CONTENTS

CHAPTER TITLE OF CONTENTS PAGE NO

I INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
1.2 DEFINITIONS
1.3 THEORIES OF EMPLOYEE’S SATISFACTION
II THEME OF THE STUDY
2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
2.3 REVIEW OF LITERATURE
2.4 OBJECTIVES OF THE STUDY
2.5 SCOPE OF THE STUDY
2.6 LIMITATIONS OF THE STUDY
III METHEDOLOGY
3.1 RESEARCH METHEDOLOGY
3.2 RESEARCH DESIGN
3.3 SAMPLE DESIGN
3.4 DATA COLLECTION METHOD
3.5 DATA ANALYSIS
1V ANALYSIS AND INTERPRETATION
4.1 SIMPLE PERCENTAGE ANALYSIS
4.2 CHISQUARE ANALYSIS
4.3 ANOVA
V FINDINGS,SUGESSTIONS AND CONCLUSION
5.1 FINDINGS OF THE STUDY
5.2 SUGGESTIONS OF THE STUDY
5.3 CONCLUSION
V FINDINGS,SUGESSTIONS AND CONCLUSION
6.1 BIBLIOGRAPHY
6.2 QUESTIONNAIRE
 LIST OF TABLES

Table Title Page

No No
1. Gender of the employees
2. Age of the employees
3. Education qualification of the employees
4. Marital status
5. Monthly income of the employees
6. Designation of the employees
7.
Experience of the Employees
8. Are you satisfied with the support from the HR department
9. Management is really interested in motivating of the employee
10. Type of Incentives motivates More
11. Satisfaction Level of Incentives offered
12. Offering Periodical Increases in Salary
13. Job Security Exist in the company
14. Maintaining Good relationship with Co workers
15. Performance appraisal system maintained in your company
16. Good Safety Measures adopted in the company
17. Appraisal activities are helpful to get motivated
18. Support from the co-worker helps to get motivated
19. Organization recognize and acknowledge your work
20. Incentives and Other benefits influences your performances
21. Management involvement in decision making
22. Changes required to improve the work place environment
23. Sponsoring Social Events after working hours to employees
24. Every job can be mode most stimulating and challenging
25. Factors which motivates mostly in the organization
26. Adapt yourself to the changing and unexpected conditions

LIST OF CHARTS
Chart Title Page
No No
1. Gender of the employees
2. Age of the employees
3. Education qualification of the employees
4. Marital status
5. Monthly income of the employees
6. Designation of the employees
7.
Experience of the Employees
8. Are you satisfied with the support from the HR department
9. Management is really interested in motivating of the employee
10. Type of Incentives motivates More
11. Satisfaction Level of Incentives offered
12. Offering Periodical Increases in Salary
13. Job Security Exist in the company
14. Maintaining Good relationship with Co workers
15. Performance appraisal system maintained in your company
16. Good Safety Measures adopted in the company
17. Appraisal activities are helpful to get motivated
18. Support from the co-worker helps to get motivated
19. Organization recognize and acknowledge your work
20. Incentives and Other benefits influences your performances
21. Management involvement in decision making
22. Changes required to improve the work place environment
23. Sponsoring Social Events after working hours to employees
24. Every job can be mode most stimulating and challenging
25. Factors which motivates mostly in the organization
26. Adapt yourself to the changing and unexpected conditions

