective utilization and maximum development of human resources.
 It helps to adopt new trends in HR practices.
 It helps to change in the management style.

4.03. AIM OF THE STUDY

The aim of the study is to explore the employee motivation in V.S.T. limited company.

4.04. OBJECTIVES OF THE STUDY

 To identify and understand the level of employee motivation of the company.

 To find out areas of weakness and provide constructive suggestions.
 To analyze and evaluate the personal factor and organizational factors individually
contributing to employee motivation.
 To study the impact of work environment on the personal effectiveness of employees in
the work place.
 To know the employees opinion towards the employee motivation of the company.

4.05. RESEARCH DESIGN

The researcher had adopted the descriptive research design to analyze the characteristics of
the issues related to the topic because the researchers wants to know how the company is
implementing the employee motivation.

4.06. SCOPE OF THE STUDY

 The study influence of employee motivation.

 To analyzes the level of employee motivation.
 The studies will association to know about the different behaviour in the group of
people.

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The geographical scope of the study is limited to The VST Tillers and Tractors Limited, Mysore.
The study of the employees in the company reference to their job related needs and
requirement. The study is limited and it covers about 20 respondents of the company from
different level and the study is limited to understand the employee motivation and also to
know the effectiveness in the company.

4.07. PLACE OF THE STUDY

The researcher have conducted the study at

VST Tillers and Tractors Limited (PCD),

Survey No. 2,

Plot No. 42/33,

Metagalli Industrial Area,

Mysore - 570016.

4.08. UNIVERSE OF THE STUDY

The universe of the study consists of 20 supervisory level employees such as manager, quality
checker supervisors, electricians, material collectors, shop keepers, securities, human resource
development professional, manager, deputy manager, executives, security officer, contract
labours, safety officer and computer operators.

Inclusion Criteria

The researcher had taken as a simple for the research, the research inclusion criteria are human
resource executive, accounts manager, front office manager, purchase manager, deputy manager
(sales), executive assistant, sales executive, associate executive, supervisors, security officer,
machine operators, production manager, office boys, office assistants, housekeeping, technicians
and electricians.

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Exclusion Criteria

The researcher in the study excludes like production manager, purchase executives, executive
marketing, computer operators, security guards and cab drivers.

4.09. SAMPLING METHOD

Researcher opted simple random sampling. It consists of a total of 20 employees constitute the
sampling of the study.
4.10. SOURCE OF DATA COLLECTION

For the purpose of the study of both primary and secondary sources of data was collected.
Primary source of data was collected through the questionnaires to the respondents in the
work place. The researchers have spent around 15 minutes for collecting the data from each
respondent.

Secondary source of data was collected from books and websites.

4.11. TOOLS OF DATA COLLECTION

The researcher had used questionnaire as a tool for data collection.

4.12. METHOD OF DATA COLLECTION

The data has been collected in two ways; the researchers will meet the respondents and
collected the data from each respondent directly the primary source includes the
application of questionnaire method. Where the set of questions are formed differently
and separately to find the measures taken by company with regard to employee
motivation from the respondents.

4.13. DATA PROCESSING

Questionnaire was used to collect pertinent primary data from the employees. The secondary
data was collected through books and websites.

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4.14. LIMITATIONS OF THE STUDY

A time constraint is one of the major limitations.

1. The study is limited for only VST Tillers and Tractors Limited, Mysore.
2. The distribution of questionnaire is only for restricted employees.
3. The study cannot be generalized for a long time as employees interest will be
changing rapidly over a period of time.
4. Insufficient knowledge and experience on the part of the researchers.

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CHAPTER - V

DATA ANALYSIS AND INTERPRETATION

1. Since how many years have you been working with this organization?

Table - 5.01

SL. NO. PARTICULAR NO. OF RESPONDENTS PERCENTAGE

1.
0-5 years 5 25
2.
5-10 years 6 30
3.
10-15 years 4 20
4.
More than 15 years 5 25
TOTAL
20 100

Chart - 5.01

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Analysis: The above table shows that out of 100% respondents it can be analysed that majority
of the 25% of respondents are working 0 to 5 years, 30% are working 5 to 10 years, 20% are
working 10 to 15 years and 25% are working more than 15 years.

Interpretation: From the above analysis it can be interpreted that the majority of the employees
working in the industry is 30% from 5 to 10 years.

Whether the financial incentives motivate employee more than non-financial

incentives?

Table No. 2

Particular No of % of
respondents respondents
Strongly 7 35%
agree
Agree 3 15%
Disagree 6 30%
Strongly 4 20%
disagree
Total 20 100%

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INTERPRETATION : In above chart says that 25 % of staff are 0-5 years, 30 % of workers are
5-10 years, 20% of workers of workers are 10-15 years, 25% of employees are more than 15
years with the statement.

Conclusion : From the above statement we 30 % are employees are 5-10 years that they are
working of the organization.

5. Are you satisfied with the salary drawn at present?

Table no. 3

Particular No of % of
respondents respondents
Strongly 10 50%
agree
Agree 5 25%
Disagree 5 25%
Strongly 0 0%
disagree
Total 20 100%

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Whether the good physical working conditions are provided in the organization?

