Emo Moti (Reddy) Final

CHAPTER-1
1. INTRODUCTION
1.1-OUT LINE OF THE PROJECT
Motivation is a chief factor playing important and unique role in

behavior of the people it is deciding the behavior and action of human being
toward their work. The motivation has been developed in the mind of the people
by creating comfortable working environment and encouraging, supporting
leadership. Also the motivation may influence by social factor, work factor and
leadership factor. Based on the motivation the person attitude or performances
are varying to the task. It is difficult to describe the motivation of the group of
workers in general.
Even it is difficult for a researcher to the find the individual’s

motivation of the workers. The leader has to identify and analyze the motivational
factor of the people to offer and incentives, rewards and recognition…Etc. The
motivating attitude about the organization and managers help the leaders to
change and adopt the strategy to fit with the workers and to improve the
performance in a better and effective way.
1
1.1.1-NEED OF THE STUDY
 Motivated employees are always looking for the better ways to do the
jobs.
 A motivated employee is more quickly oriented.
 Highly motivated workers are more productive.
 Every organization requires human resources.
 Their behavior has motivated towards the organizational goals.
2
1.1.2-SCOPE OF THE STUDY
 The study can focus the needs for motivation.
 It tries to find out the extent of the motivation.
 The study can provide improved strategy to promote the motivation.
3
1.1.3-OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES:
 To study the basic motivators.
 To evaluate the effective motivation measures given to the employees.
SECONDARY OBJECTIVES:
 To analyze the motivation level of the employees in the organization.
 To suggest and improve measures to promote motivation.
4
1.1.4-RESEARCH AND METHODOLOGY
Methodology is a plan of action for a research project and explains

in details how data are collected, analyzed and presented so that they will
provide meaningful information. This section gives enough background of the
individual’s motivation at work, which are collected from the specific category of
workers.
RESEARCH DESIGN:
Research design is a basic framework, which provides guidelines

for the whole research process. The research design specifies the method for
data collection and data analysis. The research design specifically deals with
following questions.
• How data could be collected?

• Which instruments for data collection should be used?
• What sampling plan should be used?
DESCRIPTIVE STUDY:
MEANINGS:
It involves surveys and fact-finding enquires of different kinds.

The major purpose of descriptive research is the description of the state of
affairs, as it exits at present. The main characteristic of this method is that the
researcher has no control over the variables; he can only report what has
happened or what is happening. The researcher seeks to measure such items
as, for example, frequency of shopping, attitudes of people.
5
The type of research selected for this project is “descriptive
research”. Descriptive research describes the state of affairs, as it exists.
NATURE AND SOURCES OF DATA:
MEANING:
Data refers to information or facts. It includes numerical figures,

non-numerical figures, and descriptive facts, qualitative and quantitative
information. the task of data collection begins after a research problem has been
defined and research plan has been decided.
Type of data used is primary data. Using structured questionnaire,

which means, all respondents were given the same set of questions and they
were informed about the purpose of the study, collected primary data.
PRIMARY DATA:
The primary data are those that are collected for first time and thus
happen to be original in character. The primary data used for this project was
collected using questionnaires. The information was collected from the
employees through personal contacts.
SECONDARY DATA:
The secondary data about the company profile and other details
were collected from the company website and through personal discussion with
the company manager.
CONSTRUCTION OF QUESTIONNAIRE:
In constructing the questionnaire, care was taken to envisage the

