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PARTICULARS

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CHAPTER I
1.

INTRODUCTION

2.

STATEMENT OF THE PROBLEM

3.

SCOPE OF THE STUDY

10

4.

OBJECTIVES OF THE STUDY

11

5.

REVIEW OF LITRATURE

12

6.

RESEARCH METHODOLOGY

19

7.

LIMINATION OF THE STUDY

21

CHAPTER II
8.

PROFILE OF THE COMPANY

22

CHAPTER III
9.

ANALYSIS INTERPRETAITON

29

10.

HYPOTHESIS TESTING

81

CHAPTER IV
11.

FINDINGS

86

12.

SUGGESTION

88

13.

CONCLUSION

89

14.

BIBLIOGRAPHY

90

ANNEXURE

S.NO
LIST OF TABLE

PAGE
NO.

Distribution of respondents beside on age

29

Distribution of respondents based on sex wise classification

31

Distribution of respondents based on cadre wise classification

33

Distribution of respondents based on department wise


classification

35

Distribution of respondents based on education qualification

37

Distribution of respondents based on experience of executives

39

Distribution of respondents based on proud of work

41

Distribution of respondents based on job rotation

43

Distribution of respondents based on qualification and


experience

45

10

Distribution of respondents based on welfare measures

47

11

Distribution of respondents based on medical facility

49

12

Distribution of respondents based on hospitalities

51

13

Distribution of respondents based on relaxation

53

14

Distribution of respondents based on insurance policy and


monetary funds

55

15

Distribution of respondents based on recreation activities

57

16

Distribution of respondents based on productivity

59

17

Distribution of respondents based on skills and knowledge

61

18

Distribution of respondents based on Rewards and recognition

63

19

Distribution of respondents based on stress and conflicts

65

20

Distribution of respondents based on work in a big organization

67

21

Distribution of respondents based on opportunity of


professional growth

69

22

Distribution of respondents based on job security and job


satisfaction

71

23

Distribution of respondents based on members treat friendly

73

24

Distribution of respondents based on emergency motivation

75

25

Distribution of respondents based on Working culture

77

26

Distribution of respondents based on improve of the morale

79

S.NO

LIST OF CHARTS

PAGE NO.

Distribution of respondents beside on age

30

Distribution of respondents based on sex wise classification

32

Distribution of respondents based on cadre wise


classification

34

Distribution of respondents based on department wise


classification

36

Distribution of respondents based on education qualification

38

Distribution of respondents based on experience of


executives

40

Distribution of respondents based on proud of work

42

Distribution of respondents based on job rotation

44

Distribution of respondents based on qualification and


experience

46

10

Distribution of respondents based on welfare measures

48

11

Distribution of respondents based on medical facility

50

12

Distribution of respondents based on hospitalities

52

13

Distribution of respondents based on relaxation

54

14

Distribution of respondents based on insurance policy and


monetary funds

56

15

Distribution of respondents based on recreation activities

58

16

Distribution of respondents based on productivity

60

17

Distribution of respondents based on skills and knowledge

62

18

Distribution of respondents based on Rewards and


recognition

64

19

Distribution of respondents based on stress and conflicts

66

20

Distribution of respondents based on work in a big


organization

68

21

Distribution of respondents based on opportunity of


professional growth

70

22

Distribution of respondents based on job security and job


satisfaction

72

23

Distribution of respondents based on members treat friendly

74

24

Distribution of respondents based on emergency motivation

76

25

Distribution of respondents based on Working culture

78

26

Distribution of respondents based on improve of the morale

80

IMPROVE EMPLOYEE MORALE THROUGH


MOTIVATION IN HMIL
1. INTRODUCTION OF THE STUDY
People are common element in every organization. They create innovation
for which organizations are noted viewed from the perspective of an organization.
People are resources but not resources like land, capital but human resource as
slogan at union carbide put it is asset males things possible people make things
happen.
Man power (or) human resources may be thought of as the total
knowledge skill. Creative ability, talent and attitude of an organization work force
as well as values benefits of an individuals. It is the most valuable assets of an
organization and not the money or the physical equipment.
Human resources development is a modern concept of personnel
management. It is the development of individuals skills, knowledge creative
ability, talent, towards the job.

For the development of these things the

organization has to plan and manage human resources.


Once an organization grows beyond attempts are made to estimate the
organization future human resource, though an activity called human resource
planning and the main purpose is to improve the productivity contribution of the
people to the organization. To achieve its purpose and objectives the human
resources development obtains develop, Utilizes, Evaluates maintains and retain
the right members and type of workers to provide the organization with an
appropriate work force.
Human resource planning systematically forecast an organization future
demand for and supply of employees by estimating the number and types of

employees needed the personnel department can better plan its selection and other
things.
The main aspects of human resource development are job analysis
recruitment selection, training placement etc., human resource is partially
responsible for ensuring employee.
Satisfaction with job is important to keep. Human resources management
is in perspective and it aids other department. This project is limited to the study
of improve Employee morale through motivation. It is an attempt made by the
researcher to understand the level of employee welfare activities and motivation
among the employees in the Hyundai motor India ltd.

