A STUDY ON EMPLOYEE MOTIVATION AND JOB

SATISFACTION AT VALEO FRICTION PRIVATE

LIMITED KANCHIPURAM TAMIL NADU, INDIA

Submitted by

R.SUBIN

(Register No: 962619631055)

A Project Report

Submitted to the

FACULTY OF MANAGEMENT STUDIES

in partial fulfillment of the requirements for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI 600 025

JULY-2021
 UDAYA SCHOOL OF ENGINEERING UDAYA NAGAR,

VELLAMODI DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this project titled, “A study on Employee Motivation and Job

satisfaction at Valeo Friction Private Limited, kanchipuram, Tamil Nadu,

India” is the bonafide work of R.SUBIN (Reg.no:962619631055) who carried out

the research under my supervision. I further confirm that to the best of my

knowledge, the project report here does not form any part of other project report on

the basis of which a degree or award was conferred on an earlier occasion of this by

any other candidate.

Vellamodi Signature of the Guide

Forwarded By

Dr.S.T.ANAND MBA, M.Phil, PhD

Associate professor and Head of the Department

Vivavoice Examination held on.............................

Internal Examiner External Examiner

 DECLARATION

I hereby state that the project report titled “A study on Employee

Motivation and Job satisfaction at Valeo Friction Private Limited,

kanchipuram, Tamil Nadu, India” submitted for the partial fulfillment for the

award of degree of Master of Business Administration of Anna University, Chennai

600 025 is a record of independent work carried out by me and the best of my

knowledge. I assure you that a similar work has not been submitted earlier to Anna

University or other Institutions. The content of the report are based on the collected

information and observed by me.

Name of the Candidate : R.SUBIN

Registration Number 962619631055

Academic Year : 2019-2021

Signature of the Student

 ACKNOWLEDGEMENT

It has been such a pleasure, working and bringing out this project thanks and praises to
THE LORD who not only guides my directions but over rules my mistakes.

I take privilege to express my hearty thanks to my parents for their valuable support and
effort to complete this project.

I express my sincere thanks to the Honorable Chairman SHRI.Er.C.THAYAPARAN,

M.E, who have been having term endorsing fluency on my professional development.

I am thankful to our Principal in-charge Dr.S.JOTHI BASU, M.E, PhD for providing me
all the facilities and encouragement.

My sincere thanks to Dr.S.T.ANAND, M.B.A., M.Phil, PhD Associate Prof & Head
department of management studies. His valuable suggestions, constructive criticism
and words of encouragement during the compilation of the project keep me motivated
towards the task.

I would also like to extend my thanks to Mr.K.VENKADESH, M.B.A. Assistant

Professor; my internal guide was always available to bounce idea and often bounced
several new ones back to me with an infectious alacrity.

I also extend my sincere thanks to all our department staff members.

Last but not least, I thank my friends and everyone who encourage me to complete this
study in a successful manner.
 ABSTRACT

In the current scenario employee motivation and job satisfaction plays a vital role
in the success of any organization. Many researchers have done research work to find out
the effect of job satisfaction and motivation of employees to improve the productivity of
the company .The researcher of this thesis is very interested in this subject and wanted to
enhance knowledge in this topic. This study is focused on Employee Motivation and job
Satisfaction, from the perspective of employees. The company chosen for the study is
Valeo Friction Private Limited, kanchipuram, Tamil Nadu, India, were more than 300
employees working in this organization. The project titled for the study is “A study on
Employee Motivation and Job satisfaction”.

The core objective of the study is to identify the factors that motivate the
employees and employee’s job satisfaction level. The primary data is collected through
questionnaire. The secondary data was collected from research papers, website and
magazines through Google. The research design used was descriptive. The tools used for
this study are Percentage Analysis, ANNOVA and Correlation Co-efficient. The major
limitation of the study is that some of the respondents were not answer for the questions
completely due to their busy schedule.

The data was collected through well-structured questionnaire from the employees
and simple random sampling technique is used to select the samples for the study. The
sample size was 133. The study outcome revealed that Employees Motivation factors and
Job Satisfaction level is good in the organization. If they adopt the latest strategies of
employee motivation factors continuously they can give better productivity which results
in the growth of the organization and increases the job satisfaction level of the
employees.
 TABLE OF CONTENTS

CHAPTER PAGE
DESCRIPTION
NO NO
INTRODUCTION
1.1 INTRODUCTION 1
1.2 INDUSTRY PROFILE 2
I 1.3 COMPANY PROFILE 6
II REVIEW OF LITERATURE 10
RESEARCH METHODOLOGY
3.1 TOPIC OF THE STUDY 16
3.2 OBJECTIVES OF THE STUDY 16
3.3 SCOPE OF THE STUDY 16
3.4 POPULATION OF THE STUDY 16
3.5 RESEARCH DESIGN 16
3.6 SAMPLING TECHNIQUE 17
3.7 SAMPLE COLLECTION 17
3.8 SAMPLE UNIT 17
III
3.9 DATA COLLECTION 17
3.10 TOOLS USED FOR ANALYSIS 17
3.11 PERIOD OF STUDY 18
3.12 LIMITATION OF STUDY 18
DATA ANALYSIS AND INTERPRETATION
4.1 PERCENTAGE ANALYSIS 19
IV 4.2 ANOVA TABLE 37
4.3 CORRELATION 38
FINDINGS, SUGGESTION SAND
CONCLUSION
5.1 FINDINGS 40
5.2 SUGGESTIONS 41
V
5.3 CONCLUSION 42
BIBLIOGRAPHY 43
QUESTIONNAIRE 45
 LIST OF TABLE