difficulties that the difficulties that the respondents may face while answering
6
them. Rough listings of questions were made, then it was scrutinized and
modifications were made after consulting with the guide.
QUESTIONNAIRE DESIGN:
The structured questionnaires that were framed and designed consist of
closed ended questions.
SAMPLING PROCEDURE:
Simple random sampling has been used in the study. Simple random
sampling used for selecting of homogenous sample for the study. It refers to
selecting a sample of study objects on conveniently located. Research findings
based on Simple random sampling. However, can not be generalized. It is also
know as probabilistic sampling.
SAMPLE SIZE:
Sample size refers to the number of items to be selected from the
population to constitute sample, an optimum sample size is one fulfils the
requirements of efficiency representatives, reliability and flexibility. Keeping all
these factors in mind the sample size was taken to be 20.
STATISTICAL TOOLS APPLIED:
To analyze the data and to interpret the results, various tools are
applied.
They are:
• Percentage analysis
PERCENTAGE ANALYSIS:
It helps to find percentage values for all questions,
7
No. of respondent
Percentage =………………………………. X 100
Total respondents
1.1.5-LIMITATIONS OF THE STUDY
 Limited statistical tools are used for this study.
 The opinion of the respondents is accepted as true and valid.
 Time is one of the limitations of the study.
8
1.2-REVIEW OF LITERATURE
Motivation is derived from the word motive.
According to BARON (1991) states that motivation is the internal

processes that activate, guide and maintain behavior (especially goal directed
behavior).
ROBERTSON AND SMITH (1985) agree, declaring that motivation is a

psychological concept related to the strength and direction of human behavior. “A
motive is an inner state that energizes activities or moves and directs or channels
behavior towards goals.”
Motivated employees put higher performance as compared to other

employees. The higher performance is must for an organization being successful
and this performance comes by a motivation. Motivated employees stay in the
organization and their absenteeism is low.
High turnover and absenteeism creates many problems in the

organization. Motivational factors are essential for improve reputation of the
organization favorably.
It is important for changes in technology, value system etc., it properly

motivated they accept, introduce and implemented these changes keeping
organization on the right track of the progress.
9
MOTIVATING WORKING ENVIRONMENT:
According to Dr.Edward Deming, “A motivating environment is one that

gives workers a sense of pride in what they do. To show supervisors and
managers how to build a more productive work environment.
I’ e created a five – step process called the pride system.

• P – Provide a positive working environment
• R – Recognize everyone’s efforts
• I – Involve everyone
• D – Develop skills and potential
• E – Evaluate and measure continuously
The individual’s motivation is based on two factors, they are

• work factors
• leadership factors
WORK FACTORS:
• Reward and recognition
• Job security
• Salary / pay
• Bonus
• Promotion
• Working environment
• Personal loyalty
• Training
10
• Team work
• Participation in target setting
• Enough resources
• Subsidies
REWARDS AND RECOGNITION:
Reward and recognition focused on catching people doing things is one

of the best ways to positively motivating work environment.
JOB SECURITY:
Where someone’s basic needs are threatened he will not be

responsive to moves directed at another part of the hierarchy. You must find out
whether the poor performer has trouble satisfying his more basic needs before
investigating the higher needs. Worry about living accommodation, job security.
SALARY / PAY:
Salary and allowances are effective when workers are from lower
sections of society, or the production is possible, or when productivity is easily
measurable.
NON-FINANCIAL REWARDS:
These are rewards intrinsic to work, for example, job satisfaction,

delegation, empowerment, etc. studies have indicated that these rewards are
much more effective than rewards in motivating people.
PROMOTION:
It is a good idea to consider career development and where people
are in their careers when thinking about rewards and recognition.
11
WORKING CONDITION:
It including relaxing the dress code where appropriate, developing

areas for socializing, creative thinking, reading and giving employees quality to
work in (larger desks, quiet, natural lighting etc.
PERSONAL LOYALTY:
It is essential for a manager to give each employee a sense of playing a

dynamic role in something much larger. Indeed, engendering loyalty is a key
element of motivating workers and thereby increasing the overall productivity of
operations.
TRAINING:
For a fresher it helps to increase their skills or abilities on their
present job. It is mostly applicable to the low level employee and the production
sector.
ATMOSPHERE OF COOPERATION WITH EMPLOYEES AND DEPARTMENT:
A well informed worker considers himself a part of the system and is