CHAPTER-I
 CHAPTER 1

1. INTRODUCTION
Introduction An issue which usually generates a great deal of attention from most managers,
administrators and those involved in Human Resources Management is the issue of how to
successfully motivate employee. While it is true that aspects like staff recruitment,
controlling, managing, leading, and many more are of great importance to the success of an
organization, Employee Motivation is generally considered a core element in running a
successful business. In the organizational setting the word “Motivation” is used to describe
the drive that impels an individual to work. A truly motivated person is one who “wants” to
work .Both employees and employers are interested in understanding motivation if
employees know what strengthens and what weakens their motivation, they can often
perform more effectively to find more satisfaction in their job. Employers want to know what
motivates their employees so that they can get them to work harder. The concept of
motivation implies that people choose the path of action they follow. When behavioral
scientists use the word motivation, they think of its something steaming from within the
person technically, the term motivation has its origin in the Latin word “mover” which
means “to move”. Thus the word motivation stands for movement. If a manager truly
 understands his subordinate’s motivation, he can channel their “inner state” towards
command goals, i.e., goals, shared by both the individual and the organization. It is a well-
known fact that human beings have great potential but they do not use it fully, when
motivation is absent. Motivation factor are those which make people give more than a fair
day’s work and that is usually only about sixty-five percent of a person’s capacity .Obviously
, every manager should be releasing hundred percent of an individual’s to maximize
performance for achieving organizational goals and at the same to enable the individual to
develop his potential and gain satisfaction. Thus every manager should have both interest
and concern about how to enable people to perform task willingly and to the best of their
ability. At one time, employees were considered just another input into the production of
goods and services. What perhaps changed this way of thinking about employees was
research, referred to as the Hawthorne Studies, conducted by Elton Mayo from1924 to 1932
This study found employees are not motivated solely by money and employee behavior is
linked to their attitudes. The Hawthorne Studies began the human relations approach to
management, whereby the needs and motivation of employees the primary focus of
managers.
1.1.2 Definition of Motivation:
Motivation is a process that starts with a physiological or psychological deficiency or
need that activates behavior or a drive that aimed at a goal or an incentive.
"The only way to get people to like working hard is to motivate them. Today, people must
understand why they're working hard. Every individual in an organization is motivated by
something different." - Rick Pitino
“Employee motivation is a reflection of the level of energy, commitment, and creativity
that a company's workers bring to their jobs.”
"Psychological forces that determine the direction of a person's behavior in an
organization, a person's level of effort and a person's level of persistence."- G. Jones and
J. George from the book "Contemporary Management."
1.1.3 Importance of Motivation:
Motivation is a very important for an organization because of the following benefits it provides:-
 Puts human resources into action
Every concern requires physical, financial and human resources to accomplish the goals. It is
 through motivation that the human resources can be utilized by making full use of it. This
can be done by building willingness in employees to work. This will help the enterprise in
securing best possible utilization of resources.
 Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his qualifications and
abilities. For getting best of his work performance, the gap between ability and willingness
has to be filled which helps in improving the level of performance of subordinates.
This will result into-
 Increase in productivity,
 Reducing cost of operations, and
 Improving overall efficiency.
1.1.4 What motivates employees?
Every person has a different reason for going to work. These reasons are as individual as
whichever person you may ask. But all of the reasons for working share a common thread.
We all obtain something from work we need. There is much discussion about the value of
extrinsic motivation (monetary and other material rewards) versus intrinsic motivation where
people are driven by what’s inside them not by the trappings of success.
Whereas I recognize how critical extrinsic motivation is–we all need to be rewarded fairly for the
job that we do-in my experience the most effective factors relating to employee motivation
are related to intrinsic motivation:
1. Empowerment: Feeling trusted and empowered is a tremendous motivator.
2. Growth: Feeling that they are growing and developing personally
3. Inclusion: ‘To belong’ is a fundamental need, whether as a member of a family, peer group,
network, team or company. It’s human nature to want to be on the inside, not the outside.
4. Purpose: Today people care more about what happens tomorrow, and want to contribute to
ensuring the future of our children, and the health of our communities and planet.
5. Trust: the fabric that holds it all together and makes it real.
The Role of Motivation:
Why do we need motivated employees?
The answer is survival. Motivated employees are needed in our rapidly changing workplaces.
Motivated employees help organizations survive. Motivated employees are more productive.
 To be effective, managers need to understand what motivates employees within the context
of the roles they perform. Of all the functions a manager performs, motivating employees is
arguably the most complex. This is due, in part, to the fact that what motivates employee’s
changes constantly. For example, research suggests that asemployees' income increases,
money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting
work becomes more of a motivator.
Mechanism of motivation:
Motivation is the process that starts with physiological or psychological deficiency or need that
activate behavior or a drive that is aimed at a goal or incentive.
The following diagram depicts the motivation process.
Mechanism of Motivation
Needs Drives Goal
Deprivation Reduction
With of Drives
Direction
Thus, the key to understanding motivation lies in the meaning of, and relationship between needs,
drives and goals Needs: Needs are created whenever there is a physiological or
psychological imbalance For example: A need exists when cells in the body are deprived of
food and water or when the personality is deprived of other people who serve friends or
companions. Although psychological may be based on a deficiency, sometimes they are not.
For instant, and individuals with a strong need to get ahead may have a history of consistent
success· Drives: “Drives (Or motives) are set up to alleviate needs. Psychological needs can
be simply defined as a deficiency with direction. Physiological or psychological drives are
action – oriented and provide energizing thrust towards reaching an incentive or goals. They
are at the very heart of the motivational process. The needs for food and water are translated
into hunger and thrust drives, and the need for friend becomes a drives affiliation. Thus,
drive is a psychological state which moves an individual satisfying need· Goals: At the end
of the motivational cycle is the goal or incentive. It is anything that wills that will alleviate a
need and reduce a drive. Thus, attaining a goal will tend to restore physiological or
psychological balance and will reduce or cut off the drive. Eating food, drinking water and
obtaining friends will tend to restore the balance and reduce the corresponding drives food,
 water and friends are the incentive are the goals in this example.
1.1.5 Types of Motivation
There are many types of motivation. Motivational techniques have been experienced by every
person from birth. We learn behavior through motivation. We live our whole lives because of
motivation. The question that remains however is this: What motivation should a person
have? This is important because our motivation decides our behavior. Some types of
motivation are more effective than others. However, the perfect motivation for you can only
be decided by one person: YOU . Why do people do what they do? Why do we go on every
day, living our lives and trying to find justification for our existence? Some people think that
they can find purpose in the things that motivate them. Others just see the motivation and
react automatically. There is no one thing that motivates people to perform certain actions.
People are different, so it follows that their motivations have to be different.
Here are some types of motivation:
Achievement:-
This is the motivation of a person to attain goals. The longing for achievement is inherent in
every man, but not all persons look to achievement as their motivation. They are motivated
by a goal. In order to attain that goal, they are willing to go as far as possible. The
complexity of the goal is determined by a person's perception. To us, the terms "simple" and
"complex" are purely relative. What one person thinks is an easy goal to accomplish may
seem to be impossible to another person
Socialization:-
Some people consider socialization to be their main motivation for actions. This is especially
evident in the situation of peer pressure. Some people are willing to do anything to be treated
as an equal within a group structure. The idea of being accepted among a group of people is
their motivation for doing certain things.
Incentive motivation:-
This motivation involves rewards. People who believe that they will receive rewards for doing
something are motivated to do everything they can to reacha certain goal. While achievement
motivation is focused on the goal itself, incentive motivation is driven by the fact that the
goal will give people benefits. Incentive motivation is used in companies through bonuses
and other types of compensation for additional work. By offering incentives, companies hope
 to raise productivity and motivate their employees to work harder.
Fear motivation:-
When incentives do not work, people often turn to fear and punishment as the next tools. Fear
motivation involves pointing out various consequences if someone does not follow a set of
prescribed behavior. Workers are often faced with a reward and punishment system, wherein
they are given incentives if they accomplish a certain goal, but they are given punishments
when they disobey certain policies.
Change motivation:- Sometimes people do things just to bring about changes within their
immediate environment. Change motivation is often the cause of true progress. People just
become tired of how things are and thus, think of ways to improve it.
Natural Motivations:-
Motivation is the most common type of motivation and happens the most often. It is the
motivation people get when naturally motivated.
Fear motivations:
Fear Motivation happens often within the workforce when under pressure to complete a task. 
Booster motivations- Booster Motivations is normally self-driven to overcome a task you
have set yourself.
1.1.6 Methods of Motivation:-
There are as many different methods of motivating employees today as there are companies
operating in the global business environment. Still, some strategies are prevalent across all
organizations striving to improve employee motivation. The best employee motivation
efforts will focus on what the employees deem to be important. It may be that employees
within the same department of the same organization will have different motivators. Many
organizations today find that flexibility in job design and reward systems has resulted in
employees' increased longevity with the company, improved productivity, and better morale.
Empowerment - Giving employees more responsibility and decision- making authority
increases their realm of control over the tasks for which they are held responsible and better
equips them to carry out those tasks. As a result, feelings of frustration arising from being
held accountable for something one does not have the resources to carry out are diminished.
Energy is diverted from self-preservation to improved task accomplishment.
Creativity And Innovation - At many companies, employees with creative ideas do not express
 them to management for fear that their input will be ignored or ridiculed. Company approval
and toeing the company line have become so ingrained in some working environments that
both the employee and the organization suffer. When the power to create in the organization
is pushed down from the top to line personnel, employees who know a job, product, or
service best are given the opportunity to use their ideas to improve it. The power to create
motivates employees and benefits the organization in having a more flexible work force,
using more wisely the experience of its employees, and increasing the exchange of ideas and
information among employees and departments. These improvements also create an
openness to change that can give a company the ability to respond quickly to market changes
and sustain a first mover advantage in the marketplace.
Learning - If employees are given the tools and the opportunities to accomplish more, most will
take on the challenge. Companies can motivate employees to achieve more by committing to
perpetual enhancement of employee skills. Accreditation and licensing programs for
employees are an increasingly popular and effective way to bring about growth in employee
knowledge and motivation. Often, these programs improve employees' attitudes toward the
client and the company, while bolstering self-confidence. Supporting this assertion, an
analysis of factors which influence motivation-to-learn found that it is directly related to the
extent to which training participants believe that such participation will affect their job or
career utility. In other words, if the body of knowledge gained can be applied to the work to
be accomplished, then the acquisition of that knowledge will be a worthwhile event for the
employee and employer.
Quality Of Life - The number of hours worked each week by American workers is on the rise,
and many families have two adults working those increased hours. Under these
circumstances, many workers are left wondering how to meet the demands of their lives
beyond the workplace. Often, this concern occurs while at work and may reduce an
employee's productivity and morale. Companies that have instituted flexible employee
arrangements have gained motivated employees whose productivity has increased. Programs
incorporating flextime, condensed workweeks, or job sharing, for example, have been
successful in focusing overwhelmed employees toward the work to be done and away from
the demands of their private lives. All motivation ultimately comes from within a person.
Monetary Incentive - For all the championing of alternative motivators, money still occupies a
 major place in the mix of motivators. The sharing of a company's profits gives incentive to
employees to produce a quality product, perform a quality service, or improve the quality of
a process within the company. What benefits the company directly benefits the employee.
Monetary and other rewards are being given to employees for generating cost-savings or
process-improving ideas, to boost productivity and reduce absenteeism. Money is effective
when it is directly tied to an employee's ideas or accomplishments. Nevertheless, if not
coupled with other, nonmonetary motivators, its motivating effects are short- lived. Further,
monetary incentives can prove counterproductive if not made available to all members of the
organization.
1.1.7 Factors for Lack of Motivation in the Workplace:
A drop in staff motivation can become contagious if the cause is not identified and addressed.
Management needs to be conscious of employee motivation, and that means being able to
identify the factors that cause a lack of motivation in the workplace. Become familiar with
the factors that can degrade staff motivation and design plans to combat these productivity
killers.