TABLE NO TABLE NAME PAGE NO

4.1.1 GENDER OF THE RESPONDENT 19

4.1.2 AGE OF THE RESPONDENT 20

EDUCATIONALQUALIFICATION OF THE
4.1.3 21
RESPONDENT

4.1.4 MARTIAL STATUS 22

TABLE REWARD/ RECOGNITIONS ARE IMPARTIAL IN

23
4.1.5 MY COMPANY

PROMOTION IS FAIR AND IMPARTIAL IN MY 25

4.1.6
COMPANY

4.1.7 TABLE OF JOB SECURITY 26

4.1.8 REWARD/ RECOGNITION 27

4.1.9 WELFARE FACILITIES 28

4.1.10 RELATIONSHIP WITH EMPLOYER AND CO-WORKER 29

CO-WORKERS SHARE THEIR KNOWLEDGE AND

4.1.11 30
ABILITY
4.1.12 RELATIONSHIP BETWEEN EMPLOYEES 31
EMPLOYER BEHAVIOR WITH EMPLOYEES
4.1.13 IS SATISFIED 32

4.1.14 WORK IS ACCORDING TO QUALIFICATION AND SKILL 33

EMPLOYEES ARE SATISFIED WITH TOP
4.1.15 MANAGEMENT 34

4.1.16 SATISFACTION WITH WORKING ENVIRONMENT 35

4.1.17 FREEDOM TO DECISION MAKING IN WORK 36

 LIST OF CHARTS

TABLE NO CHART NAME PAGE NO

4.1.1 GENDER OF THE RESPONDENT 19

4.1.2 AGE OF THE RESPONDENT 20

EDUCATIONAL QUALIFICATION OF
4.1.3 21
THE RESPONDENT

4.1.4 MARTIAL STATUS 22

TABLE REWARD/ RECOGNITIONS ARE IMPARTIAL IN

23
4.1.5 MY COMPANY

PROMOTION IS FAIR AND IMPARTIAL IN MY 25

4.1.6
COMPANY

4.1.7 TABLE OF JOB SECURITY 26

4.1.8 REWARD/ RECOGNITION 27

4.1.9 WELFARE FACILITIES 28

4.1.10 RELATIONSHIP WITH EMPLOYER AND CO-WORKER 29

CO-WORKERS SHARE THEIR KNOWLEDGE AND

4.1.11 30
ABILITY
4.1.12 RELATIONSHIP BETWEEN EMPLOYEES 31
EMPLOYER BEHAVIOR WITH EMPLOYEES
4.1.13 IS SATISFIED 32

4.1.14 WORK IS ACCORDING TO QUALIFICATION AND SKILL 33

EMPLOYEES ARE SATISFIED WITH
4.1.15 TOP MANAGEMENT 34

4.1.16 SATISFACTION WITH WORKING ENVIRONMENT 35

4.1.17 FREEDOM TO DECISION MAKING IN WORK 36

 CHAPTER 1
1. INTRODUCTION

1.1 ABOUT THE STUDY

Employee Motivation and Job Satisfaction:

An employee is an individual who was hired by an employer to do a specific

job. He is a worker who gets paid an hourly wage or monthly salary for a set job based on his
performance.

Employee Motivation is the attitude employees have towards their work. It is the
desire and energy to do a job. It is what pushes them to perform in their job and achieve their
task level which helps to attain individual and as well as organizational goals.

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but the
satisfaction on the job.Job satisfaction relates to the total relationship between an individual
and the employer for which he is paid.Satisfaction means the simple feeling of attainment of
any goal or objective. Job dissatisfaction brings an absence of motivation at work.

The importance of employee motivation and job satisfaction is growing all the time in
the companies. Motivation is a set of energetic forces that originate both inside and outside
the individual to initiate work behavior, and to determine the form, direction, intensity and
duration of behavior. It is vital for both employees and employers. As work is a particular
central area of human activity and people spend most of their adult life in employment,
motivation remains inevitable for employees. Motivation is also important for employers as it
is the deciding factor of job satisfaction and job performance of the employees.

1
 1.2 INDUSTRY PROFILE

The automotive industry in India is one of the largest in the world with an annual
production of 23.96 million vehicles in F 2015-16 following a growth of 2.5%over the last
year. The automobile industry accounts for 7.1% of the country gross domestic product
(GDP). The 2 wheelers segment with 81% market share is the leader of the Indian
automobile market owing to a growing middle class and a young population. Moreover the
growing interest ofcompanies in exploring the rural markets further aided the growth of the
sector. The overall passenger vehicle segment has 13% market share.

India is also a prominent auto exporter and has strong export growth expectations for
the near future. In FY 2014-2015 automobile auto exporter grew by 15% over the last year
.In addition several initiatives by the government of India and the major automobile players
in the Indian market are expected to make India a leader in the 2 wheeler and 4 wheeler
market in the world by 2020.

1.2.1 Market Size:

The industry produced a total 14.25%million vehicles including PVs, commercial

vehicles, 3 wheeler&2 wheeler in April-Oct 2015 as against 13.83 in April –October 2014
registering a marginal growth of 3.07 %year to year.

The sales of PVs grew by 8.51%in April-October 2015 over the same period in the
previous year. The overall CVs segment registered a growth of 8, 02%in April-October 2015
as compared to same period last year. Medium & Heavy commercial vehicles (M&HCVs)
registered very strong growth of 32.3%while sales of light commercial vehicles (LCVs0
declined by 5.24% during April-October 2015 year to year.

2
1.2.2 History:

In 1897 the first car ran on an Indian road. Through the 1930s cars were imports only
and in small numbers.

An embryonic automotive industry emerged in India in the 1940s.Hindustan motors

was launched in 1942,long time competitor premier in 1944 building Chrysler dodge and fiat
products respectively .Mahindra &Mahindra was established by two brothers in 1945 and
began assembly of Jeep CJ-3A utility vehicles. Following independence in 1947 the
government of India and the private sector launched efforts to create an automotive –
component of manufacturing industry to supply to the automobile industry. In 1953 an
important substitution programmed was launched and the import of fully built up cars began
to be restricted.

1.2.3 1947-1970:

In 1952 the government appointment the first Tariff commission one of whose
purposes was to come out with a feasibility plan for the indigenization of the Indian
automobile industry. In 1953 the commission submitted their report which recommended
categorizing existing Indian car companies according to their manufacturing infrastructure
with licensed capacity to manufacture a certain number of vehicles with capacity increases
allowable as per demands in the future. The Tariff commission recommendations were
implemented with new polices that would eventually exclude companies that only imported
parts for assembly as well those with no Indian partner.

1.2.4 Passenger cars:

Hindustan Motors, Calcutta-technical collaboration with Morris Motors to

manufacture Morris oxford models that would later become HM Ambassador. Premier
Automobiles Bombay –technical collaboration with Chrysler to manufacture Dodge
Plymouth and Desoto models and with Fiat to manufacturing the 1100D which would later
with premier padmini range.

3
1.2.5 Utility and Light Commercial Vehicles:

Vehicle factory Jabalpur –started manufacturing Jonga Utility Vehicles and Vegan
1Ton (Nissan 4W73)in India under license from Nissan of Japan .They were the main troop
carriers of the Indian armed forces and much powerful than any other vehicles of their class.

1.2.6 Medium and Heavy Commercial Vehicles:

Vehicle factory Jabalpur –started manufacturing Shaktiman trucks with technical

assistance from MAN SE of Germany. The trucks were the main logistics vehicle of the
Indian army with several specialist variants.VFJ still is the sole supplier of Vehicles to the
Indian armed forces.

Heavy vehicles factory was established in 1965 in Avadi near Chennai to produce
tanks in India. Since its inception HVF has produced all the tanks of India including
vijayanta, Arjun, Ajeya, Bhishma and their variants for the Indian army .HVF is the only
tank manufacturing facility of India.