Table No.4

Particular No of % of
respondents respondents
Strongly 10 50%
agree
Agree 10 50%
Disagree 0 0%
Strongly 0 0%
disagree
Total 20 100%

1. Do the employees in the organizaton feel secured in their job?

Table No.5

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Particular No of % of
respondents respondents
Strongly 10 50%
agree
Agree 7 35%
Disagree 2 10%
Strongly 1 5%
disagree
Total 20 100%

2. Wether the medical facilities provided by the organizaton are

satisfactory?

Table No. 6

Particular No of % of

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respondents respondents
Strongly 9 45%
agree
Agree 7 35%
Disagree 3 15%
Strongly 1 5%
disagree
Total 20 100%

3. Are you motivated to work?

Table No. 7

Particular No of % of
respondents respondents
Yes 17 85%

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No 3 15%
total 20 100%

Yes
% of respondents; 85%; 5%

No of respondents
% of respondents

No of respondents; 1700%; 95%

4. How is an individual recognition for attaining performance in your

organization?

Table No. 8

Particular No of % of
respondents respondents
Strongly 8 40%

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agree
Agree 9 45%
Disagree 3 15%
Strongly 0 0%
disagree
Total 20 100%

5. How do you feel about the relationship with your co-worker?

Table No.9

Particular No of % of
respondents respondents
Excellent 10 50%
Good 7 35%
Poor 3 15%

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Total 20 100%

6. How do you feel about the rating level of satisfaction with the working
culture in the organization?

Table No. 10

Particular No of % of
respondents respondents
Highly 11 55%
satisfy
Satisfy 6 30%

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Average 3 15%
Total 20 100%

7. Do you the statement that top management is interested in motivating

the employee?

Table No.11

Particular No of % of
respondents respondents
Strongly 9 45%
agree
Agree 8 40%
Neutral 2 10%
Disagree 1 5%

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Total 20 100%

8. Which type of incentives provided by the organization?

Table No. 12

Particular No of % of
respondents respondents
Incentive 10 50%
awards
Promotion 5 25%
Appreciation 5 25%
Total 20 100%

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9. How are you satisfied with incentives provided by the organization?

Table No. 13

Particular No of % of
respondents respondents
Highly 6 30%
satisfy
Satisfy 7 35%
Average 5 25%
Dissatisfied 2 10%
Total 20 100%

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10. Which of the following factors motivates you most?

Table No.14

Particular No of % of
respondents respondents
Salary 12 60%
increase
Promotional 7 35%
task
Leave 1 5%
Recognition 0 0%
Total 20 100%

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11. How is your relationship with human resource department?

Table No.15

Particular No of % of
respondents respondents
Highly 15 75%
satisfied
Satisfied 5 25%
Dissatisfied 0 0%
Total 20 100%

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12. How do you feel about the duties and responsibilities at the company?

Table No.16

Particular No of % of
respondents respondents
Extremely 12 60%
happy
Very happy 6 30%
Happy 2 10%
Not happy 0 0%
Total 20 100%

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13. Whether there is a scope to utilize knowledge and talent of employees in

the organization?

Table No. 17

Particular No of % of
respondents respondents
Highly 8 40%
satisfied
Satisfied 4 20%
Average 6 30%
Dissatisfied 2 10%
Total 20 100%

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14. Does the company provide good career opportunities in the

organization?

Table No. 18

Particular No of % of
respondents respondents
Strongly 17 85%
agree
Agree 2 10%
Neutral 1 5%
Disagree 0 0%
Total 20 100%

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15. Do you feel motivation is an important management function?

Table No.19

Particular No of % of
respondents respondents
Yes 19 95%
No 1 5%
Total 20 100%

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16. How do you feel about job security?

Table No.20

Particular No of % of
respondents respondents
Highly 16 80%
secure
Secure 4 20%
Insecure 0 0%
Total 20 100%

CHAPTER – VI

FINDINGS, SUGGESTIONS AND CONCLUSION

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6.01. FINDINGS

 52.5% of the employee statement top management is interested in motivating the

employees.

 Employee’s responses the incentives type of the promotion.

 Incentive provide by the organisation employees respond to the satisfied.

 37.5% of the employees statement motivates factors most of salary increase.

 57.5% of the employees responded good relationship with co workers in company.

 47.5% of the employee’s statement relationship with HR deportment in organization.

 62.5%of the employees responded by the security in our organization.

 37.5% of the employees responded the behaviour of superior and co workers in

organization to extremely effectives

 37.5% of the employee’s statements training and orientation programs to overage in

this company.

 57.5% of the employees responded the work order and with more dedication in the
company.

 50% of the employee’s statements agree with good career opportunities with this
organisation

 55% of the motivation is an important management factor in the country.

 32.5%of the people responded to the average duties and responsibilities at this
company.

 40%of the employee’s statements satisfied with the working culture of the organisation.

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 46% of the employee’s statement to feel about the extremely happy the review system
at this company.

 47.5% of the employees responded very happy with jib overall.