Rumors
The important thing to remember about rumors is that they are not always wrong. Some rumors
have basis in fact, but that does not make them good for employee morale. An employee that
hears a rumor that she may be laid off experiences an instant drop in motivation. To deal with
the problem of rumors in the workplace, it is important for management to share important
information with the staff in a timely manner. This helps employees to feel confident that
management will address rumors and encourages staff members to wait on information from
the company before acting on a rumor.
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and properly trained.
Before moving an employee into a position of greater responsibility or before allowing any
changes to an employee's job duties, be certain that employee has had the training needed to
get started. Putting an employee in a position where she feels she has inadequate job skills
will erode the employee's confidence and stifle any motivation to succeed.
Goal Flaws
Employees are not motivated by the notion that their hard work will make company owners and
executives rich, the more internalized a company's goals sound, the less motivated
employees are to fulfill those goals. The company needs to focus on the customer and give
employees a chance to feel as though it has done something substantial to help the customer.
For example, develop a referral program that encourages customers that have recently
purchased products to recommend other people that your sales professionals can call on. The
company and sales staff benefit from the increase in business, but the sales staff also gets to
see the appreciation of past clients in the form of potential new business.
Overwork
Employees that are overworked are likely to lose motivation regardless of how much overtime
pay they are receiving. If you know a period is coming where extra hours will need to be
worked, develop a schedule in advance and give your employees ample warning so they can
make preparations in their personal life. Make sure the staff schedule still allows employees
to spend time with their families and get away from the stress of working too much.

CHAPTER II
THEME OF THE STUDY
2.1 INDUSTRY PROFILE

2.1 Historical Background

SOFTWARE INDUSTRY IN INDIA – A PROFILE Indian software industry has been witnessing
a phenomenal growth for the last three decades. The software industry is expected to play a vital
role in the growth of Indian Economy. However the ability of the software industry to sustain its
growth will depend upon its ability to integrate needs of its international customers and
aspirations of Indian software professionals. Software professionals from India aspire for and are
capable of being global citizens. Based on in-depth analysis, this Research explores the human
issues being experienced by Indian software organizations. It also suggests overcoming some of
the human challenges to make this field the safest field. But at the same time, this field is having
much more problems which make the IT as an unstable one. This is because of lack of planning
and not able to fulfil the expectations and requirements of Human Resource Management

INDIA’S INFORMATION TECHNOLOGY SCENARIO

Gangopadhyay (2000), in his study of Indian IT industry, observed: “1975, India is yet to wake
up from the realms of red- tapism in the information technology sector, saw computers with
uncanny suspicion and very few were aware of its capabilities. Yet, an electrical engineer by
training foresees the tremendous potential of IT in India and the man F.C. Kohli declares, “Many
years ago, there was an industrial revolution. We missed it due to factors over which we had no
control. Today, there is a new revolution – a revolution in information technology, which requires
neither mechanical bias nor 18 mechanical temperaments. Primarily, it requires the capability to
think clearly. This we had in abundance. We have an opportunity even to assume leadership. If
we miss this opportunity, those who will follow us will not forgive us for our tardiness and
negligence: Twenty five years passed since Faquir Chand Kohli predicted the emergence of India
as an IT major. He is still at helm, shaping the future, laying foundations and directing new IT
practitioners towards a better future. Kohli is the deputy chairman of the Country’s biggest and
most profitable software services company, Tata Consultancy Services (TCS)”. Business Today
(2002), in its “Those who made in Nation Turn Around”, quoted Kohli as “father of Indian
software industry” and wrote: “As an electrical engineer, F.C. Kohli was an unlikely candidate to
be India’s software revolutionary. But, as it turned out, J.R.D. Tata couldn’t have picked a better
man to lead the Tata group’s foray into the then exotic software business. When Kohli took over
the reins at Tata Consultancy Services in 1969, the electrical engineer from the Massachusetts
Institute of Technology only had experience in managing power plants. Worse, computer
technology was not really a priority for the government. Kohli battled in, managing to get a
modest share of the software boom that had begun in the US in the early 60s. The arrival of Rajiv
Gandhi and his technology-friendly team opened up opportunities for TCS, and a horde of other
software wannabes. Source: NASSCOM (National Association of Software and Service
Companies) 19 Gandhi, ‘the father of the nation’ liberated millions of Indians from the Britishers
way back in 1947 and Kohli, ‘the father of Indian software industry’ liberated millions of Indians’
minds and their intellectual capabilities in the recent decades and brought India to the fore front
of development at the world stage. Kohli also earned high respect for them and was instrumental
in establishing India as a brand and choicest destination for the software technology. The seeds
which Kohli sown on the intellectually fertile Indian soils thirty five years back , have been
continuously giving rich crops year after year in the form of high quality and large volumes of
software, and supplying to the entire world. The software industry in India has witnessed
tremendous growth in the past decade and is poised to become the industry of the new
millennium for the country. Although the performance of the major software companies in India
has been excellent, there are significant initiatives to be taken by these companies if they are to
exploit the full potential of this boom. With manpower or intellectual capital being the main
driver of this industry, it is imperative that the companies take proactive measures to harness,
retain, train and deploy these human resources in the most productive manner possible. Currently,
the important of human resource utilization has been sidelined because of the high
revenue/margins involved. With margins running high, the hidden costs of wasted manpower
capacity are not apparent on the bottom lines of the companies. But as the industry structure
changes, completion from other low cost third-world nations intensifies and growth stabilizes, it
will be essential for Indian companies to treat the manpower utilization problem with top priority
streamline their existing manpower planning procedures to remain competitive and maintain their
profitability. Source: Business Today (2002), in its article “6

GROWTH OF INDIA'S IT INDUSTRY India's IT industry has recorded phenomenal growth

over the last decade. During the period from 1992-2001, the compounded annual growth rate of
the Indian IT services industry has been over 50%. The software sector in India has grown at
almost double the rate of the US software sector. The statistics of the India's IT industry
substantiates the huge momentum acquired by the IT sector in the recent past. During the
financial year 2000-2001, the software industry in India accounted for $8.26 billion. The
corresponding figure was $100 million 10 years back. The year 2008 was marked by
unprecedented global economic crisis. The Global economy slipped into severe recession in 2008
inflicted by a massive financial crisis and acute loss of confidence. This has cast its shadow on
the Indian economy, which is estimated to grow at 6.7 per cent in 2008-09 as compared to 9.0 per
cent in the fiscal year 2007-08. In spite of this uncertain global outlook, the Indian Information
Technology Business Process Outsourcing (IT-BPO) industry was able to achieve sustainable
growth in the fiscal year 2008-09. The revenue aggregate of IT-BPO industry is expected to grow
by over 12 per cent and reach US $ 71.7 billion in 2008-09 as compared to US $ 64 billion in
2007-08. Industry performance was marked by sustained double-digit revenue growth, steady
expansion into newer service lines and increased geographic penetration.