TATA motors ,Poona then known as TELCO-technical collaboration with Mercedes

Benz to manufacture medium to heavy commercial vehicles both bus and trucks. Hindustan
motors technical collaboration with general motors’ to manufacture the Bedford range of
medium lorry and bus chassis. Premier automobiles technical collaboration with Chryslers to
manufacture the dodge Fargo range of medium lorry panel vans mini-bus and bus
chassis.Simpsons &co, Madras –part6 of Amalgamations group TAFE Tractors technical
collaboration with ford to manufacture medium lorry and bus chassis but did not utilize that
option till 80’s.

1.2.7 Scooter, Mopeds &Motorcycles:

Known as Bajaj Chetek by Bajaj became the largest sold scooter in the world .Many
of the two wheelers manufacture were granted licenses in early 60’s well after the tariff
commission was enabled. Royal Enfield Madras technical collaboration with Royal Enfield
UK to manufacture the Enfield Bullet range of motorcycles.Bajaj Auto Poona technical
collaboration with piaggio Italy to manufacture their best sellingvespa range of scooter and
three wheelers with commercial option as well.

4
1.2.8 Two wheelers:

 TVS Motor
 Royal Enfield
 India Yamaha Motor
 Passenger vehicles:
 BMW India
 Ford India Private Limited
 Hyundai Motor India Limited
 Mitsubishi
 Renault Nissan Automotive India private limited
 Nissan motor India private limited
 Renault India private limited

1.2.9 Commercial vehicles:

 Heavy vehicles factory

 Engine factory Avadi
 Ashok Leyland
 BharatBenz
 SAME Deuts-Fahr tractors

5
 1.3 COMPANY PROFILE

Valeo Friction Materials India was set up in 1997 as a joint venture between the valeo
group and Anand, India to manufacture a new range of environment friendly clutch facings.
These products use water based process free from asbestos lead organic solvents aramid
fiber& ceramic fiber and are manufactured in compliance with July 2003 European
Regulations. With our fiber glass based technology valeo G5 clutch facings offer a longer
lifespan as well.As a leaders in dry friction products we use G5 (Generation 5) clean
technology for clutch facings. Our G5 clutch facings the first range of green clutch facings
enable our customers to considerably reduce atmos.1pheric emissions and improve working
condition. We develop generic products with each facing grade corresponding to the same
formula all over the world.

Valeo clutch facings provide enhanced driving comfort while offering a longer lifetime. The
company is a supplier to major original equipment manufacturers for passenger cars utility
vehicles, Trucks, Tractors and the three wheeler segment in India through leading clutch
makers.

We constantly endeavor to sustain our technological edge in the industry ensuring the
highest levels of quality and performance. Our R&D simulation testing measurement and
analysis use highly advanced information technology tools with to fully satisfy constantly
changing market requirements while offering cost competitive solution to our customers.

1.3.1 About the valeo Group:

Valeo is one of the largest automotive suppliers in the headquartered in Paris,

france.Valeo designs and products components integrated systems and modules for the
automotive industry with a focus on reduction of CO2 emission. Valeo the group has 124
plants, 21 research centers, 40 development centers, 12 distribution platforms and employs
68000 people in 28 countries worldwide.

In India valeo is headquartered in Chennai with 5 production sites in Chennai and pune and a
state of the art research centre in Chennai. It employs over 3000 people and supplies
products

6
to car makers that include ford, Nissan, Marathi, Hyundai, GM, Fiat, and Volkswagen&
Toyota.

Valeo friction materials Indian limited is a joint venture between valeo group, France
and Anand India .The company was set up in 1997 to manufacturing a range of 100%
environmental friendly clutch facings specially geared to improve driving comfort while
offering a longer lifetime.

1.3.2 Businees Activity Structure:

Valeo is made up of our business group and an aftermarket activity valeoservice. The
comfort and driving assistance system business group develops interface system between the
drivers the vehicle and the environment which help to improve comfort and safety. The
power train system business group develops innovative power train solutions aimed at
reducing fuel consumption and CO2 emission. The visibility system business group design
and produces innovative systems which offer the driver perfect visibility thereby improving
the safety of both driver and passenger.Valeo service supplies original equipment spares to
automakers and replacement parts to the independent aftermarket. It offers a wide range of
products and services for all aftermarket activities worldwide.

Commitment

Valeo commitment to sustainable development concerns all of its employees as well as its
customers and suppliers. This support from all parties is essential because we can only
perform well with everyone commitment.

OPERATIONAL EXCELLENCE AT VALEO:

Our Aim Is Simple:

To satisfy our customer by fulfilling their needs in terms of quality, cost & delivery.
To do this the group applies A ‘’5AXES’’ methodology that is rigorously implemented by all
of its employees.

7
1.3.3 THE 5 AXES:

At valeo total quality is a state of mind .It concerns everyone at every level and at every
movement.

Involvement of Personnel:

Because everyone whatever their position plays a part in quality basic valeo puts
employees at the heart of its operational excellence strategy .This involves recognizing their
skills enhancing them through training nag giving people the resources they need to carry out
their responsible. Employees are particularly encouraged to make suggestion for
improvement and to participate actively in the functioning of their autonomous team.

The Value Production System:

The quality of a product is closely linked to the organization at its production site. To
improve productivity and product quality valeo has developed its own production system
based on pull-flow organization, flexible production resources the elimination of all non-
productivity operations and stopping production at the first non-quality incident.

Constant Innovation:

Well considered design upstream leads to effective production downstream .To

develop its system and products valeo has set up on project teams and the simulation
engineering of product &process .This reduces development time and allows valeo design
high quality system and products that are robust easy to manufacture and cost effective.

Supplier Integration:

Thanks to valeo partnership with its suppliers the group benefits from their ability to
innovate and works with them to develop productivity plans and improve quality .Valeo
works particularly closely with a limited number of suppliers chosen from among the best in
the world with which it maintains mutually beneficial long term relations.

8
Total Quality:

In order to meet customer in terms of products and service quality total quality is
required thought the group and form its suppliers.

Reducing Co2 Emission Is A Proority For Valeo ‘S Innovations:

The principal technological development that our R&D teams are working on aim to
reduce vehicle fuel consumption. This is achieved by increasing internal combustion engine
performance using electric propulsion systems reducing the energy consumption of the
various system and reducing the weight of parts.Valeo is developing intuitive driving to
facilitate the interaction between the vehicles the driver and the surrounding
environment;Freeing up time for drivers to handle other tasks and improving vehicle safety;
these are the aims of delegated driving which calls on laser scanners –key enables for highly
automated driving due to their extended detection range wide field of view and accuracy –as
well as sensors and cameras. Vehicles that are connected to the surrounding environment
receive and transmit data in real time. This enables them to constantly adapt to driving
condition and allows controlling application and accessing certain vehicle data remotely via
Smartphone thank to the valeoInBlue system drivers can use their Smartphone or smart
watch to unlock, lock and start vehicle.