committed to the organization. Inform him the significance of his job in relation to
overall organizational goals. It is extremely important to create an environment of
respect for each other, build team spirit, provide enlightened leadership and
capable supervision, and show that employees are wanted.
LEADERSHIP FACTOR
The leadership factors are listed below, they are
• leadership style
• guidelines
• work assignment
LEADERSHIP STYLE:
12
Leadership style influence level of motivation. However, throughout a
lifetime, man’s motivation is influenced by changing ambitions and/or leadership
style he works under or socializes with. Command-and-control leadership drains
off ambition while worker responsibility increases ambition.
GUIDELINES:
Leaders must have coaching skills, not control skills. Motivated people
have goals and seek ways to achieve them. Efficiency is the result of motivated
employees.
WORK ASSIGNMENT:
An overly controlling style de-motivates and results in poor delivery,

although intended to boost performance, this style is perceived as lacking trust.
Eventually individuals lose their motivation to make decisions or act, which
leaders see as proof of poor performance and so the cycle is reinforced.
Alternatively, leaders can treat individuals as good performers and use a more
motivational style allowing greater discretion. Parsing outputs, asking opinions
and giving interesting assignments.
1.2.1-PROFILE OF THE ORGANISATION
13
INTRODUCTION:
CHAPTER-2
2. DATA ANALYSIS AND INTERPRETATION
TABLE: NO: 2.1.1-DEPARTMENTS OF THE RESPONDENTS
Percentage of
Departments No. of Respondents
respondents (%)
M/C Operators 6 30
Distillers 6 30
E.T Plant 5 25
Drivers 3 15
Total 20 100
CHART: NO: 2.1.1-DEPARTMENTS OF THE RESPONDENTS

% of the respondents
35 30 30
30 25
25
20 15
15
10
5
0
M/C Operators Distillers E.T Plant Drivers
Departments
14
INFERENCE:
From the above table, it is found that all the respondents (100%)
belong to the different departments like M/C operators, distillers, E.T plant, and
drivers of the E.I.D PARRY.
TABLE: NO: 2.1.2-THE AGE GROUP OF THE RESPONDENTS
Age group No. of Respondents Percentage of

respondents (%)
25 years below 1 5
26-30 years 2 10
31-35 years 3 15
Above 35 years 14 70
Total 20 100
CHART: NO: 2.1.2-AGE GROUP OF THE RESPONDENTS

80 70
60
40
10 15
20 5
0
25 years below 26-30 years 31-35 years Above 35
years
Age group
15
INFERENCE:
From the above table, maximum of 80% of the respondents are

the age group of above 35 years, and least 5% of the respondents are below the
25 years.
TABLE: NO: 2.1.3-QUALIFICATION OF THE RESPONDENTS
Qualification No. of Respondents Percentage of

respondents (%)
ITI 6 30
Diploma 2 10
Graduate 3 15
Others 9 45
Total 20 100
CHART: NO: 2.1.3-QUALIFICATION OF THE RESPONDENTS

80 70
60
40
20 15
10
5
0
ITI Diploma Graduate Others
Qualification
INFERENCE:
16
From the above table, it is found that 45% of the respondents are
other qualification and least 10% of the respondents are Diploma.
TABLE: NO: 2.1.4-TRAINING PROGRAM ATTENDED BY THE

RESPONDENTS
No. of times No. of Respondents Percentage of

respondents (%)
1-5 times 12 60
6-10 times 4 20
11-15 times 3 15
Above 16 times 1 5
Total 20 100
CHART: NO: 2.1.4-TRAINING PROGRAM ATTENDED BY THE

RESPONDENTS
80
60
60
40
20 15
20 5
0
1-5 times 6-10 times 11-15 times Above 16 times
No.of training program attended
17
INFERENCE:
From the above table, it is found that 60% of the respondents

attended training program between 1-5 times and 5% of the respondents
attended training program above 16 times.
TABLE: NO: 2.1.5-SPECIAL WAGES SHOULD BE INCREASED
Employee’s opinion No. of Respondents Percentage of

respondents (%)
Strongly agree 11 55
Agree 5 25
Strongly disagree 1 5
Disagree 3 15
Total 20 100
CHART: NO: 2.1.5-SPECIAL WAGES SHOULD BE INCREASED