IMPORTANCE OF MOTIVATION

Inducement of employee in the workplace motivation is important to induce


an employee to contribute to his maximum capabilities
Higher efficiency well motivated employees put in maximum efforts in
discharging their duties.
Optimum of resource motivated employees do not shirk their duties it is
therefore. Possible to make optimum use of the enterprise resource
particularly, materials and machines.
Avoidance of loss due to mishandling and breakage properly motivated
employees are always careful in their work.
No complaints and grievances well motivated employee do not make
unnecessary complaints about anyone or anything.

Better human relations when an organization has properly motivated staff


there will be better interpersonal relationship.
Avoidance of strikes and lack out employees resort to strike only when their
demands are not concerned by their employer.
Reduction in labour turnover. Labour turnover is the ration of workers
leaving the organization to the average number of worker working during a
given period of time.

THE FOLLOWING BENEFITS AND SERVICES ARE PROVIDED


BY THE COMPANY:
Free Lunches
Coffee breaks
Dinner for the family
Birthday treats
Desk Accessories
Calendars
T-shirts
Certificates

Letters of appreciation
Office with a Air condition
Membership of recreation clubs.
Use of company facilities for personal projects
Movie tickets
Vacation trips
More responsibility
Job rotation
Special Assignment
Training

FRINGE BENEFITS ARE PROVIDED BY THE COMPANY


1. Pension plans
2. Group life insurance

3. Group health insurance


a) medical expenses
b) Disability incomes
4. Guaranteed annual wage
5. Prepaid legal plans
6. Child care leave
7. Sick leave
8. Dental benefits
9. Suggestion awards
10. Service awards
11. Vacations
12. Holidays
13. Travel allowance
14. Company car and subsidies
15. Moving expenses
16. Uniform and tool expenses
17. Employee meal allowance

18. Discounts on employers good and services


19. Child care facilities

THE FOLLOWING EMPLOYEE FACILITIES ARE


PROVIDEDBYTHECOMPANY
A appropriate wage
Drinking water
Uniform
Refreshment
Safety equipment
Good interaction from other executives.
Transport facility
Canteen facility
Job security
Motivation for the well done work

PERQUISITES FACILITIES ARE PROVIDED BY THE COMPANY:


A company provided car.
Accessible, no cost parking
Counseling service, including financial and legal services.
Professional meeting and conferences
Spouse travel.
Home entertainment allowance
Special dining privileges
Season tickets to entertainment events.
Special relocation expenses
Use of company credit cards
Medical expense reimbursement coverage for all medical costs.
Reimbursement for childrens college expenses

PROFILE OF THE COMPANY


INTRODUCTION:
Dream, Strive, Achieve is the mantra of every individual working in
HYUNDAI MOTORS INDIA LIMITED (HMIL) US $570 million Company

situated in an extensive 535 acre facility located in TamilNadu.. HMIL houses


state of the art production techniques and has a workforce of more than 3900
employees. HMI is a wholly owned subsidiary of Hyundai Motor Corporation
Korea, which is US $28 billion strong company.
Hyundai brings with itself latest in Technology, Quality and People
practices ensuring in providing the right sync to produce the best cars so as to
bring out the best in people.
About HMIL:
Hyundai Motors India Limited (HMIL) is a wholly owned subsidiary of
Hyundai Motor Company, South Korea and is the second largest and the fastest
growing car manufacturer in India. HMIL presently markets 35 variants of
passenger cars in six segments. The Santro is in the B segment, Getz in the B+
segment, the Accent and Verna in the C segment, the Elantra in the D segment, the
Sonata Embera in the E segment and the Tucson in the SUV segment.
The company recorded combined sales of 252,851 during calendar year
2005 with a growth rate of 17.26% over year 2004. HMIL is Indias fastest
growing car company having rolled-out 10,00,000 cars in just 90 months since its
inception and is the largest exporter of passenger cars with exports of over
Rs.1,800 crores. HMIL has recorded a growth of 27.2% in exports.
HMILs fully integrated state-of-art manufacturing plant near Chennai
boasts some of the most advanced production, quality and testing capabilities in
the country. In continuation of its investments in providing the Indian customer
global technology, HMIL has recently started the functioning of the second plant
which has increased the production from 3,00,000 units per annum to 6,00,000 per
annum.