9
 CHAPTER II
2. REVIEW OF LITERATURE:

A literature is a body of text that aims to review the critical points of current
knowledge on a particular topic, the literature review usually precedes a research proposal
methodology and results section. Its ultimate goal is to bring the reader up to date with
current literature on a topic and forms the basis for other goals, such as future research that
may be needed in the area.

2.1 RESEARCH REVIEW:

According to Dr. WendellLather their article “Employees motivation, attitudes, and

turnover” International Journal of Human Resource Studies- 2014, vol.5, No.)

Motivating employees and keeping them satisfied are some of the ways that managers
and organizations retain employees and provide excellent service. Employees have attitudes
about different aspects of their job, their careers, and their organization. They are composed
of emotion, thought and behaviors. Employee’s turnover starts with an intension. Turnover
intention is caused by occupational stress. Highly level of turn over intension could be
attributed to occupational stresses. The need to enhance working condition to improve job
performance and convince employees not to leave their job.

According to Miles burke their article “Benefits for increased job satisfactionIOSR-
Journal of Business Management-Vol. 6Issue 2 Nov-Dec2012)

Encourages management to focus on strategies that increase job satisfaction creates

a more productive work force and higher rates of business success. Companies can save
money and increase profits but putting a focus on increasing job satisfaction for their
employees. Improving job satisfaction is grate both from costs and profits for the
organization itself, through realized efficiencies and reduces employees turnover, and also
for the employees themselves, though general happiness and satisfaction. The management
can focus on improving employee satisfaction to the benefits of every one.

10
According to Miriam T Abbah in their article “Employee motivation” ISOR Journal
Of Business Management (IOSR-JBM)-VOL 16, Issue 4ver, I, Apirl2014,pp 01-o8

This paper conclude that employee motivation is an intricate and sophisticicated subject
however contemporary managers must face and deal with it to obtain organizational success

According to Dina Maria Lute in their article “job motivation “The impact of Rewards
on employee job satisfaction in Bank International journal of BusinessManagementvol
6,issue 2,nov-dec 2012 ,pp 09-15

Job satisfaction and work performance in Romanian trade enterprise. The result showed that
motivation was too often associated with high salaryand too little with non financial rewards
in Romanian enterprise. The hypothesis of the study indicated the employee’s motivation
level connected to employee’s job performance and employee’s satisfaction level. Besides
employees satisfaction level connected with employee’s job performance and different facts
of the employee’s satisfaction influence the overall satisfaction level of employees. There
was no direct and divergent link between employee job satisfaction and the performance of
the organization in which they worked.

According to AdeyinkaTella in their article “Work motivation, Job satisfaction and

Organizational commitment of Library personal in Academic and Research Libraries
in Oyo State. Nigeria 2009)

Library personal must acknowledge that mental health is better anchored in intrinsic
motivational factors within one’s control. The need to assume responsibility for one’s career,
especially in a depressed economy, cannot be over emphasized.

According toNirav Dave in their article “job satisfaction of the Teacher of Higher
Education Institution” 2010

This article includes discussion on different perspectives regarding job satisfaction of teacher
oh higher education institutes. It has been found that job satisfaction of faculty members is
very critical aspects for all higher educational institutes and it affects performance of
employees and quality of education in all higher education institutes

11
According to Nadia Ayub in their article “Employee motivation and Work
Performance. A Comparatively Study of Mining Companies In Ghana –Journal of
Industrial Engineering and Management vol 3, no, 3

The was undertaken with 9 sub scales namely pay ,promotion , supervision, fringe benefits,
contingency rewards, operating conditions, co- workers , nature of work and communication.
The study showed that there was positive relationship between work motivation and job
satisfaction. The result highlighted that managers felt motivated by good work environment
with colleagues, interesting assignments feedback as well as compensation as money .The
result also indicated that there was a significant gender difference on variables of work
motivation.

Eisenberger, Roades, &Caneron (1999) conducted three studies that examined the
relationships for high performance with perceived self-determination and intrinsic
motivation. Study 1 found that pay for meeting a performance criterion had positive effects
in students’ perceived self determination and competence, expressed task enjoyment, and
free time spent performing the task (Eisenberger et al., 1999). Study 2 established that
perceived self-determination mediated positive relationships between employees’
performance reward expectancies and perceived organizational support, mood at work, and
job performance(Eisenberger et al., 1999). Study 3 demonstrated that performance reward
expectancy was positively related to employees’ expressions of interest in their ongoing
work activities (Eisenberger et al., 1999). The above studies conclude that people
understand the use of reward in everyday life, which involves the reward giver’s control
over the recipient, the person, group, or institution providing the reward (Eisenberger et
al.,1999).

12
 Laschinger, Finegan, and Shamian (2001) conducted a study to test
empowerment. They used a random sample of 412 staff nurses. The study was based off of
Kanter’s theory of organizational empowerment that argues that work environments that
provide access to information, support, resources, and opportunity to learn and develop,
empowers, and influences employee work attitudes, productivity, and organizational
effectiveness. Kanter suggests that as a result, employees are more satisfied with their work
and sense that management can trust that they can do whatever is necessary to ensure high
quality outcomes (Laschiner et al., 2001). ResultsfromLaschinger et al. (2001) study agree
with Kanter’s study and suggest that fostering work environments that enhance perceptions
of empowerment willenable positive effect on organizational members.

Results of Drake et al (2007) study agree with Spreitzers’ model that the two key
aspects of a firm’s control system are performance feedback and reward systems. These two
aspects have a significant aspect on perceived employee empowerment, task motivation and
performance. The Drake, Wong, and Salter study found that, “financial feedback has a
significant and positive effect on perceived impact, while performance based rewards have
significant and negative effects on self-determination and perceived competence” (p. 85).
Organizations should carefully consider the techniques that they use to increase feelings of
empowerment amongemployees.

In order for individuals to perform at a high level there needs to be some way to
measure the performance, and a way to give feedback that is empowering. “There is a
strong case that situational empowerment by itself is unlikely to promote performance
unless supported by appropriate feedback”(Leach, Jackson, & Wall, 2001, p. 873). When
individual performance does not have the appropriate feedback and rewards, employees will
not feel empowered to perform at a high level and meet the other objectives and goals of
theorganization.