The Indian software and services exports including ITES-BPO exports is estimated at US $ 47
billion in 2008- 09, as compared to US $ 40.4 billion in 2007-08, an increase of 16.3 per cent.
The IT services exports is estimated to be US $ 26.9 billion in 2008- 09 as compared to US $
23.1 billion in 2007-08, showing a growth of 16.5 per cent 21 in 2008-09. ITES-BPO exports is
estimated to grow from US $ 10.9 billion in 2007-08 to US $ 12.8 billion in 2008-09, a year-on-
year (Y-o-Y) growth of over 17.4 per cent. It has created immense opportunities for employment
and has contributed to the growth of National Income. It has also spawned the mushrooming of
several ancillary industries such as transportation, real estate, catering and has created a rising
class of young consumers with high disposable incomes, triggered a rise in direct-tax collections
and propelled an increase in consumer spending

The total IT Software and Services employment is expected to reach 2.23 million in 2008-09
(excluding employment in Hardware sector), as against 2.01 million in 2007- 08, a growth of
10.9 per cent Y-o-Y. This represents a net addition of 226,000 professionals to the industry
employee base in 2008-09. The indirect employment attributed to the sector is estimated to be
about 8.0 million. The industry has also set a precedent for talent practices in India. It has created
career opportunities for the youth, provided global exposure and offered extensive training and
development. Furthermore, the industry has been a frontrunner in diversity at the workplace (over
30 per cent of employees are women; over 60 per cent of industry players employ differently
abled people). The IT- industry’s contribution to the national GDP is estimated to increase from
5.5 per cent in 2007-08 to 5.8 per cent in 2008-09. The growth of India's IT sector has brought
about many other positive changes in the Indian economy.
2.2 COMPANY PROFILE

-PATH FOR SUCCESS

SOFTWARE DEVELOPMENT/CORPORTATE TRAINING

 Company Profile

Gateway Software Solutions, Delivery Partner of HP Enterprise, was established a year ago, as
an IT Development and Corporate Training company located at Coimbatore. We introduce
ourselves as one of the most credible SOFTWARE DEVELOPMENT. We are one of the budding
pioneer organizations in software development & corporate training. We are a qualitative partner
to provide complete Business Solution in People Consulting and Talent Hiring

GATEWAY SOFTWARE SOLUTIONS comprises a team of experts from industry and

academia. We cover the entire life cycle of the Software Development process and also have
expertise to handle Corporate Training

GATEWAY SS has earned us the Delivery Partnership of HP Enterprise (HPE), the Software
Certification of International Giant HP (Hewlett Packard)

Our Vision

We are eternally focused to bring quality outcome and to create employable candidates as per the
current IT Industry needs and requirements.

Our Mission

To provide best services and solutions to our clients with technical services having one and only
dominant, key property of success: Treating 'Quality' as the #1 priority, which apart from
providing Success, builds a strong foundation to the business with our Clients.

Software Development
Gateway Software Solutions provides various services and solutions to their clients in the area of
Software Development especially in ERP, CRM and Mobile Application Development. It has also
now expanded the services on Search Engine Optimization and quality services.
Client’s goal is ours!
We provide the robust solution to our clients.
A Promise We Give To Our Clients
Innovative Ideas
Customer Centric Approach
Competitive Pricing
Product Support
Our Services
Application Development
Enterprise Resource Planning (ERP)
Supply Chain Management
Customer Relationship Management (CRM)
Human Resource Management (HRM)
Billing Software Solutions etc..,
SEO –Search Engine Optimization
Website Development
Software TESTING
“Our endeavour is to delight our Customers with Value-Added solution(s).”
Outsourcing

Cost Savings
There can be significant Time & Cost savings when a business function is
outsourced. Employee recruitment compensation costs, Transportation, Conveyance,
Infrastructure, Office space and other costs are also associated with providing a work space or
manufacturing setup are eliminated and free up the resources for other purposes.

Focus on Core Business

Outsourcing allows organization to focus on their expertise and core business. When
organizations go outside their expertise, they get into business functions and processes that they
may not be as knowledgeable about and could potentially drift away from their main focus. An
example of this is when a grocery store decides to add video rental to their operation. If too
much focus is put on that part of the business they lose focus of the core business which is
grocery.

Improved Quality
Improved quality can be achieved by using vendors with more expertise and more
specialized processes. An example of this would be contracting out a cleaning service. An
outside service would have the resources for hiring, proper training and facility inspections that
may not be available if the function were kept in-house.
Our Top Clients on Employment Outsourcing/Deployment Services:
 UB Creative
SAN Software
Agnitio Systems
Kambaa Incorporation
Right Choice InfoTech
Next Techno Solutions Pvt. Ltd.
Sennovate InfoTech (India) Pvt.Ltd.,
Squash Apps
RIT
Tayana Software SolutionS