60 55
50
40
30 25
20 15
10 5
0
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
INFERENCE:
18
From the above table, it is found that 55% of the employees
are strongly agreed that the special wages should be given to the employees
who do their jobs very well and 1% of the employee is strongly disagree.
TABLE: NO: 2.1.6-BETTER JOB DISCRIPTION TO THE EMPLOYEES

respondents (%)
Strongly agree 8 40
Agree 7 35
Disagree 4 20
Total 20 100
CHART: NO: 2.1.6-BETTER JOB DISCRIPTION TO THE EMPLOYEES

50
40
40 35
30 20
20
10 5
0
Strongly agree Agree Strongly disagree
disagree
INFERENCE:
19
are strongly agreed that better job description is important and 5% of them are
strongly disagree.
TABLE: NO: 2.1.7-SUPERVISORS DEAL OF ATTENTION WITH THE

EMPLOYEES
Employee’s opinion No. of Respondents Percentage of respondents (%)

Strongly agree 9 45
Agree 8 40
Disagree 3 15
Total 20 100
CHART: NO: 2.1.7-SUPERVISORS DEAL OF ATTENTION WITH THE

EMPLOYEES
50 45
40
40
30
20 15
10
0
disagree
20
INFERENCE:
From the above table, it is found that 45% employees are

strongly agreeing that supervision deal of attention is important.
TABLE: NO: 2.1.8-SUPERVISORS WORK HARD WITH THE EMPLOYEES

respondents (%)
Agree 6 30
Disagree 1 5
Total 20 100
CHART: NO: 2.1.8-SUPERVISORS WORK HARD WITH THE EMPLOYEES

80
65
60
40 30
20 5
0
0
INFERENCE:
From the above table, it is found that 65% of them strongly

agreed that supervisors should work hard with the employees.
21
TABLE: NO: 2.1.9-INDIVIDUAL RECOGNITION GIVEN TO THEEMPLOYEES

respondents (%)
Strongly agree 7 35
Agree 7 35
Disagree 6 30
Total 20 100
CHART: NO: 2.1.9-INDIVIDUAL RECOGNITION GIVEN TO THE EMPLOYEES

36 35 35
34
32
30
30
28
26
INFERENCE:

strongly agreed that individual recognition should be given.
22
TABLE: NO: 2.1.10-INDIFFERENT SUPERVISORS BRUSE FEELINGS THE
EMPLOYEES

respondents (%)
Strongly agree 0 0
Agree 9 45
disagree 8 40
Total 20 100
CHART: NO: 2.1.10-INDIFFERENT SUPERVISORS BRUISE FEELINGS OF

THE EMPLOYEES
50 45
40
40
30
20 15
10
0
disagree
INFERENCE:
are agreeing that indifferent supervisors bruise feelings.
23
TABLE: NO: 2.1.11-EMPLOYEES SKILLS ON THEIR JOB:

respondents (%)
Agree 6 30
Disagree 0 0
Total 20 100
CHART NO: 2.1.11-EMPLOYEES SKILLS ON THEIR JOB

80 70
60
40 30
20
0
INFERENCE:

are strongly agreed that their skills in their job.
24
TABLE NO 2.1.12-COMPANY RETIREMENTS BENEFITSTO THE
EMPLOYEES

respondents (%)
Agree 6 20
Disagree 1 5
Total 20 100
CHART NO: 2.1.12-COMPANY RETIREMENTS BENEFITSTO THE

EMPLOYEES
80 65
60
40
20
20 5
0
disagree
INFERENCE:
25
are strongly agreed that company benefits should be given.
TABLE NO: 2.1.13-STIMULATED AND CHALLENGING JOB

respondents (%)
Agree 5 25
Disagree 0 0
Total 20 100
CHART NO: 2.1.13-STIMULATED AND CHALLENGING JOB