13
 Bandura (as cited in Walumbwa et al., 2008) suggests that self-efficacy plays an
important role in task related performance. He believes that self-efficacy beliefs influence
an individual’s choice of goals and goal directed activities, emotional reactions, and
persistence in the face of challenge and obstacles (2008). Results of the Walumba et al.
study found, “transformational leadership relates to follower identification with work unit
and self-efficacy, which interacts with means efficacy to predict individual performance”
(p.12).
Vecchio, Justin, & Pearce found that, “both transactional and transformation
leadership had a negative interactive relationship for predicting the outcome of job
performance. The vision of the leader and intellectual stimulation were more positively
correlated with employee performance when the leaders were using low contingent
rewards” (2008, p. 71). Transformational leadership is a relatively new leadership style that
may positively relate to attitudes, behavior, and performance of employees. Vecchio et al.
study implies that the vision of the leader and intellectual stimulation is a more important
fact for increasing performance versus using a high amount of external rewards to predict
the outcome of job performance.

The Wegge et al. (2006) study used employees that worked at a call center where
task variety is repetitive. Results from the study found that there was a correlation between
motivating potential and job satisfaction, motivating potential and organizational
citizenship behavior, and motivating potential and turnover (Wegge et al., 2006). The
experiments from the Wegge et al study also found that motivating potential and
organizational identification correlated moderately (r=.36). “For customer service
representatives who were highly identified with their organization, a good task design
ensured better well being” (Wegge et al., 2006, p. 76). In both of the experiments in the
study, there was replicated strong relationships that exist between organizational
identification and several identification indicators of work motivation and well being in the
call center setting (Wegge et al., 2006). “A high organizational identification corresponded
with high work motivation (high job satisfaction, OCB, personal accomplishment, and low
turnover), and better employee well being, which consisted of lower health complaints,
lower emotional exhaustion, and depersonalization” (p. 78).

14
 Bandura (as cited in Walumbwa et al., 2008) suggests that self-efficacy plays an
important role in task related performance. He believes that self-efficacy beliefs influence
an individual’s choice of goals and goal directed activities, emotional reactions, and
persistence in the face of challenge and obstacles (2008). Results of the Walumba et al.
study found, “transformational leadership relates to follower identification with work unit
and self-efficacy, which interacts with means efficacy to predict individual performance”
(p.12)

15
 CHAPTER III
3. RESEARCH METHODOLOGY

3.1 TITLE OF THE PROJECT:

The title of the project is “A study on Employee Motivation and Job satisfactionat Valeo
Friction private limited kanchipuram Tamil Nadu, India”.

3.2 OBJECTIVES OF THE STUDY:

 To identify the factors that motivates the employees

 To measures the level of satisfaction of employees with respect of the company.
 Motivation techniques utilized to stimulate employee growth.
 To discover the various expectations that determine the satisfaction level of
employees.

3.3 SCOPE OF THE STUDY:

 This study helps to make better working environment.

 This research is useful for the management to know the satisfaction level of
employees.
 This study helps to make a management decision to the company
 This study helps to make a promotion policy.

3.4 POPULATION OF THE STUDY:

Valeofriction private limited include 300 employees

3.5 RESEARCH DESIGN

The research design for the study is descriptive. Descriptive research studies are these
which are concerned with describing the characteristic of a particular individual.

16
3.6 SAMPLING TECHNIQUE:

As far as the present study is concerned, the researcher has collected the data required
from the sample population by Simple Random Sampling Technique under Probability
Sampling method.

3.7 SAMPLE SIZE:

Data is collected from 133 employees of valeo friction private limited.

3.8 SAMPLE UNIT:

The study was conducted at valeo friction private limited Kanchipuram, Tamilnadu.

3.9 Method of Data Collection:

The study primarily depends on primary and secondary data.

3.9.1 Primary data:

Primary data is collected through well-structured questionnaire and from HR manager.

 Direct interview
 Direct observation

3.9.2 Secondary data:

On the other hand, are those which have already been collected by someone else and which
have already being passed through the statistical process. The methods of collecting primary
and secondary data differ since; primary data are to be originally collected, while in the case
of secondary data, the nature of data collection work is merely that of compilation.

3.10 STATISTICAL TOOLS FOR ANALYSIS:

 Percentage
 ANOVA table
 Correlation coefficient

17
3.11 PERIOD OF STUDY:

The period is from 1st March 2021 to 31st March 2021.

3.12 LIMITATIONS OF THE STUDY:

 The main source of data for the study was primary data with the help of self
administered questionnaires. So there are chances of biased information provided by
the respondents.

 It is difficult to elicit response from employees who do night shift.

 Difficult to get exact information because some of the employees are reluctant to
share the information.

 Some responders have not answered the questions seriously.

 Most of the employees were busy with their tight work and they don’t be disturbed.

 Within a limited time period a lot of information had to be collected.

18
 CHAPTER IV
4. DATA ANALYSIS AND INTERPRETATIONS

4.1 PERCENTAGE ANALYSIS

4.1.1 This table is shows the gender classifications of the respondents:

Gender Frequency Percentage

Male 112 84.2

Female 21 15.8

Total 133 100

4.1.1 This chart shows thegender classification of the respondents

Gender
120
100
80
60
Frequen

40
20
0

Disagree Strongly disagree

Gender

Inference:

The above table shows that the gender variation of the respondents. Here 84.2% of the
respondents belong to male category and 15.8% of the respondents belong to female
category. Which means in the concern male population is high.

19
4.1.2 This table shows the age wise classification of the respondents:

AGE Frequency Percentage

20-25 35 26.3

25-30 43 32.3

30-35 44 33.1

35-40 8 6

40 above 3 2.3

Total 133 100

4.1.2 This chart shows the age wise classification of the respondents

Age
50

40

30
Frequen

20

10

0
Disagree Strongly disagree
Age

Inference:

The above table gives the 33% of respondent belongs to the age group 30-35 and 2. %of the
respondent belongs to the age group of above 40.Here the majority of respondent belong to
the age group of above 30-35.

20
4.1.3 This table shows the education wise classification of the
respondents:

Education Frequency Percentage

Qualification

SSLC 2 1.5

HSC 14 10.5

Diploma 72 54

UG 38 29

PG 7 5.3

Total 133 100

4.1.3 This chart shows the education wise classification of the respondents

E.Q
80

60
Frequen

40

20

0
Disagree Strongly disagree

E.Q

Inference:

The above table shows that the education qualification 54.1% of the respondent are diploma
&post graduation and others are none of them study majority of respondent are diploma
qualification.

21
4.1.4 This table shows the marital status wise classification of
the respondents:

Marital status Frequency Percentage

Single 56 42

Married 77 58

Total 133 100

This chart shows the marital status wise classifications of the respondents

M.S
80

60
Frequen

40

20

0
Disagree Strongly disagree
M.S

Inference:

The above table shows that the marital status variation of the respondents. Here 77% of the
respondents belong to married category and 56% of the respondents belong to single
category. Which means in the concern married population is high.