HMIL has many awards in its bouquet. Sonata Embera won Executive Car
of The Year 2006 award by business Standard Motoring Magazine and Tucson
has been declared as SUV of The Year by NDTV Profit-Car & Bike awards
2006. The mid-size sedan Accent won two awards, Accent Petrol-No.1 Entry midsize car and Accent Diesel No.1 mid size diesel car by TNS. It was declared The
Star Company amongst unlisted companies by Business Standard in the year
2006. Getz got the coveted Car of the Year 2005 award twice over. It was
declared a winner by both Business Standard Motoring and CNBC-TV 18 Autocar
Auto awards.
MILESTONE OF HMI
May 1996: government approval
Dec

1996: ground breaking ceremony

Sep

1998: launched SANTRO Debut(countrys 1st high tech compact car)

Mar

1999: HMI becomes 2nd largest automobile manufacturer of the country

Oct

1999: hyundai accent debut(a luxary car)

Jun

2000: achievement by made 1,00,000 vehicles

Jul

2000: exported 760 Accent&santro cars to Algeria

Jul

2001: hyundai SONATA debut

Mar

2002: santro zip plus(with 1.1 ltr E-Epsilon engine)

Aug

2002: Accent viva debut

Sep

2002: santro automatic debut

Oct

2002: accent CRDI debut

Oct

2002: sonata V6 debut(2.7 V6 engine)

Dec

2002: 3,50,000 vehicle rolled out

May 2003: santro xing debut


Dec

2003: 5,00,000 vehicle rolled out

Feb

2004: exported 660 engine to Malaysia.

2004: launch of luxury sedan elantra.


2005: launch of SUV Tucson and sonata embera.
2006: rollout of 10,00,000th car.
2007: launch of i10 (most awarded car of year 2007)

Introduction to production shops- An Overview

Hyundai motor India indulges the world class technology as the input for their
process, which contributes towards the making of Indias top quality cars, which
are carried out in various shops.
1. Press shop
2. Body shop
3. Paint shop
4. Engine shop
5. Transmission shop
6. Plastic shop
7. Assembly shop
8. Aluminum cast shop
9. Vendors

PRESS SHOP
In the press shop all the sheet metal panels, like the floor, doors, roof,
fenders, hood and tailgate of car are produced using equipment like blanking line,
tandem press line, transfer press line etc. the panels are stored in pallet sent to the
body shop for welding..
BODY SHOP
In body shop all the sheet metal panels and parts, which are supplied from
press shop and vendors respectively are converted into final shape of the car body.
Body manufacturing is divided into floor, side, build, moving, and complete. After
welding the complete body is sent to paint shop through conveyor skid for
painting.

PAINT SHOP
The car bodies which arrive here from the body shop are painted in
conveyors and controlled process. The purpose of painting is to give corrosion
resistance property and appearance value to the car body. the coat of paint must
give to the surface the desired color gloss, the abrasion and the corrosion
resistance.
When the appearance is beautiful, it raises the cars value. Paint is applied
on the car body by air spraying. The spraying is done with all spray guns and
accessories.
There are 14 shades of paint that can be applied with one single booth.
Fourteen stages of painting facility and 122 sets of spray accessories are available
to achieve better quality application.

ENGINE SHOP
In machine shop main components like cylinder block, cylinder head, cam
shaft, crank shaft and connecting rod, which need precision dimensional accuracy,
are machined using special purpose machines. Machine shop is getting raw
material from MIP and from vendors. Then these components are supplied to
Engine shop and transmission shop assembly of engine.

TRANSMISSION SHOP
Transmission shop consists of transmission assembly, heat treatment, and
clutch housing, sleeve, speed gears, shaft and diff gear lines and development.
Fully computerized Numerical controlled machines, fully automated geartesting machines to check critical dimensions and detect defects like nick, burr and
run out etc. Sophisticated transmission dynamo tester with built in high sensitive
sensors for measuring vibration and software to analyze performance.

PLASTIC SHOP
This shop consists of injection molding line and bumper painting line. In
injection molding line, crash pad, front and rear bumpers, luggage room side trims
left and right and all door trims are produced in the injection-molding machine and
then supplied to the assembly shop.

ALUMINIUM CAST SHOP

In Al-cast shop, a critical component of the engine i.e. cylinder head is


made by die casting process in aluminum foundry. Basic requirement of the HiTech engine is to manufacture defect free casting for cylinder head. Then these
components are sent to engine shop.

VENDORS
Except few parts produced in house, most of the car parts are produced
from vendor. Vendor development department coordinates with the vendors for the
development of different parts like fasteners all kinds of electrical items including
lamps, wiring harnesses etc.