Corporate Training
GATEWAY Software Solutions stands as a “PATH FOR SUCCESS”. GATEWAY Software
Solutions is a rapidly growing company that provides Job Oriented Training and Professional IT
Services.
Today, Gateway Software Solutions have strong footprint in Coimbatore and one of the largest
and best software training company along HPE International Certification Partner with focus on
R Programming, IOT(Internet of Things), Big data &Hadoop, Python, Java/ J2EE, ASP.Net with
C#.Net, PHP/Mysql, SEO, Digital Marketing, Android, Web Designing, Embedded, Cloud
Computing, CCNA . We have Software Development and Corporate Training branch located at
Coimbatore.
What do we offer as solution?
Domain specific training by industry expert.
Hands on experience in every session.
Internship Opportunities
Complete mentorship during project development.
Real time SDLC exposure.
Complete project deployment.
Placement assistance to the College Students.
What do you get?
 Placement support and assistance will be provided to all the students who undergo the
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2.3REVIEW OF LITERATURE
The goals of this research study will be to determine employees’ attitudes toward motivation
methods and assessment techniques utilized by a health care organization in Southwest Virginia
to measure employee satisfaction and retention effectiveness, the effects these methods and
techniques have on employee satisfaction and retention, and what role management plays in
employee motivation and how this role can be improved. To insure that this study was effective
and accurate, a variety of materials was researched, analyzed, and incorporated into the final
observations and conclusions reported later in this research paper.
The first part of this review defines and discusses motivation. Maslow’s Hierarchy of Needs is
then explained and illustrated. The next section discusses David McClellan’s studies on
achievement motivation, followed by a discussion of Elton Mayo and the Hawthorne
Experiments, and RensisLikert’s management systems and styles. The last part of this review
discusses performance appraisals and employee attitude surveys.
MOTIVATION
Motivation is defined as that which gives purpose and direction to behavior (Dictionary.com,
2006). Employee motivation can be defined as “forces within an individual that account for the
level, direction, and persistence of effort expended at work” (Young, 2006). Over the years,
behavioral scientists have observed that some people have an intense need to achieve while
others do not.
DAVID C. MCCLELLAND – ACHIEVEMENT MOTIVATION McClelland and his associates at
Harvard University have studied this urge to achieve for over twenty years. McClellan’s research
led him to believe that the need for achievement is a distinct human motive and that achievement-
motivated people prefer to work on a problem rather than leave the outcome to chance
(www.accel-team.com, 2006). According to McClellan (2006) people react in different ways to
difficult but achievable goals. • Gamblers choose the big risk because they can easily rationalize
away their personal responsibility if they lose. • Conservative individuals choose tiny risks,
where the gain is small but secure, to insure that they won’t be blamed if anything goes wrong. •
Achievement-motivated people take the middle ground, preferring a moderate degree of risk
because they feel their efforts and abilities will probably influence the outcome. To achievement-
motivated people, the rewards are not as important as the accomplishment. In business
organizations, this aggressive realism is the mark of success (www.accel-team.com, 2006).
McClelland’s concept of achievement-motivation is related to Herzberg’s motivation hygiene
theory. People with high achievement motivation tend to be interested in the motivators (the job
itself) and look for situations where they get concrete feedback on how well they are doing.
McClelland (2006) claims that achievement-motivated people habitually think about doing things
better, and when people think these way things start to happen. For example, college students
with a high need for achievement will generally get better grades than equally bright students
with weaker achievement needs. Achievement motivated people tend to get more raises and
promotions because they are constantly trying to think of better ways to do things. Companies
with such people grow faster and are more productive and profitable (www.accel-team.com,
2006). However, although achievement-motivated people can be the backbone of an organization,
they may be less effective as managers. Since they are highly job-oriented and work to their
capacity, they tend to expect the same from other people. They sometimes lack the human skills
and patience necessary to be effective managers. Their overemphasis on producing frustrates
people and prevents them from maximizing their own potential (www.accel-team.com, 2006).
ELTON MAYO AND THE HAWTHORNE EXPERIMENTS George Elton Mayo was in charge
of certain experiments on human behaviour carried out at the Hawthorne Works of the Western
Electric Company in Chicago between 1924 and 1927. His research findings have contributed to
organizational development in terms of human relations and motivation theory. He concluded that
work is a group activity, around which the social world of the adult is primarily patterned.
According to Mayo, the need for recognition, security, and sense of belonging is more important
in determining workers’ 12 morale and productivity than the physical working conditions, and a
complaint is not necessarily an objective recital of facts but is a common symptom of disturbance
of an individual’s status position. He also concluded that working groups within an organization
exercise strong controls over the work habits and attitudes of the individual worker and that, if
group collaboration is achieved, the human relations within an organization may reach cohesion
that resists disrupting effects (www.accel-team.com, 2006).

Hoque et al (1992) has examined the job satisfaction and job behavior of Private sector industrial
workers and supervisors. The results reveal that job satisfaction score of the workers was higher
than that of the supervisors. The study also indicates that job satisfaction has significant impact
on performance of the enterprise. Moreover Job insecurity poor salary has been considered as the
most important cause of job dissatisfaction of the employees.

Purohit and Belal (1996) have conducted a study on job 76 satisfaction of professional
accountants. The results of the study have showed that the professional accountants are
moderately satisfied with their job. The results also show that there is a positive correlation
between age and job satisfaction.

Islam (2004) has made a study to assess and compare the job satisfaction, absenteeism and
turnover of workers of the Textile Industry. One of the main finding of the study is that job
satisfaction has significantly negative correlation with absenteeism and turnover. Saari and Judge
(2004) have examined the relationship between employee attitude and job satisfaction. In this
study they have identified the causes of employee attitude, the results of positive or negative job
satisfaction and also measuring influence of employee attitude.

Karami and Mallick (2005) made a study on job satisfaction level and the impact of education on
industrial workers. The main finding of the study is that there exist no relationship between
monthly income and job satisfaction of the workers. A weak relationship exists between
designation and job satisfaction and between education and income of workers. Another study
conducted on factors influencing the job satisfaction of faculty members showed that the faculty
members are generally satisfied with their job; however male faculty members were less satisfied
than female faculty members.

A number of studies Srivastava (1980); Srivastava and Locke (2001); Hoque (1992); Prabhu
(2003) and Islam (2004)) focus on the job satisfaction of different private and corporate sector,
industry workers, managers, university employees and different government employees.

2.4OBJECTIVES OF STUDY

PRIMARY OBJECTIVE:
To study the important factors which are needed to motivate the employees.

SECONDARY OBJECTIVE
 To study the effect of monetary and non-monetary benefits of employees provided by
organization on the employee’s performance.
 To study the effect of job promotion on employees
 To learn the employee satisfaction on the interpersonal relationship exists in the
organization.
  To provide the practical suggestion for the improvement of organization’s performance.

2.5 SCOPE OF STUDY

The study is intended to evaluate motivation of employees in the organization. A good
motivational program procedure is essential to achieve goal of the organization. If efficient
motivational programmes of employees are made not only in this particular organization but
also any other organization. The organizations can achieve the efficiency also to develop a
good organizational culture.

2.6 LIMITATIONS OF THE STUDY

 It was difficult to access all the employees due to safety.

 Due to lack of permission the size is restricted to 125.
 Time constraint exists
 The respondents may be biased in answering. Due to busy schedule of the employees,
they didn’t give more importance to fill the questions

CHAPTER III
RESEARCH METHODOLOGY
RESEARCH
Research is a scientific and systematic analysis for pertain information on a specific topic.
In research is an act of scientific investigation.

3.1 RESEARCH DESIGN

A Research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure. The
Research Design undertaken for the study is Descriptive Research Design. A study, which wants
to portray the characteristics of a group or individuals or situation, is known as Descriptive
study.It is mostly qualitative in nature.
SAMPLING TECHNIQUE

SAMPLING:

Sampling is the process of selecting the sufficient number of elements from the population (the
items selected technically are called as Sampling).

Here this study adopted the technique of Non probability Sampling of Convenience
sampling method.

Convenience sampling: The researcher selects the easiest population members from whom the
information is going to be obtained.

3.2 DATA COLLECTION METHOD

PRIMARY DATA

Data which is collected for the first time is called Primary Data. Well Structured
Questionnaires has been prepared for collection of primary data. Most of the questions are consist
of multiple choices. The structured Questionnaire method was undertaken. Proper care was taken
to frame the Questionnaire in such a manner it should be easily understood in view of educational
level of the employees.

SECONDARY DATA

The secondary data is those which have been already collected by someone else and which
have already been passed through the statistical process. This data was collected from the files of
the company, journals, reports and books, etc.

SAMPLE SIZE

This survey was conducted with a total sample size of 125 respondents.

3.3 TOOLS USED

 Simple Percentage analysis.

 Chi-square method.
 Anova.
  Karl pearson’s correlation.

SIMPLE PERCENTAGE ANALYSIS

Percentage method refers to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Since percentage converts the data to a base
which enables for a meaningful comparison. The collected data represented in the form of tables
and graph in order to give effective visualization of comparison method.

A percentage analysis method is the tools used by the researcher for the analysis and
interpretation. Through the use of percentages; the data are reduced in the standard form with
base equal to 100 which fact facilitates relative for comparisons purpose.

In the percentage analysis, percentage is calculated by multiplying the number of

respondents into hundred and it is divided by the sample size.

No. of Respondents
Percentage = ___________________ X 100
Analysis
Sample Size

CHI-SQUARE

The chi-square test is an important test among the several tests of significance
development by statisticians chi-square is a statistically measure used in test of sampling
analysis. It can be calculated by using the following formula.