22
4.1.5 This table shows the Reward/ Recognitions are impartial in
my company.

Factors No. of respondents Percentage

Strongly Agree 53 40

Agree 48 36

Neutral 19 14

Disagree 10 8

Strongly disagree 3 2

Total 133 100

4.1.5 This chart shows the reward / Recognitions are impartial in my company

.
45

40

35

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly disagree

23
Inference:

The above table and chart shows that the rewards/ recognitions are impartial in my
companyby the respondents. It is clear that the majority that is 40% of the respondents
strongly agree that the rewards and recognitions are impartial in my company, 36% of the
respondents agree, 14% of the respondents are neutral,8% of the respondents disagree and
2% of the respondents strongly disagree that the rewards/recognitions are impartial in my
company. Hence the table proves by the respondents that the rewards/recognitions are
impartial in my company.

24
4.1.6 This table shows the promotion is fair and impartial in my company.

Factors No. of respondents Percentage

Strongly Agree 48 36

Agree 53 40

Neutral 10 8

Disagree 19 14

Strongly disagree 3 2

Total 133 100

4.1.6 This chart shows the promotion is fair and impartial in my company.

45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows that the promotion is fair and impartial in my
companyby the respondents. 40% of the majority respondents only agree that the promotion
is fair and impartial in my company, 36% of the respondents strongly agree, 8% of the
respondents are neutral, 14 % of the respondents disagree and 2% of the respondents strongly
disagree that the promotion is fair and impartial in my company. Hence the table proves by
the respondents that the majority of the respondents only agree to it.

25
4.1.7 Table of Job security

Factors No. of respondents Percentage

Strongly Agree 35 26

Agree 42 32

Neutral 22 17

Disagree 18 14

Strongly disagree 16 11

Total 133 100

4.1.7 This chart shows the job security.

50
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:

The above table and chart shows the job security for the employees in the companyof
the respondents. It is clear that the majority that is 32% of the respondents only agree that
there is job security in the company, 26% of the respondents strongly agree, 17% of the
respondents are neutral, 14 % of the respondents disagree and 11% of the respondents
strongly disagree that there is no job security in the company. Hence the table proves there is
only 32% job security in the company.

26
4.1.8 This table shows the Reward/ Recognition

Factors No. of respondents Percentage

Strongly Agree 45 34

Agree 65 49

Neutral 12 9

Disagree 5 4

Strongly disagree 6 4

Total 133 100

4.1.8 This chart shows the Reward/ Recognition.

50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly

disagree

Inference:

The above table and chart shows that rewards/ recognitions are given to the
employees by the company for their contribution and achievementof the respondents. It is
clear that the majority that is 49% of the respondents only agree that the rewards and
recognitions are given by the company for achievement and contribution, 34% of the
respondents strongly agree, 9% of the respondents are neutral, 4% of the respondents
disagree and 4% of the respondents strongly disagree that the rewards/recognitions are not
given by the company. Hence the table proves by the respondents that 49% of the
respondents only agree to the rewards/recognitions given by the company for their
achievement.

27
4.1.9 This table shows the welfare facilities

Factors No. of respondents Percentage

Strongly Agree 75 56

Agree 35 26

Neutral 11 8

Disagree 7 5

Strongly disagree 7 5

Total 133 100

4.1.9 This chart shows the welfare facilities.

50
40
30
20
10
0

Strongly Agree Agree Neutral DisagreeStrongly disagree

Inference:

The above table and chart shows the welfare facilities provided by the companyof the
respondents. It is clear that the majority that is 56% of the respondents strongly agree that
there if good welfare facilities in my company, 26% of the respondents agree, 8% of the
respondents are neutral, only 5% of the respondents disagree and only 5% of the respondents
strongly disagree that there is no welfare facilities in the company. Hence the table proves
by the respondents that the company welfare facilities are excellent.

28
4.1.10 This table shows the relationship with employer and co-worker

Factors No. of respondents Percentage

Strongly Agree 18 13

Agree 48 36

Neutral 35 26

Disagree 25 19

Strongly disagree 7 5

Total 133 100

4.1.10 This chart shows the relationship with employer and co-worker.

50
40
30
20
10
0

Strongly Agree Agree Neutral DisagreeStrongly disagree

Inference:

The above table and chart shows the relationship between the employer and employee
in the companyof the respondents. It is clear that the majority that is 36% of the respondents
only agree that there is good relationship between the employees and employer in the
company, 13% of the respondents only strongly agree, 26% of the respondents are neutral,
19% of the respondents disagree and only7% of the respondents strongly disagree that there
is no good relationship between the employer and employees in the company. Hence the
table proves by the respondents that there is only 36% of the respondents agree there is good
relationship between the employees and employer.

29
4.1.11 This table shows the Co-workers share their knowledge and ability.

Factors No. of respondents Percentage

Strongly Agree 53 39

Agree 54 41

Neutral 16 12

Disagree 6 5

Strongly disagree 4 3

Total 133 100

4.1.11 This chart shows the co-worker share their knowledge and ability.

50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly

disagree

Inference:

The above table and chart shows the support given by the employees to their co-
workers in the companyof the respondents. It is clear that the majority that is 41% of the
respondents only agree that employees help to their co-workers in the company, 39% of the
respondents strongly agree, 12% of the respondents are neutral, 5% of the respondents
disagree and only 3% of the respondents strongly disagree that the employees won’t help
each other in their work. Hence the table proves by the respondents that the 41% only agree
to it.

30
4.1.12 This table shows the relationship between employees

Factors No. of respondents Percentage

Strongly Agree 56 42

Agree 64 47

Neutral 6 5

Disagree 5 4

Strongly disagree 2 2

Total 133 100

4.1.12 This chart shows the relationship between employees.

50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly

disagree

Inference:

The above table and chart shows the relationship between the employees in the
companyof the respondents. It is clear that the majority that is 47% of the respondents agree
that there is healthy relationship between the employees in the company, 42% of the
respondents strongly agree, 5% of the respondents are neutral, 4% of the respondents
disagree and 2% of the respondents strongly disagree that there in bad relationship between
the employees in the company. Hence the table proves by the respondents that the there is
good relationship between employees in the company.

31
4.1.13 This table shows the employer behavior with employees is satisfied

Factors No. of respondents Percentage

Strongly Agree 25 18

Agree 36 28

Neutral 48 36

Disagree 18 14

Strongly disagree 6 4

Total 133 100

4.1.13 This chart shows the employer behavior with employees is satisfied.

50
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:

The above table and chart shows the employer behavior with the employees in the
companyof the respondents. It is clear that the majority that is only 28% of the respondents
agree the employer behavior with employee in the company is good, 18% of the respondents
agree, 36% of the respondents are neutral, 8% of the respondents disagree and 2% of the
respondents strongly disagree that the behavior of the employer is not good. Hence the table
proves by the respondents that the behavior of the employer is not in a standard level.