75
80
60
40
25
20
0
INFERENCE:
26
are strongly agreed that they should do their job stimulated and challenging.
TABLE NO: 2.1.14-EMPLOYEES BEST IN JOB

respondents (%)
Agree 6 30
Disagree 0 0
Total 20 100
CHART NO: 2.1.14-EMPLOYEES BEST IN JOB

80 70
60
40 30
20
0
disagree
INFERENCE:

are strongly agreed that they should do best in their job.
27
TABLE NO: 2.1.15-MANAGEMENT INTEREST BY SPONSORING SOCIAL
EVENTS AFTER OFFICE HOURS TO THE EMPLOYEES

respondents (%)
Agree 8 40
Disagree 1 5
Total 20 100
CHART NO: 2.1.15-MANAGEMENT INTEREST BY SPONSORING SOCIAL

EVENTS AFTER OFFICE HOURS TO THE EMPLOYEES
60 55
50 40
40
30
20
10 5
0
INFERENCE:
are strongly agreed that management should interest by sponsoring social
events after office hours to the employees.
28
TABLE NO: 2.1.16-PRIDE IN ONE’S WORK IS ACTUALLY AN IMPORTANT
REWARD

respondents (%)
Agree 7 35
Disagree 2 10
Total 20 100
CHART NO: 2.1.16-PRIDE IN ONE’S WORK IS ACTUALLY AN IMPORTANT

REWARD
60 55
50
40 35
30
20 10
10
0
INFERENCE:

are strongly agreed that pride in one’s work is actually an important reward.
29
TABLE NO: 2.17-EMPLOYEES THINK AS “THE BEST” AT THEIR JOB

respondents (%)
Agree 6 30
Disagree 0 0
Total 20 100
CHART NO: 2.1.17-EMPLOYEES THINK AS “THE BEST” AT THEIR JOB

80 70
60
40 30
20
0
disagree
INFERENCE:

are strongly agreed that employees should think as the best at their job.
TABLE NO: 2.1.18-THE QUALITY OF THE RELATIONSHIP IS IMPORTANT
30
respondents (%)
Agree 7 35
Disagree 0 0
Total 20 100
CHART NO: 2.1.18-THE QUALITY OF THE RELATIONSHIP IS IMPORTANT

65
70
60
50
40 35
30
20
10
0
disagree
INFERENCE:

are strongly agreed that the quality of relationship is important.
TABLE NO: 2.1.19-INCENTIVE BONUSES INCREASE THE PERFORMANCE

OF THE EMPLOYEES
31
respondents (%)
Strongly agree 9 45
Agree 8 40
Disagree 3 15
Total 20 100
CHART NO: 2.1.19-INCENTIVE BONUSES INCREASE THE PERFORMANCE

OF THE EMPLOYEES
50 45
40
40
30
20 15
10
0
disagree
INFERENCE:

are strongly agreed that incentives bonuses increase the performance of the
employees.
TABLE NO: 2.1.20-VISIBILITY OF THE UPPER MANAGEMENT
32
respondents (%)
Agree 8 40
Disagree 2 10
Total 20 100
CHART NO: 2.1.20-VISIBILITY OF THE UPPER MANAGEMENT

60 50
50 40
40
30
20 10
10
0
disagree
INFERENCE:

are strongly agreed that visibility of upper management is important.
TABLE NO: 2.1.21-EMPLOYEES DECISION PROCESS
33
respondents (%)
Agree 7 35
Disagree 0 0
Total 20 100
CHART NO: 2.1.21-EMPLOYEES DECISION PROCESS

65
70
60
50
35
40
30
20
10
0
disagree
INFERENCE:

are strongly agreed that they should take the decision process.
TABLE NO: 2.1.22-JOB SECURITY OF THE EMPLOYEES

respondents (%)
34
Agree 5 25
Disagree 3 15
Total 20 100
CHART NO: 2.1.22-JOB SECURITY OF THE EMPLOYEES