ASSEMBLY SHOP:
The output from various shops reaches here where it is assembled to get the
complete car. The two major inputs to this shop come from paint shop, engine
shop and transmission shop. This shop is fully automated which again can deliver
25 UHP. The different accessories added to the painted body are wheels, the
engine, the glasses, the suspension system, the seating arrangement, the steering
system, etc,

3. REVIEW OF LITERATURE

Hertzbergs theory of motivators and hygiene factors


Hertzberg (1959) constructed a two-dimensional paradigm of factors affecting
peoples attitude about work. He concluded that such factors as company policy,
supervision, interpersonal relations, working condition, and salary are hygiene
factors rather than motivators. According to the theory, the absence of hygiene
factors can create job dissatisfaction, but their presence does not motivate or
create satisfaction.
In contrast, he determined from the data that the motivators were elements
that enriched a persons job; he found five factors in particular, which were strong
determiners of job satisfaction: achievement recognition, the work itself,
responsibility, and advancement. These motivators (satisfiers) were associated
with long-term positive effects in job performance while the hygiene factors
(dissatisfies) consistently produced only short-term changes in job attitudes and
performance, while quickly fell back to its previous level.
In summary describe a persons relationship with what she or he does,
many related to the tasks being performed. Dissatisfies, on the other hand, have to
do with a persons relationship to the context or environment in which she or he
performs the job. The satisfiers relate to what a person does while the dissatisfies
relate to the situation in which the person does what he or she does.

Motivational Maintenance Theory:


Herzberg developed the Motivational Maintenance Theory. The process of
development of this theory consisted of interviews with more than 200 engineers
and accountants. The interview were asked to recall incidents at work that they
associated with experiencing high or low self-esteem. Result of these interviews
indicated that positive feelings were often associate with achievement, recognition,
etc., and negative feelings with the work environment such as company policies,
relationships with co-workers and supervisors, job security, working conditions,
etc. This theory proposes that adding achievement, recognitions and variables of
that kind to the work environment increases motivation.

Reinforcement Theory:
This theory is based on the work of skinner. Skinner believed that reinforcing
behavior would lead to its repetition. Consequently, behavior not reinforced was
less Likely to be repeated in order for companies to apply this theory with success,
effective reinforcers need to be identified.

Hulls Drive Reduction Theory:


In his drive reduction theory he states that the stimulus (S) affects the
organism (O) and the resulting response(R) depends upon characteristics of both O
and S (Hull, 1943). This concept identifies reinforcement as a very important
factor determining learning, however it emphasizes that drive reduction plays an
even more important role in behavior when compared to other theoretical
frameworks. Lets look at Hulls theoretical framework:

1. Organisms possess a hierarchy of needs, which are aroused under


conditions of stimulation and drive.
2. Habit strength increase with activities that are associated with primary of
secondary reinforcement.
3. Habit strength aroused by a stimulus other than the one originally
conditioned depends upon the closeness of the second stimulus in terms of
discrimination thresholds.
4. Stimuli associated with the cessation of a response become conditioned
inhibitors.
5. The more the effective reaction potential exceeds the reaction threshold, the
shorter the latency response.
Hulls theoretical framework indicates that many types of variables can
influence motivation and learning And the concept of habit strength hierarchy
needs to be given special attention. It stresses that the likelihood of a specific
response changes according to not only the reward but also the efficiency of
other variable,.

Sign Learning (E. Tolman):


This theory, also referred to as purposive behaviorism, is often given credit
for

creating a

connection between behaviorism and cognitive

theory

(Tolman,1932) According to Tolman an organism ,earns by pursuing signs to a


goal . Tolman emphasized the organized aspect of learning.
The stimuli which are allowed in are not connected by just simple one-toone switches to the outgoing responses. Rather the incoming impulses are usually
a Worked over and elaborated in the central control room into a tentative
cognitive-like map of the environment. And it is this tentative map, indicating

routes and paths and environmental relationships, which finally determine what
responses. if any the organism will finally make,
According to his theory there are five types of learning

Approach learning
Escape learning
Avoidance learning
Choice-point learning, and
Latent learning

All of which depend upon a certain structured process. Many variables such
as goal-oriented behavior, mediated by expectations, perception, representation
etc. play an equally important role in the motivational process. Thus, the emphasis
of Tolmans theoretical approach is the relationship between stimuli rather than
between stimulus and response.

Principles of Tolmans Theory

learning is always purposive and goal-directed learning often involves the


use of environmental factors to achieve a goal (e, g, means-ends-analysis)
organization will select the shortest or easiest path to achieve a goal. In
other words. Motivation serves to create intention and goal-seeking acts

that are relevant to an individuals desire for success, the expectancy of


success, and the incentives provided (Ames & Ames.1989).