6.02. SUGGESTIONS

 To provide employee career path development.

 To provide sound management of business and keep a employee happy.

 To good supervision from a crater who can guide and direct their activity.

 To recognition for their effort in the form of praise, rewards and advancement.

 To be part of a team, and enjoy the camaraderie sense of achievement that comes from
being part of successful team.

 To challenges that help team, grow and test their talents and stretch their abilities.

 To provide good environment to the employee to work within the company.

 To provide the training and development programmes.

6.03. CONCLUSION

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V S T has recognized the importance of human resource and hence adapted zvarious
Programmed for the development of its human resource. The entire programmed of safety.
Measures are only for the welfare of the employees. VST has been fairly successful in acquiring
such safety measures like shoes compulsory adapted. Enterprise managers recognize that
motivation is personal to the individual. If employee feels that they are being treated fairly,
they will be more likely to give their best, motivation comes from within individual.
Environment for motivating and engaging its people through the development of good
communication channels, appropriate training and honest and timely feedback.

BIBLIOGRAPHY

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Books:

 A.M. Sheikh, (2009), Human Resource Development and Management, S. Chand and
Company Private Limited, Ram Nagar, New Delhi - 110055, Page No. 107 to 108.

 P. Subba Rao, (1996), Essential of Human Resource Management and Industrial

Relations, Himalaya Publishing House Private Limited, Mumbai - 400004, Fifth edition
2011, Page No. 374 to 380.

 V. Vijay Durga Prasad, (2009), Organization Behaviour, J. V. Publishing House 15,

Gajendra Nagar, Near old FCI Gadawn, Shobhawatom Kidhani, Jodhpur - 342008, Page
No. 69 to 71.

Websites:

 Smartlearningway,bibogspot.Com.2015/01

 http//managementstudyguide.com/importance- motivation

 www.Yourarticlelibrary.com/business-management-6-major- benefits-of-motivation

 https/motivationblog1wordpress.com

 http//www.ukessays.com/essaysdefinition

ANNEXURE

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QUESTIONNAIRE

A STUDY ON EMPLOYEE MOTIVATION

(With special reference to VST Tractors and Tillers Private Limited, Mysore)
Respected Sir / Madam,
We are the students pursuing II year Master of Social Work (M.S.W.) at Dr. B. R. Ambedkar
Post Graduate Centre, University of Mysore, Chamarajanagar. As a part of M.S.W. curriculum,
we have taken up a project title as ‘A STUDY ON EMPLOYEE MOTIVATION’ (With special
reference to VST Tractors and Tillers Private Limited, Mysore). The project is undertaken to
understand the employee motivation of the employees so we are requesting you to co-operate
and give your opinion through the questionnaire. The information collected will be kept
confidential and it is used for the academic purpose only. Please fill this questionnaire, which
will be helpful for our project work.
Thanking you,
Yours faithfully,
Kanaka .N
Maheshwari .N
Sowmya .M

PART-A

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Personal Information of the Respondent

a) Name:
b) Gender:
c) Age:
d) Educational Qualification:
e) Designation:
f) Experience:
g) Department:
PART-B
1. Since how many years have you been working with this organization?
1. 0-5 years 3. 10-15 years
2. 5-10 years 4. More than 15 years
2. Whether the financial incentives motivate employee more than non-financial incentives.
1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
3. Are you satisfied with the salary drawn at present?
1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
4. Whether the good physical working conditions are provided in the organization.
1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
5. Do the employees in the organization feel secured in their job?
1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
6. Whether the medical facilities provided by the organization are satisfactory.
1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
7. Are you motivated to work?
1. Yes 2. No
8. How is an individual recognition for attaining standard performance in your organization?
1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree
9. How do you feel about the relationship with your co-workers?
1. Excellent 2. Good 3. Poor
10. How do you feel about the rating level of satisfaction with the working culture in
the organization?
1. Highly satisfy 2. Satisfy 3. Average
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11. Do you rate the statement that top management is interested in motivating the employee?
1. Strongly agree 2. Agree 3. Neutral 4. Disagree
12. Which type of incentives motivates you more?
1. Incentive awards 2. Promotion 3. Appreciation
13. How are you satisfied with incentives provided by the organization?
1. Highly satisfied 2. Satisfied 3. Average 4. Dissatisfied
14. Which of the following factors motivates you most?
1. Salary increase 2. Promotional task 3. Leave 4. Recognition
15. How is your relationship with human resource department?
1. Highly satisfied 2. Satisfied 3. Dissatisfied
16. How do you feel about the duties and responsibilities at the company?
1. Extremely happy 2. Very happy 3. Happy 4. Not happy
17. Whether there is a scope to utilize knowledge and talent of employees in the organization?
1. Highly satisfied 2. Satisfied 3. Average 4. Dissatisfied
18. Does the company provide good career opportunities in the organization?
1. Strongly agree 2. Agree 3. Neutral 4. Disagree
19. Do you feel that motivation is an important management function?
1. Yes 2. No
20. How do you feel about job security?
1. Highly secure 2. Secure 3. Insecure

Signature of the Respondent

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