32
4.1.14 This table shows the work is according to qualification and skill

Factors No. of respondents Percentage

Strongly Agree 43 32

Agree 59 44

Neutral 20 15

Disagree 9 7

Strongly disagree 2 2

Total 133 100

4.1.14 This chart shows the work is according to qualification and skill.

50

40

30

20

10

0 Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows the work to the employees is only according to the
qualification and skill in the companyof the respondents. It is clear that the majority that is
44
% of the respondents only agree that work is given to the employees according to skill and
qualification in the company, 32% of the respondents strongly agree, 15% of the respondents
are neutral, 7% of the respondents disagree and 2% of the respondents onlystrongly disagree
to it. Hence the table proves by the respondents that the work given to employees is based on
their skill and qualification.
33
4.1.15 This table shows the Employees are satisfied with top management

Factors No. of respondents Percentage

Strongly Agree 40 30

Agree 60 45

Neutral 10 8

Disagree 8 6

Strongly disagree 15 11

Total 133 100

4.1.15 This chart shows the employees are satisfied with top management.

50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly

disagree

Inference:

The above table and chart shows that whether the employees are satisfied with the top
management of the companyof the respondents. It is clear that the majority that is 45% of the
respondents only agree that the employees are satisfied with the top management, 45% of the
respondents agree, 8% of the respondents are neutral, 6% of the respondents disagree and
11% of the respondents strongly disagree with the satisfaction of the top management.
Hence the table proves by the respondents the employees are satisfied with the top
management.

34
4.1.16 This table shows the satisfaction with Working Environment

Factors No. of respondents Percentage

Strongly Agree 65 49

Agree 45 34

Neutral 6 4

Disagree 7 5

Strongly disagree 10 8

Total 133 100

4.1.16 This chart shows the satisfaction with working environment.

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows the employees satisfaction with the working
environment of the companyof the respondents. It is clear that the majority that is 49% of the
respondents strongly agree that they are satisfied with the working environment,34% of the
respondents agree, 4% of the respondents are neutral, 5% of the respondents disagree and 8%
of the respondents strongly disagree with the satisfaction of the working environment. Hence
the table proves by the respondents the employees are satisfied with the working
environment.

35
4.1.17 This table shows the Freedom to decision making in work

Factors No. of respondents Percentage

Strongly Agree 42 44

Agree 58 31

Neutral 20 15

Disagree 8 6

Strongly disagree 5 4

Total 133 100

4.1.17 This chart shows the freedom to design making in work.

50

40

30

20

10

0 Strongly Agree Agree Neutral Disagree Strongly

disagree

Inference:

The above table and chart shows thatthe employees are given freedom to take
decision to complete their workof the respondents. It is clear that the majority that is 44% of
the respondents strongly agree that they are given freedom to take decision to complete their
work, 31% of the respondents agree, 15% of the respondents are neutral, 6% of the
respondents disagree and only4% of the respondents strongly disagree with the decision
making process. Hence the table proves by the respondents the employees given full freedom
to take their decision in completing their work.

36
 4.2 ANNOVA TABLE

TESTING ON HYPOTHESIS
Ho= There is no significant difference between Education qualification& job
satisfaction level

H1=There is a significant difference between Education qualification& job

satisfaction level

EQ Mean SD Fvalue P value

SSLC 20 1.414 1.680 .159

+2 17.50 2.210
Diploma 16.53 2.403
UG 16.42 2.406
PG 16.29 2.356

Table: 4.2 Analysis of variance (ANOVA) (Education Qualification &job satisfaction

Denote by significance @5% level Interpretation:

Inference:

Since P value is < 0.01 then reject Ho is rejecting at 5% level of significance. Hence
concluded that there is a significant difference Education Qualification Job satisfaction.

37
 4.3 CORRELATION COEFFICIENT:

Correlation is a study of the linear relationship between two variables and express in
prices manner. The changes in value of one variable will affect the value of the other variable
then both the variables are correlated.

Ho= There is no significant difference between Motivates the employee& Relationship

between Employer&Employee

H1=There is a significant difference between Motivates the employee& Relationship

between Employer&Employee

X (Motivates the Employee) 56 64 6 5 2

Y (Relationship between the employer and employee) 18 48 35 25 7

( − ̅)( − )
=
∑( − ̅)2 ∑( − )2

x y − ) ( −
( − ) ( − ) ( − ) (
)( − )
56 18 29.4 -8.6 864.36 73.96 -256.84

64 48 37.4 21.4 1398.76 457.96 800.36

6 35 -20.6 8.4 424.36 70.56 -173.04

5 25 -21.6 -1.6 466.56 2.56 34.56

2 7 -24.6 -19.6 605.16 384.16 482.16

= 133 = 133 ̅)2 = 3759.2 )2 = 989.2 ̅)( − ) = 891.2

( − ( − ( −

̅ = ∑ = = 26.6

= ∑
= = 26.6

38
 ( − ̅)( − )
= ∑( − ̅)2 ∑( − )2

.
=√ . .

.
=√ .

.
= .

= 0.4621

Interpretation:

So there is a positive correlation co-efficient between motivates the employee &

relationship between employer & employee. Significances level is 1%.

39
 CHAPTER –V
5. FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS:

 Majority of the respondents belonged to the age group between 30-35 years (33%)
 Majority of the respondents belonged to the gender male (84%)
 Most of the respondents Qualification belong to Diploma (54%)
 Majority of the respondents are married (58%)
 40% of the employees strongly agree with Reward /recognitions are impartial in my
company
 40% of the employees agree with the promotion is fair and impartial in the company
 32% of the employees only agree with I feel secured with my job
 49% of the employees agree with I am more motivated to do my job when I feel am
recognized & appreciation for my contribution to the organization
 36% of the employees agree with smooth relation with your employer& co-workers
 41% of the employees agree with my co-workers share their knowledge & ability
with others
 31% of the employees agree with use my own judgment
 41% of the employees agree with my coworkers get along with each other
 36% of the employees are neutral with over all behavior of your employer
 44% of the employees are neutral with qualification skills
 45% of the employees agree with employees are satisfied with the top management
 49% of the employees strongly agree with employees get appreciation &rewards if
the desired work/target are accomplished
 56% of the employees disagree with welfare facilities provided to the employees by
the organization are satisfactory

40
5.2 SUGGESTIONS:

 Job security has long been one of the most positive aspects of valeo friction private
limited. If an employee is fired from the job his whole family suffers a lot. So once
an employee in hired before firing an ample opportunity and systematic procedure
should be followed in the organization. Very specific during covid-1p no employee
should be fired.
 To increase the productivity and communicate the message of an organization there
must be good and healthy relationship between employer and employee, employee
and co-workers then only the organization can achieve their goals and an employee
can attain his individual goal. So the relationship in the organization between the
employees and employer should be strengthen.
 Hence the company needs to introduce special scheme related to reward, gratuity,
promotion &other related benefits to enhance the employee’sjob satisfaction level.
 To encourage competitive culture in valeo friction limited seniority based and skill
should be considered in the promotion polices.