BERNARD MALAMUD

Performance feedback is not same as an annual appraisal. Give actual


performance feedback as close in time to the occurrence as possible. Use
the formal annual appraisal to summarize the year, not surprise the worker
with past wrong.
Recognize that workers want to know when they have done poorly. Dont
succumb to the fear of giving appropriate criticism; your workers need to
know when they are not performance well. At the same time, dont forget to
give positive feedback. It is, after all, your goal to create a time that
warrants praise.
Comments concerning desired improvements should be specific, factual,
unemotional, and directed at performance rather than at employees
personally. Avoid making overall evaluative remarks (such as, That work
was shoddy) or comments about employee personalities or motives (such
as, youve been careless). Instead, provide specific, concrete details about
what you feel needs to be improved and how.
Keep the feedback relevant to the employees role. Dont let your
comments wander to anything not directly tied to the tasks at hand.
Listen to employees for their views of problems. Employees experience and
observation often are helpful in determining how performance issues can be
best dealt with, including how you can be most helpful.
Remember the reason youre giving feedback-you want to improve
performance, not prove your superiority. So keep it real, and focus on what
is actually doable without demanding the impossible.

Follow up and reinforce. Praise improvement or engage in course


correction-while praising the effort-as quickly as possible.
Dont offer feedback about something you know nothing about. Get
someone who know the situation to look at it.

CONCLUSION
Motivated employees are crucial to a companys success-this has never
been truer than today, when margins are thin (or nonexistent) and economic
recovery remains elusive. These hard bottom-line realities may also mean that
managers cant rely as much as they might have in the past on using financial
incentives to drive employee engagement. But, if the company has a solid
approach to talent management, a bad manager can overcome a great deal of
corporate mismanagement while creating enthusiasm and commitment within their
units. While individual manager cant control all leadership, they can still have a
profound influence on employee motivation.
The most important thing is to provide employees with a sense of security. One
in which they do not fear that their will be in jeopardy if their performance is not
perfect and one in which layoffs are considered an extreme last resort, not just
another for dealing with hard times.
But security is just the beginning. When handled properly, each of the above
mentioned practices will play a key role in supporting your employees goals for
achievement, equity, and camaraderie, and will enable them to retain the
enthusiasm they brought to their roles in the first place.

OBJECTIVES OF THE STUDY


A study on different types of motivation/welfare programme which
contributes to the improvement of Employee morale.
SECONDARY OBJECTIVES: To study whether the welfare facilities has a direct Impact on productivity.
To study what type of welfare Facilities are provided to employees in
HMIL.
Does the employee motivation through effective adoption of welfare
measures contribute to the growth of the organization.
KEY OBJECTIVES:
There is significance difference between executives and age group.
There is significance difference between education qualification and years
of experience.
To test the samples are drawn from the same population.

SCOPE OF THE STUDY

This study was conducted in Hyundai motor India Limited. The finding
will reflect executive of welfare activities in Hyundai motor India Limited.

This finding will help to

HMIL to understand, how the welfare activities

provide and how it reaches to the employees.

This study was conducted what types of motivational/welfare programme to


improve the employee morale.

LIMITATION OF THE STUDY


The employee came in shift hours. So the researcher find difficult in
collecting data from them.
It fails to explain the relationship between the level of motivation
and productivity.
Some of the respondents are answered in biased.
Most of the respondents feel that it is difficult to spent more time to
answer the questions.
There is chance of simplifying the response by the respondents since
they were asked to tell about their participation in management what
they have. So there is possibility of bias.

STATEMENT OF THE PROBLEM

The topic chosen for the study on Improve employee morale through
motivation, HMIL in Chennai Motivation act as a . Important tool for
Improve the employee morale and increase the productivity of the
organization. The survival of the company is fully depends upon its quality
human recourses, so the company give much concentration for maintaining the
employees morale in a work place, than only the company can achieve its entire
goal with economically.
The lazyness is a nature of the human being. So the company should take
necessary steps to avoid the lazyness during the working time.
Motivation in the from of monitary and non-monitary some respondents
are satisfied through monitary motivation and remaining employees are satisfied
only through non-monitary motivation the motivation helps to organization for
maintaining the cordial relationship between the employee and employer and also
it helps to maintaining the peaceful atmosphere in the organization.

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research
problems. It guides us how research is done scientifically. It consists of the
different steps that are generally adopted by the researcher to study this research
problem along with logic behind them.

Research Design:
The aim of present investigation is to study the improve employee morale
through motivation in HMIL.

Data collection:
In this study to collect the required data the researcher has used both
primary and secondary sources of information.
Complete enumeration of all the members of the sample, frame was
conducted with help of a detailed structured questionnaire schedule.

Sampling unit:The present investigation was carried out in the white collar employees of
Hyundai motor India Limited.

Sampling size:
Out of 1000 white collar employees, 100 of them are taken as sample, the
sampling technique applied for present study is stratified random sampling.