70 60
60
50
40
25
30
15
20
10
0
disagree
INFERENCE:

are strongly agreed that job security is important.
TABLE NO: 2.1.23-GOOD EQUIPMENTS AT WORK TO THE EMPLOYEES

respondents (%)
35
Agree 6 30
Disagree 1 5
Total 20 100
CHART NO: 2.1.23- GOOD EQUIPMENTS AT WORK TO THE EMPLOYEES

70 60
60
50
40 30
30
20
10 5 5
0
disagree
INFERENCE:

are strongly agreed that Good equipments should be provided.
TABLE NO: 2.1.24-RECEIVED APPRECIATION FROM TOP LEVEL

respondents (%)
36
Often 4 20
Sometimes 9 45
Rarely 3 15
Never 4 20
Total 20 100
CHART NO: 2.1.24-RECEIVED APPRECIATION FROM TOP LEVEL

50 45
40
30
20 20
20 15
10
0
Often Sometimes Rarely Never
INFERENCE:
From the above table, it is found that 45% of the said that they
sometimes received appreciation from top level.
CHAPTER-3
3. SUMMARY AND CONCLUSIONS
3.1-FINDINGS
37
• It is found that all the 100% respondents belong to the different
departments of the E.I.D PARRY.
• Maximum of 80% of the respondents are the age group of above 35 years.
• It is found that 45% of the respondents are other qualification.
• It is found that 60% of the respondents attended training program between

1-5 times.
• 55% of the employees are strongly agreed that the special wages should
be given to the employees who do their jobs very well.
• 40% of the employees are strongly agreed that better job description is
important.
• 45% employees are strongly agreeing that supervision deal of attention is
important.
• 65% of them strongly agree that supervisors should work hard with the
employees.
• 35% of the employees strongly agreed that individual recognition should
be given.
• 45% of the employees are agreeing that indifferent supervisors bruise
feelings.
• 70% of the employees are strongly agreed that their skills in their job.
• 65% of the employees are strongly agreed that company benefits should
be given.
• 75% of the employees are strongly agreed that they should do their job
stimulated and challenging.
• 70% of the employees are strongly agreed that they should do best in their
job.
• 55% of the employees are strongly agreed that management should
interest by sponsoring social events after office hours to the employees.
• 55% of the employees are strongly agreed that pride in one’s work is
actually an important reward.
38
• 70% of the employees are strongly agreed that employees should think as
the best at their job.
• 65% of the employees are strongly agreed that the quality of relationship
is important.
• 45% of the employees are strongly agreed that incentives bonuses
increase the performance of the employees
• 50% of the employees are strongly agreed that visibility of upper
management is important.
• 65% of the employees are strongly agreed that they should take the
decision process.
• 60% of the employees are strongly agreed that job security is important.
• 60% of the employees are strongly agreed that Good equipments should
be provided.
• 45% of the said that they sometimes received appreciation from top level.
3.2-SUGGESTION
The following suggestions are used to motivate the employees:
39
• The company should give the special wages to the employees who do
their jobs very well.
• The management should give job description to the employees.
• The supervision deal of attention is important to the employees.
• The supervisors should work hard with the employees.
• The company should give the individual recognition to the employees.
• The supervisors should not bruise the feelings of the employees.
• The company should give the retirement’s benefits and stock programs to
the employees.
• The managements should show interest by sponsoring social events after
office hours to the employees.
• The company should reward the employees who pride in one’s work.
• There should be a good relationship between the management and
employees.
• The company should give the incentives and bonus to improve the
performance of the employees.
• The visibility of the upper management is important to the employees.
• The management should accept the decision process taken by the
employees.
• The company should give the job security to the employees.
• The company should provide the good equipments to the employees.
• There should be appreciation from the top level to the employees.
3.3-CONCLUSION
40
This research is aimed to find the EMPLOYEE MOTIVATION on the
E.I.D PARRY. This research is carried out in NELLIKUPPAM, CUDDALORE
DISTRICT and surveyed the user with the help of carefully prepared
questionnaire. All data are analyzed and then interpreted.
From the research, the research is able to understand about how to

motivate the employees by using the some of the questionnaire. This research
has given great result researcher to motivate the employees.
CHAPTER-4
4. ANNEXURE
41
A STUDY OF EMPLOYEE MOTIVATION WITH REFERENCE
TO EID PARRY (INDIA) LIMITED,
NELLIKUPPAM,
CUDDALORE-DISTRICT.
PERSONAL INFORMATION OF THE EMPLOYEE:
1. Name :
2. Age : 25 Yrs & below 26-30 Yrs
31-35 Yrs Above 35 Yrs
3. Educational ITI Diploma