(Oi-Ei)2

2 = ___________

Ei

Where, Oi = Observed frequency, Ei = Expected frequency.

Expected frequency = Row Total x Column Total

 Grand Total

Table value is found at 5% level of significance and for the available degree of freedom.

ANOVA

The one way ANOVA is a statistical tool, used to compare the differences among the
means of two or more groups or population. It involves only one categorical variable or a single
factor. It is the analysis of the effects of one treatment variable on an interval-scaled dependent
variable.

The Analysis of variance, popularly known as the ANOVA. It is a general technique that
can be used to test the hypothesis that the means among two or more groups are equal, under the
assumption that the sampled populations are normally distributed.

The basic principle of the ANOVA is to test for differences amongst the means of the
population by examine the amount of variation within the samples, relation to the amount of
variation between the samples.

Steps involved in ANOVA are

1. Name of the Column samples as c1, c2, c3, c4……

2. Calculate the sum of all items by T = ∑ c1 + ∑ c2 + ∑ c3….

3. Correction factor CF = T²

4. Calculate sum of squares between samples SSC = (∑ c1)² + (∑ c2)² + (∑ c3)²…. _CF

n1 n2 n3

5. Sum of squares within samples SSE = (∑ c1² + ∑ c2² + ∑ c3² -CF)-SSC

6. If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED. If the
calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED

Karl Pearson’s Correlation

 Pearson’s correlation coefficient is the method of measuring the correlation. It is known
as the best method of measuring a correlation, because it is based on the method of covariance. It
gives information about the magnitude of correlation as well as the direction of the relationship.
The formula for computing Pearson’s r is:
Σxy
r =
Σx2 * Σy2

x = (X- X) and y = (Y- Y)

where
x = Take the deviation of x series from the mean of x
y = Take the deviation of y series from the mean of y
Σx2 = Square these deviations and obtain the total
Σy2 = Square these deviations and obtain the total
Σxy = multiply the deviations of x and y series and obtain the total

CHAPTER-IV
 CHAPTER-IV

ANALYSIS, INTERPRETATION AND INFERENCE

Analysis:

Analysis is classifying and rearranging the raw data to arrive at meaningful interpretation.

Interpretation:

Interpretation is essential because it brings the outcome of the analysis into forefront.

 It is through interpretation that the researcher can understand the abstract principles that
work beneath his founds. Through this he can linkup the same abstract with those of other
studies having the same abstract principle.
 Interpretation leads the establishment of explanatory concepts that can serve as a guide for
tutor research studies.
 Research can appreciate only through interpretation which can make other to understand
of researcher finding a per project study. The data collect are analyzed sing simple
percentage tool as against the total number of the respondents.
 The content analysis presented in the form of tables and charts.

Table No.4.1

Gender of the employees

Cumulative
Frequency Percent Valid Percent Percent
Valid male 35 46.7 46.7 46.7
female 40 53.3 53.3 100.0
Total 75 100.0 100.0

CHART NO.4.1
INTERPRETATION:

As per the above table, it shows the respondents are nearly 53% are female and 47% are
male respondents.

Table No.4.2

Age of the employees

Cumulative
Frequency Percent Valid Percent Percent
Valid 18to25 35 46.7 46.7 46.7
26 to35 30 40.0 40.0 86.7
36 to 45 10 13.3 13.3 100.0
Total 75 100.0 100.0

CHART NO.4.2
INTERPRETATION:

Among the respondents nearly 47% of the employees are between the age of 18-25, 40%
of the employees are between 26-35 years of age and the rest are between 36-45.

Table No.4.3

Education qualification of the employees

Cumulative
Frequency Percent Valid Percent Percent
Valid +2 2 2.7 2.7 2.7
Degree 63 84.0 84.0 86.7
Diploma 10 13.3 13.3 100.0
Total 75 100.0 100.0

CHART NO.4.3
INTERPRETATION:
Among the respondents nearly 3% of the employees are +2 pass outs, 84% of the
employees are degree holders and the remaining are diploma holders.

Table No.4.4

Marital status
Cumulative
Frequency Percent Valid Percent Percent
Valid Married 38 50.7 50.7 50.7
unmarried 37 49.3 49.3 100.0
Total 75 100.0 100.0

CHART NO.4.4
INTERPRETATION:
Among the respondents nearly 51% of the employees are married and 49% of the
employees are unmarried.

Table No.4.5

Monthly income of the employees

Cumulative
Frequency Percent Valid Percent Percent
Valid Rs.10,000 to 15,000 4 5.3 5.3 5.3
Rs.15,000 to 20,000 45 60.0 60.0 65.3
20,000 to 30,000 17 22.7 22.7 88.0
less than Rs.10,000 9 12.0 12.0 100.0
Total 75 100.0 100.0
 CHART NO.4.5

INTERPRETATION:

Among the respondents nearly 5% of the employees are earning between 10000-15000
per month, 60% of the employees are earning between 15000-20000 per month, 23% of the
employees are earning between 20000-30000 per month and the rest are earning less than 10000
per month.

Table No.4.6

Designation of the employees

Cumulative
Frequency Percent Valid Percent Percent
Valid Finance 5 6.7 6.7 6.7
HR 7 9.3 9.3 16.0
production 45 60.0 60.0 76.0
Transport 7 9.3 9.3 85.3
others 11 14.7 14.7 100.0
 Total 75 100.0 100.0

CHART NO.4.6

INTERPRETATION:

Among the respondents, 7% of the employees are from finance department, 9% of the
employees are from HR department, 60% of the employees are from production department, 9%
are from transport department and the remaining forms 15%.

Table: 4.7

Experience of the employees

Frequency Percent Valid Percent Cumulative Percent

Valid Less than 1 yr 30 40.0 40.0 40.0
2 to 5yr 25 33.3 33.3 73.3
5 to 10 yr 10 13.3 13.3 86.7
10 to 15 yr 10 13.3 13.3 100.0
 Total 75 100.0 100.0

CHART NO.4.7

INTERPRETATION:
Among the respondents nearly 40% of the employees are having less than 1 year of work
experience. 33% of the employees have 2 to 5 years of work experience. 13% and another 13%
have 5-10 and 10-15 years of work experience respectively.

Table No.4.8

Are you satisfied with the support from the HR department

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
Neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
 Total 75 100.0 100.0

CHART NO.4.8

INTERPRETATION:

Among the respondents 40% of the employees can be found highly satisfied with the HR
department while 27% are satisfied with the HR department. 13% are neutral while 11% are
dissatisfied with the HR practices and the remaining 9% of the employees are highly dissatisfied
with the HR department.

Table No.4.9

Management is really interested in motivating of the employee

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 10 13.3 13.3 100.0
Total 75 100.0 100.0
 CHART NO.4.9

INTERPRETATION:

Among the respondents nearly 33% of the employees strongly agree that the management
is really interested in motivating the employees. 27% and another 27% agree and are neutral in
this case respectively and the rest 13% disagree in this fact.