Data analysis:1. Percentage Analysis, scaling technique

2. Chisquare test
3. Charts such as bar charts and pie chart

DATA ANALYSIS AND INDERPRETATION:

TABLE - 1
Distribution of respondents beside on age:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

20-30

48

48

30-40

49

49

40-50

50 and above

Total

100

100

From the above table, it is clearly that the majority (49%) of the
respondents are in the age group of 30-40 years, followed by 48% respondents are
in the age group of 20-30 years, 2% respondents are in the age group of 40-50
years, and finally 1% respondent is in the age group of 50 and above.

CHART 1
Distribution of respondents beside on age:

TABLE 2
Distribution of respondents based on sex wise classification:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Male

85

85

Female

15

15

Total

100

100

From the above table, it is clearly that the majority 85% of the respondents
are male, and rest 15% of respondents are female.

CHART 2
Distribution of respondents beside on age:

TABLE - 3

Distribution of respondents based on cadre wise classification:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Executive

37

37

Junior executive

63

63

Total

100

100

From the above table, it is clearly that the majority 63% junior executives
and rest 37% of respondents are executives.

CHART 3
Distribution of respondents based on cadre wise classification:

TABLE - 4

Distribution of respondents based on department wise classification:-

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Admin

25

25

Production

25

25

Procurement

25

25

Sales and marketing

25

25

Total

100

100

The ratio of the respondents working in the various divisions is equal.

CHART 4
Distribution of respondents based on department wise classification:-

TABLE 5

Distribution of respondents based on education qualification:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

UG

63

63

PG

37

37

Total

100

100

From the above table It is clearly that the majority 63% of the respondents
are graduates, and rest 36% of respondents are post graduates.

CHART 5
Distribution of respondents based on education qualification:

TABLE 6

Distribution of respondents based on experience of executives:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

1-3 years

23

23

3-6 years

29

29

6-9 years

16

16

9-12 years

32

32

Total

100

100

From the above table, it is clearly that the majority 32% of the respondents
are having 9-12 years of experiences, followed by 29% respondents are having 3-6
years of experiences, 23% respondents are having 1-3 years of experiences, and
rest 16% respondents are having 6-9 years of experiences.

CHART 6
Distribution of respondents based on experience of executives:

TABLE 7

Distribution of respondents based on proud of work:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

37

37

Agree

63

63

Disagree

Strongly disagree

Total

100

100

The table source shows that about 63% of the respondents agree that they
proud of working in that organization, and the rest 37% of respondents of
strongly agree.

CHART 7
Distribution of respondents based on proud of work:

TABLE - 8

Distribution of respondents based on job rotation:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

50

50

Agree

44

44

Disagree

Strongly disagree

Total

100

100

From the above table, it is clear that the maximum 50% of the respondents
strongly agree on job rotation, followed by 44% of the respondents agree, and
the rest 6% of the disagree.

CHART 8
Distribution of respondents based on job rotation:

TABLE 9

Distribution of respondents based on qualification and experience:-

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

37

37

Agree

62

62

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 62% of the respondents are in the category
of agree followed by category of 37% strongly agree and rest 1% falls in the
category of disagree.

CHART 9
Distribution of respondents based on qualification and experience:-

TABLE 10

Distribution of respondents based welfare measures:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

39

39

Agree

47

47

Disagree

11

11

Strongly disagree

Total

100

100

From the above table, maximum 47% of respondents are in the category of
agree, followed by 39% respondents are in the category of strongly agree,
category of 11% disagree, and rest 3% of respondents are in the category of
strongly disagree.

CHART 10
Distribution of respondents based welfare measures:

TABLE 11

Distribution of respondents based on medical facility:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

41

41

Agree

40

40

Disagree

14

14

Strongly disagree

Total

100

100

From the above table, maximum 41% of respondents are in the category of
strongly agree followed by 40% respondents are in the category of agree
category of 14% disagree, and rest 5% of respondents are in the category of
strongly disagree.

CHART 11
Distribution of respondents based on medical facility:

TABLE - 12
Distribution of respondents based on hospitalities:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

28

28

Agree

63

63

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 63% of respondents are in the category of
agree, followed by 28% respondents are in the category of strongly agree,
category of 6% disagree, and rest 3% of respondents are in the category of
strongly disagree.

CHART 12
Distribution of respondents based on hospitalities:

TABLE - 13
Distribution of respondents based on relaxation:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

36

36

Agree

38

38

Disagree

18

18

Strongly disagree

Total

100

100

From the above table, maximum 38% of respondents are on the category of
agree, followed by 36% respondents are in the category of strongly agree,
category of 18% disagree, and rest 8% of respondents are in the category of
strongly disagree.