41
5.3 CONCLUSION:

A study on employee motivation& job satisfaction of respondents in valeo friction private

limited made the researcher to understand the various factor affecting the employee
motivation & job satisfaction of respondents in the valeo friction private limited. As far as
possible with in the given limits the study is completed with the motivation& satisfaction of
many people. While analyzing the various determinants of motivation& job satisfaction it
was noted that all individual does not derive the same degree of satisfaction thought they
perform the same job in the same environment and at the same time .Therefore it appears that
besides the natures of the job environment there are some variables that affect the job
satisfaction.

It is the employees who determine the development of the organization .Hence retaining the
staff and high level of motivation& job satisfaction is very important fact an a organization.
Through the study the researcher found some fact and with the help of her theoretical
knowledge identified some gray area put forward some suggestions to improve upon, which
is the key success of the organization.

42
REFERENCES

BIBLIOGRAPHY:

1. Mamoria C.B, Personal Management, 5th edition, New Delhi , Tata McGraw Hill
Publishing company limited 2008
2. Mena Panday, Himalaya Publishing House, 1988
3. Kothari C.R. Research Methodology ,methods of techniques 2nd edition ,New Delhi
,new Age International (p)ltd, publishers ,2004
4. Aswathappa, K. Human Resource and Personal Management
5. Sekaranuma, “Research methods for business a skill building approach “, 4th edition
New Delhi Wiley India (P) ltd 2007
6. Russ-Eft, D., &PreskilEvaluation in organization, New York basis books 2001
7. Temple B & YOUNG “Qualitative research and translation dilemma,” New York 2nd
edition 2004
8. William G Zikmund, Barry J Babine, Jon scar,, AtanuAdhikari, Mitch Griffin, Business
Research methods, a south Asian perspective, 8th engage learning New Delhi 2012
9.Khuzaeni, MS. Idrus, Djumahir, solemn, “The influence of work culture work stress to
the job satisfaction and employees motivation in the state treasury service office in
Jakarta ,Indonesia” IOSR Journal of business management 9IOSR-JBM0 e-ISSN:2278-
487X march-Apr.20130
10. James L 1989, Integrating work environment perceptions. Explorations in to the
measurement of meaning. International journal management 9IOSR-JBM0 e-ISSN: 2278-
487X march-Apr.20130

43
JOURNALS AND ARTICLES:
1. Dr. Wendell Lather their article “Employees motivation, attitudes, and turnover”
International Journal of Human Resource Studies- 2014, vol.5, No. 2)
2. Miles burke their article “Benefits for increased job satisfaction IOSR-Journal of
Business Management-Vol. 6Issue 2 Nov-Dec2012)
3. Miriam T Abbah in their article “Employee motivation” ISOR Journal Of Business
Management (IOSR-JBM)-VOL 16,Issue 4ver,I,Apirl2014,pp 01-o8
4. Dina Maria Lute in their article “job motivation “The impact of Rewards on
employee job satisfaction in Bank International journal of Business
Management vol 6,issue 2,nov-dec 2012 ,pp 09-15
5. Dr. Wendell Lather their article “Employees motivation, attitudes, and
turnover” International Journal of Human Resource Studies- 2014, vol.5, No. 2)
6. Miles burke their article “Benefits for increased job satisfaction IOSR-Journal
of Business Management-Vol. 6Issue 2 Nov-Dec2012)
7. Miriam T Abbah in their article “Employee motivation” ISOR Journal Of
Business Management (IOSR-JBM)-VOL 16,Issue 4ver,I,Apirl2014,pp 01-o8
8. Dina Maria Lute in their article “job motivation “The impact of Rewards on
employee job satisfaction in Bank International journal of Business
Management vol 6,issue 2,nov-dec 2012 ,pp 09-15

WEBLIOGRAPHY:
1. www.deccangroup.com
2. www.ekkigroup.com
3. www.pumpbazar.com
4. www.pointpumps.com
5. www.pumpkart.com
6.www.kaevelpumps.com
7. www.indusryweek.com
8. www.wikipedia.com
9. www.study.com
10.www.materialsmanagement.inf

44
APPENDIX

QUESTIONNAIRE

“A STUDY ON EMPLOYEE MOTIVATION AND JOB SATISFACTION AT VALEO

FRICTION PRIVATE LIMITED”

Respected sir/Madam

This study is intended as a part of my MBA program, the accomplishment of which I would
like to gather some information from you all. The information collected will be kept
confidential for my academic research purpose only .I will be grateful if you spent some time
to fill it up.

PART A

PERSONAL DETAILS:

1) Name:

2) Age

A) 20-25 yrs b) 25-30 yrs c) 30-35 yrs d) 35-40 yrs e) Above 40 yrs

3) Gender

a) Male b) Female

4) Marital Status

a) Single b) Married

5) Education Qualification

a) SSLC b) +2 c) Diploma d) UG e) PG

45
 PART B
FACTORS THAT MOTIVATES THE
EMPLOYEE
S.NO QUESTION SA A N DA SDA

1 Reward /recognitions are impartial in my company

2 Promotion in my company are fair &impartial

3 I feel secured with my job

4 I am more motivated to do my job when I feel I am

recognized & appreciation for my contribution to the
organization.
5 Whether the available statutory &non statutory
welfare facilities your company motivates yours
Self-confident

RELATIONSHIP BETWEEN EMPLOYEER & EMPLOYEE

S.NO QUESTION SA A N DA SDA

1 How do you feel the smooth relation with your

employer& co workers
2 My co-workers share their knowledge &ability with
others

3 I have freedom to use my own judgment

4 I like the way my co-workers get along with each

other
5 How satisfied are you with the overall behavior of
your employer

46
 JOB SATISFACTION LEVEL

S.NO QUESTION SA A N DA SDA

1 Your work is according to your qualification & skills

2 Employees are satisfied with the top management

3 Employees get appreciation & rewards if the desired

work /target are accomplished

4 Welfare facilities provided to the employees by the

organization are satisfactory

5 How do you feel the working environment

47