Table No.4.10

Type of Incentives motivates More

Cumulative
Frequency Percent Valid Percent Percent
Valid Coupons 4 5.3 5.3 5.3
Vouchers 8 10.7 10.7 16.0
Bonus 20 26.7 26.7 42.7
Family Trip 8 10.7 10.7 53.3
Cash rewards 35 46.7 46.7 100.0
 Total 75 100.0 100.0

CHART NO.4.10

INTERPRETATION:

Among the respondents nearly 5% of the employees say that coupon system motivates
them more while 11% say that giving voucher motivate them more while 27% say that bonus is
the best way to motivate them. 11% rely on family trip and 47% say that cash reward is the best
way to motivate them.

Table No.4.11

Satisfaction Level of Incentives offered

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 10 13.3 13.3 100.0
Total 75 100.0 100.0
 CHART NO.4.11

INTERPRETATION:

Among the respondents nearly 34% of the employees strong agree that the incentive
system is satisfactory for them while 28% and another 28% agree and are neutral in this form
respectively and 13% disagree with this fact.

Table No.4.12

Offering Periodical Increases in Salary

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
Total 75 100.0 100.0
 CHART NO.4.12

INTERPRETATION:

Among the employees nearly 40% of them strongly agree that there is a periodical
increase in salary while 27% just agree that there is a periodical increase. 13% remained neutral
in this. 11% of the employees disagree that there is a periodical hike in their pay and nearly 9%
strongly disagree with this fact.

Table No.4.13

Job Security Exist in the company

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 10 13.3 13.3 100.0
 Total 75 100.0 100.0

CHART NO.4.13

INTERPRETATION:

Among the respondents nearly 33% strongly agree that job security exists in their
company while 27% and another 27% agree and remain neutral respectively in this fact while
13% disagree with this fact.

Table No.4.14

Maintaining Good relationship with Co workers

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
 Total 75 100.0 100.0

CHART NO.4.14

INTERPRETATION:

Among the respondents nearly 40% of the employees strongly agree that co-workers are
maintaining good relationship while 27% agree that there is a good relation among co-workers
while 13% remain neutral in this. 11% disagree with this and the remaining 9% strongly disagree
with this fact.

Table No.4.15

Performance appraisal system maintained in your company

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 5 6.7 6.7 93.3
strongly disagree 5 6.7 6.7 100.0
 Total 75 100.0 100.0

CHART NO.4.15

INTERPRETATION:

Among the respondents nearly 33% of the employees strongly agree with the fact that
performance appraisal system is maintained properly in their company while 27% and another
27% agree and remain neutral respectively in this fact. 7% and another 7% disagree and strongly
disagree respectively that performance appraisal system is maintained properly
Table No.4.16

Good Safety Measures adopted in the company

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 10 13.3 13.3 100.0
Total 75 100.0 100.0
 CHART NO.4.16

INTERPRETATION:

Among the employees 34% strongly believe that safety measures are followed properly in
the company while 27% and another 27% agree and are neutral respectively in this case and 13%
disagree that safety measures are followed properly in the company.

Table No.4.17

Appraisal activities are helpful to get motivated

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
 Total 75 100.0 100.0

CHART NO.4.17

INTERPRETATION:

Among the employees nearly 40% of the employees strongly agree with the fact that
appraisal activities are helping them to get motivated while 27% of the employees agree with
this. 13% remain neutral while 11% of the employees disagree that appraisal system are helping
them in motivation and 9% of the people strongly disagree in this fact.

Table No.4.18

Support from the co-worker helps to get motivated

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 10 13.3 13.3 100.0
Total 75 100.0 100.0
 CHART NO.4.18

INTERPRETATION:

Among the employees nearly 33% strongly agree that co-workers support is helping them
to get motivated while 27% and another 27% agree and are neutral in this case and 13% of the
employees disagree that co-workers are helping them in getting motivated.

Table No.4.19

Organization recognize and acknowledge your work

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
disagree 10 13.3 13.3 100.0
Total 75 100.0 100.0
 CHART NO.4.19

INTERPRETATION:

Among the employees nearly 33% strongly agree that organization supports and
recognize the work while 27% and another 27% agree and are neutral in this case and 13% of the
employees disagree that organization supports and recognize the work

Table No.4.20

Incentives and Other benefits influences your performances

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
 Total 75 100.0 100.0

CHART NO.4.20

INTERPRETATION:

Among the employees nearly 40% of the employees strongly agree that incentive system
influences their performance while 27% of the employees agree with this. 13% of the employees
remain neutral while 11% and another 9% disagree and strongly disagree with this statement
respectively.

Table No.4.21

Management involvement in decision making connected to the departments

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 33.3 33.3 33.3
agree 20 26.7 26.7 60.0
neither agree nor disagree 20 26.7 26.7 86.7
 disagree 10 13.3 13.3 100.0
Total 75 100.0 100.0

CHART NO.4.21

INTERPRETATION:

Among the employees nearly 33% of the employees strongly agree that management
involves in decision making which are connected with the departments while 27% and another
27% agree and are neutral with this statement and 13% disagree with this.

Table No.4.22

Changes required to improve the work place environment

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
 Total 75 100.0 100.0

CHART NO.4.22

INTERPRETATION:

Among the respondents nearly 40% of the employees strongly agree with the fact that
changes are required to improve the workplace environment while 27% agree with this fact. 13%
remain neutral while 11% disagree that changes are required and 9% disagree with this statement.

Table No.4.23

Sponsoring Social Events after working hours to employees

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 26 34.7 34.7 34.7
agree 20 26.7 26.7 61.3
neither agree nor disagree 20 26.7 26.7 88.0
disagree 9 12.0 12.0 100.0
Total 75 100.0 100.0
 CHART NO.4.23

INTERPRETATION:

Among the respondents nearly 35% of the employees strongly agree with the fact that
company is sponsoring social events while 27% and another 27% agree and are neutral in this
statement while 12% disagree with this fact.

Table No.4.24

Every job can be mode most stimulating and challenging

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 30 40.0 40.0 40.0
agree 20 26.7 26.7 66.7
neither agree nor disagree 10 13.3 13.3 80.0
disagree 8 10.7 10.7 90.7
strongly disagree 7 9.3 9.3 100.0
 Total 75 100.0 100.0

CHART NO.4.24

INTERPRETATION

Among the respondents nearly 40% of them strongly believe that their job is challenging
while 27% of them agree with this. 13% remain neutral while 11% disagree that their job is
challenging.

Table No.4.25

Factors which motivates mostly in the organization

Cumulative
Frequency Percent Valid Percent Percent
Valid Salary Increment 30 40.0 40.0 40.0
Promotion 15 20.0 20.0 60.0
Leaves 10 13.3 13.3 73.3
Motivational speech 8 10.7 10.7 84.0
Recognition 12 16.0 16.0 100.0
 Total 75 100.0 100.0

CHART NO.4.25

INTERPRETATION:

Among the respondents nearly 40% of them say that increment best is the best motivating
factor while 20% say that promotion is the best motivating factor and another 13% say that
giving more holidays is the best motivating factor and the remaining 16% say that recognition is
the best motivating factor.
Table No.4.26

Adapt yourself to the changing and unexpected conditions

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 55 73.3 73.3 73.3
No 20 26.7 26.7 100.0
Total 75 100.0 100.0
 CHART NO.4.26

INTERPRETATION:

Among the respondents 73% are adapting to the changing conditions and 27% are not
adapting to the changing conditions.