CHART 13
Distribution of respondents based on relaxation:

TABLE - 14
Distribution of respondents based on insurance policy and monetary funds:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

29

29

Agree

53

53

Disagree

12

12

Strongly disagree

Total

100

100

From the above table, maximum 53% of respondents are in the category of
agree, followed by 29% respondents are in the category of strongly agree
category of 12% disagree, and rest 6% of respondents are in the category of
strongly disagree.

CHART 14
Distribution of respondents based on insurance policy and monetary
funds:

TABLE - 15
Distribution of respondents based on recreational activities:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

34

34

Agree

45

45

Disagree

11

11

Strongly disagree

10

10

Total

100

100

From the above table, maximum 45% respondents are in the category of
agree, followed by 34% respondents are in the category of strongly agree,
category of 11% disagree, and rest 10% of respondents are in the category of
strongly disagree.

CHART 15
Distribution of respondents based on recreational activities:

TABLE - 16
Distribution of respondents based on productivity:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

41

41

Agree

53

53

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 53% of respondents are in the category of
agree followed by 41% respondents are in the category of strongly agree, and
rest 6% of respondents are in the category of disagree.

CHART 16
Distribution of respondents based on productivity:

TABLE - 17
Distribution of respondents based on skills and knowledge:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

35

35

Agree

48

48

Disagree

12

12

Strongly disagree

Total

100

100

From the above table, maximum 48% of respondents are in the category of
agree followed by 35% respondents are in the category of strongly agree,
category of 12% disagree, and rest 5% of respondents are in the category of
strongly disagree.

CHART 17
Distribution of respondents based on skills and knowledge:
17

TABLE - 18
Distribution of respondents based on rewards and recognition:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

31

31

Agree

51

51

Disagree

13

13

Strongly disagree

Total

100

100

From the above table, maximum 51% of respondents are in the category of
agree followed by 31% respondents are in the category of strongly agree,
category of 13% disagree, and rest 5% of respondents are in the category of
strongly disagree.

CHART 18
Distribution of respondents based on rewards and recognition:

TABLE - 19
Distribution of respondents based on stress and conflicts:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

32

32

Agree

56

56

Disagree

11

11

Strongly disagree

Total

100

100

From the above table, maximum 56% of respondents are in the category of
agree, followed by 32% respondents are in the category of strongly agree,
category of 11% disagree, and rest 1% of respondents are in the category of
strongly disagree.

CHART 19
Distribution of respondents based on stress and conflicts:
19

TABLE - 20
Distribution of respondents based on work in a big organization:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

36

36

Agree

60

60

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 60% respondents are in the category of
agree, followed by 36% respondents are in the category of strongly agree,
category of 2% disagree, and rest 2% of respondents are in the category of
strongly disagree.

CHART 20
Distribution of respondents based on work in a big organization:

TABLE - 21
Distribution of respondents based on opportunity for professional growth:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

30

30

Agree

59

59

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 59% respondents are in the category of
agree followed by 30% respondents are in the category of strongly agree,
category of 8% disagree, and rest 3% of respondents are in the category of
strongly disagree.

CHART 21
Distribution of respondents based on opportunity for professional
growth:

TABLE 22
Distribution of respondents based on job security and job satisfaction:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

44

44

Agree

40

40

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 44% respondents are in the category of
strongly agree, followed by 40% respondents are in the category of agree,
category of 9% disagree, and rest 7% of respondents are in the category of
strongly disagree.

CHART 22
Distribution of respondents based on job security and job satisfaction:

TABLE - 23
Distributions of respondents based on members treat friendly:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

29

29

Agree

55

55

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 55% of respondents are in the category of
agree, followed by 29% respondents are in the category of strongly agree,
category at 9% disagree, and rest 7% of respondents are in the category of
strongly disagree.

CHART 23
Distributions of respondents based on members treat friendly:

TABLE - 24
Distribution of respondents based on emergency motivation:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

26

26

Agree

57

57

Disagree

11

11

Strongly disagree

Total

100

100

From the above table, maximum 57% respondents are in the category of
agree, followed by 26% respondents are in the category of strongly agree,
category of 11% disagree, and rest 6% respondents are in the category of
strongly disagree.

CHART 24
Distribution of respondents based on emergency motivation:

TABLE 25

Distribution of respondents based on working culture:

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

38

38

Agree

46

46

Disagree

10

10

Strongly disagree

Total

100

100

From the above table, maximum 46% respondents are in the category of
agree, followed by 38% respondents are in the category of strongly agree,
category of 10% disagree, and rest 6% of respondents are in the category of
strongly disagree.

CHART 25
Distribution of respondents based on working culture:

TABLE - 26
Distributions of respondents based on improve the morale.

S.NO

Particular

Total No. of
Respondents

Percentage (%)

Strongly agree

37

37

Agree

57

57

Disagree

Strongly disagree

Total

100

100

From the above table, maximum 57% respondents are in the category of
agree, followed by 37% respondents are in the category of strongly agree,
category of 4% disagree, and rest 2% respondents are in the category of strongly
disagree.

CHART 26
Distributions of respondents based on improve the morale.

FINDINGS
1. The majority of the respondents are found to be in the category of the age
group between 30-39 years.
2. Majority of the respondents are male
3. Almost the respondents are executives
4. The ratio of the respondents working in the various divisions is equal.
5. The majority of respondents are graduates.
6. The majority of the respondents are found to be experience of executives
between 9-12 years.
7. The majority of the respondents are agree to proud of work.
8. The majority of the respondents are strongly agree their job experience
9. The majority of the respondents are agree their qualification and
experience
10. The majority of the respondents are agree their welfare measures
11. The majority of the respondents are strongly agree their medical facility
12. The majority of the respondents are agree their hospitalities.
13. The majority of the respondents are agree their relaxation
14. The majority of the respondents are agree their insurance policy and
monetary funds.
15. The majority of the respondents are agree their recreational activities.

16. The majority of the respondents are agree their productivity


17. The majority of the respondents are agree their skills and knowledge.
18. The majority of the respondents are agree their rewards and recognition
19. The majority of the respondents are agree their stress and conflicts
20. The majority of the respondents are agree their work in a big organization
21. The majority of the respondents are agree their opportunity for professional
growth.
22. The majority of the respondents are strongly agree their job security and job
satisfaction.
23. The majority of the respondents are agree their members treat friendly.
24. The majority of the respondents are agree their emergency motivation.
25. The majority of the respondents are agree their working culture.
26. The majority of the respondents are agree their improve the morale.

SUGGESTION

The workers are dis satisfied with the job security, so the organization has
to take necessary steps job security.
Most of the respondents are dis satisfied with the housing facilities and
transportation facilities. So the organization may arrange the facilities.
Most of the respondents are dis satisfied with the retirement benefit. So the
organization may improve the retirement benefit, according to the service
provided by the employee.
The company should provide required working environment to the
employees.
Job satisfaction of employee have a positive correlation with the
productivity of the company should try to enhance job satisfaction of its
employee.

CONSLUSION
Employee motivation is very essential for good organization health.
Motivation plays a vital role in HR department with functions of employee
performance.

This is project is a source of HYUNDAI MOTOR INDIA LIMITED where


motivation is also one of the strength where function. Employee motivation is a
sufficient concept where superior has to implement a force plan to employee.

From the analysis and research motivation can be improved HYUNDAI


MOTOR INDIA LIMITED and organization can be developed and employees
performance and organization can be developed in future.

HYPOTHESIS TESTING

1. Chi-square test

Age wise
20-30

30-40

Total

Gadre
wise
Executives

34

39

Junior

46

15

61

Executives

Total

51

49

100

0-E

(0-E)2

(O-E)2/E

19.89

-14.89

221.71

11.146

34

19.11

14.89

221.71.

11.601

46

31.11

14.89

221.71

4.819

15

29.89

-14.89

221.71

14.780

TOTAL

42.346

Degrees of freedom

( r-1 )

( c-1 )

( 2-1 )

(2-1 )

1*1

=1
Table value =3.841

The calculate value of chi-square is much greater than table value, hence the ( H
0 ) hypotheses is rejected.
Significance relationship between executives and age group.

2. Chi-square test

Years of
experience
And

1-3

3-6

6-9

9-12

Total

Qualifications

U .G

P .G

26

25

12

63

32

37

Total

26

30

12

32

100

O-E

(0-E)2

(O-E)2/E

26

16.38

9.62

92.54

5.649

25

18.9

6.1

37.21

1.968

12

7.56

4.44

19.71

1.642

11.1

6.1

37.21

32

11.84

20.16

406.42

7.442

12.700

29.401

Degrees of freedom

( r 1)

( c 1)

( 4 1)

( 2 1)

3*1

=3

Table value = 7.81

The calculated value of chi-square is much greater than table value; hence the (H0)
hypothesesis is rejected

Significance relationship between education qualification and years of


experience.

BIBILOGRAPHY

BOOKS

HUMAN RESOURCE MANAGEMENT

4th Edition 2005. Aswathappak


P.Subba Rao,

RESEARSH METHODOLOGY

By kothari &gupta

Websites

www.google.com
www.yahoo.com

CONSLUSION

Employee motivation is very essential for good organization health.


Motivation plays a vital role in HR department with functions of employee
performance.

This is project is a source of HYUNDAI MOTOR INDIA LIMITED where


motivation is also one of the strength where function. Employee motivation is a
sufficient concept where superior has to implement a force plan to employee.

From the analysis and research motivation can be improved HYUNDAI


MOTOR INDIA LIMITED and organization can be developed and employees
performance and organization can be developed in future.