ANOVA ANALYSIS

TABLE 4.27: SHOWING ANOVA RESULTS FOR GENDER OF THE EMPLOYEES AND
AGE OF THE EMPLOYEES

ANOVA
 Gender of the Employees
Sum of Squares df Mean Square F Sig.
Between Groups 3.557 4 .889 3.860 .005
Within Groups 27.643 120 .230
Total 31.200 124

Null Hypothesis (H0): There is no significant difference among the gender of the employees and
age of the employees of the respondents

Alternative Hypothesis (H1): There is no significant difference among the gender of the
employees and age of the employees of the respondents

Level of Significance = 0.05(5% significance level).

Inference:

Since the significance value is greater than .05, null hypothesis is accepted.

Conclusion:

There is no significant difference among the gender of the employees and age of the employees
of the respondents.

CHI – SQUARE ANALYSIS

TABLE 4.28: SHOWING CHI-SQUARE ASSOCIATIONS BETWEEN GENDER OF THE

EMPLOYEES AND MONTHLY INCOME OF THE EMPLOYEES

Chi-Square Tests
 Asymptotic
Significance (2-
Value df sided)
a
Pearson Chi-Square 19.555 4 .001
Likelihood Ratio 20.718 4 .000
Linear-by-Linear Association 9.204 1 .002
N of Valid Cases 125

Null Hypothesis (H0): There is no association between gender of the employees and monthly
income of the employees.

Alternative Hypothesis (H1): There is no association between gender of the employees and
monthly income of the employees.

Level of Significance = 0.02(5% significance level).

CORRELATION ANALYSIS

TABLE 4.36: CORRELATION TABLE FOR ALL THE CONSTRUCTS OF EMPLOYEES

ATTITUDE TOWARDS MOTIVATIONAL PRACTICES

Correlations
 Are you
satisfied with Type of Appraisal
the support Incentives Job Security activities are
from the HR motivates Exist in the helpful to get
department More company motivated
** **
Are you satisfied with the Pearson Correlation 1 .723 .922 1.000**
support from the HR Sig. (2-tailed) .000 .000 .000
department N 75 75 75 75
Type of Incentives Pearson Correlation .723** 1 .840** .723**
motivates More Sig. (2-tailed) .000 .000 .000
N 75 75 75 75
** **
Job Security Exist in the Pearson Correlation .922 .840 1 .922**
company Sig. (2-tailed) .000 .000 .000
N 75 75 75 75
** ** **
Appraisal activities are Pearson Correlation 1.000 .723 .922 1
helpful to get motivated Sig. (2-tailed) .000 .000 .000
N 75 75 75 75
**. Correlation is significant at the 0.01 level (2-tailed).

CHAPTER-VI
 CHAPER-VI
FINDING, SUGGESTION AND CONCLUSION

6.1 Findings:
 Majority 53% of the respondents are females

Majority 47% of the employees are between the age of 18-25

Majority 84% of the employees are degree holders

Majority 51% of the employees are married.
Majority 60% are earning between 15000 – 20000 per month
Majority 60% of the employees are from production department
Majority 40% of the employees have minimum 1 year of work experience.
Majority 40% are highly satisfied with the HR department

Majority 33% of the employees strongly agree that management is really interested in
motivating the employees

Majority 47% say that giving cash rewards motivate them more

Majority 33% agree strongly agree that the incentive system is satisfactory.

6.2 Suggestions:

The job gives to their employees with full involvement.

Efficient workers have to be encouraged with promotion and incentives.
We train the adaptation of work should listen the employees.
The management should listen the employee queries
The employee should be monitored properly

6.3 Conclusion:

Choosing the right type of person to the right type of job enables the employees to do the work
with the efficiency and diligently. The organization motivates the employees with the good
environment and remuneration. The employees are working in the organizations flexible and
changes themselves according to the working conditions. The employee’s conflicts are managed
by the organization in a constructive manner. The efficient workers are encouraged with
promotion and good remuneration. The objectives of the organization it is clearly defined by the
employees. The job given to the employees in such that improves quality of the workers. The
employees in a organization should not be given any potential threats by employers. The
company should inspire and guide the employees for achievement of goal of the organization.
The management guides and direct the employees to vital accomplishment of the enterprise goal.
The introduces the subordinates to work with confidence and zeal. The management also
stimulates to strive and willing to attend the organizational objectives.

CHAPTER 7

BIBLIOGRAPHY

BOOKS
SubbaRao P. “Personnel/ Human Resource Management” Konark Publication Pvt. Ltd.

Delhi- 1998.

Tripathi.P.C.“Human Resource Development” Sultan Chand & Sons, Delhi-2003.

Mamoria C.B. “Personnel Management” Himalaya Publishing House, Mumbai- 2002

Aswathappa k “Human Resource Management” Tata McGraw Hill Education Private Limited,
New Delhi

Kothari.C.R “Research Methodology” New Age International Publishers

JOURNALS

Dr.GurpinerKaur. “Performance Appraisal is an indispensable management tool” HRD Times -

Volume 3, September 2001.

Mr. David king “Performance Appraisal to Performance Management” HRD times,

Volume 4, December 2002.

WEBPAGES

www.amanet.org

www.prehall.com

A STUDY ON EMPLOYEES ATTITUDE TOWARDS

MOTIVATIONAL PRACTICES
QUESTIONNAIRE
Demographic Information
1. Name of the Employee: (Optional) _______________________.
2. Gender of the Employee

Male Female

3. Age of the Employee

18 to 25 26 to 35

36 to 45 years 46 to 55 years above 55years

4. Educational Qualification of the Employee

SSLC +2 Graduation

Diploma PG

5. Marital status

Married Unmarried

6. Monthly income of the Employee

Less than Rs 10,000 Rs 10,001 to 15,000 Rs 15,001 to 20,000

Rs 20,001 to 30,000 above Rs30, 000

7. Designation of the Employee

Finance HR Production

Transport others

8. Experience of the Employee

Less than 1 year 2 to 5 years 5 to 10 years

10 to 15 years above 15 years

STUDY FACTORS:

SA- STRONGLY AGREE, A – AGREE, NN – NEITHER AGREE NOR DISAGREE, DA – DISAGREE,

SDA – STRONGLY DISAGREE

9) Are you satisfied with the support from the HR Department?

a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree
10 ) Management is really interested in motivating the employees?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

11) Which type of incentives motivates you more?

a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

12) How far you are satisfied with the incentives provided by the organization?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

13) Have your company offered reasonable periodical increase in your salary?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

14) Do you believe that the job security exist in the company?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

15) Have you agreed that you could able to maintain good relationship with co-workers?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

16) Have effective performance appraisal system has been maintained in your organization?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

17) Do you feel that good safety measures adopted in the organization?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

18) Performance appraisal activities are helpful to get motivated?

a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

19 ) Do you feel that the support from the co-worker is helpful to get motivated?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

20 ) Does your organization recognize and acknowledge your work?

a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree
21. Do you think that the incentives and other benefits will influence your performance?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

22. Does the management involve you in decision making which are connected to your department?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

23. What changes can be made to improve the work place environment?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

24. Managment could show more than interest in the employees by sponsoring social events after
hours?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

25. Almost every job can be made most stimulating and challenging?
a) Strongly agree b) Agree c) Neither Agree nor Disagree d) Disagree e) Strongly disagree

26) Rank the following factor which motivates you the most (Rank 1, 2, 3, 4, 5...) respectively)?

S.NO FACTORS RANK

A Salary Increment
B Promotion
C Leaves
D Motivational Speech
E Recognition