Qualification :
Graduate Others
4. Designation :
5. Department : Technical Non – technical
6. Sex : Male Female
7. Residential status: Company Quarters Rented House
Leased House Own House
8. Monthly income: Rs.5000 Rs.5001-10000
Rs.10001-15000 above Rs.15000
9. Experience : 1-5 Yrs 6-10 Yrs
11-15 Yrs Above 16 Yrs

EMPLOYEES MOTIVATION QUESTIONNAIRE:
10. Number of motivation training programs attended:
42
1-5 times 6-10 times
11-15 times Above 16 times
11. Special wage increase should be given to employees who do their jobs very well.
Strongly agree Agree
Strongly disagree Disagree
12. Better job descriptions would be helpful so that employees will know exactly what is
expected of them.
13. Supervisors should give a good deal of attention to the physical working conditions of
their employees.
14. Supervisors ought to work hard to develop a friendly working atmosphere among
employees.
15. Individual recognition for above standard performance means a lot to employees.
16. Indifferent supervision can bruise feelings.
43
17. Employees want to feel that their real skills and capacities are put to use on their jobs.
18. The company retirements benefits and stock programs are important factors in
keeping employees on their jobs.
19. Almost every job can be made more stimulated and challenging.
20. Many employees want to give their best in everything they do.
21. Management could show more interest in the employees by sponsoring social events
after office hours.
22. Pride in one’s work is actually an important reward.
44
23. Employees want to be able to think of themselves as “the best” at their own jobs.
24. The quality of the relationship in the informal work group is quite important.
25. Individual incentive bonuses would improve the performance of employees.
26. Visibility with upper management is important to employees.
27. Employees generally like to schedule their own work and to make job-related
decisions with a minimum of supervision.
28. Job security is important to employees.


29. Having good equipments to work with is important to employees.
45
30. Have you received appreciation from top level for your regularity/punctuality?
Often Sometimes
Rarely Never
31. Feedback& suggestions to improve the employee motivation, if any…………..
CHAPTER-5
5. BIBLIOGRAPHY
46
REFERENCES:
• Decenco and Robbins, “Human resource management”, Wilsey, 6th

edition, 2001.
• Biswajeeet Pattanayak, “Human resource management”, prentice hall of
India, 2001.
• Eugence McKenna and Nic beach, “Human resource management”,
Pearson Education limited.
• MamoriaC.B. and Mamoria,”Personnel management”, Himalaya
Publishing Company, 1997.
• Wayne cascio,”managing Human Resource”, McGraw Hill,1998.
• www.eidparry.com
• www.google.com/employeemotivation.htm
47

Emo Moti (Reddy) Final

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Emo Moti (Reddy) Final

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CHAPTER-1

1.1-OUT LINE OF THE PROJECT

Motivation is a chief factor playing important and unique role in

Even it is difficult for a researcher to the find the individual’s

 A motivated employee is more quickly oriented.

 Highly motivated workers are more productive.

 Every organization requires human resources.

 Their behavior has motivated towards the organizational goals.

 The study can focus the needs for motivation.

 It tries to find out the extent of the motivation.

 The study can provide improved strategy to promote the motivation.

 To study the basic motivators.

 To evaluate the effective motivation measures given to the employees.

 To analyze the motivation level of the employees in the organization.

 To suggest and improve measures to promote motivation.

Methodology is a plan of action for a research project and explains

Research design is a basic framework, which provides guidelines

• How data could be collected?

It involves surveys and fact-finding enquires of different kinds.

NATURE AND SOURCES OF DATA:

Data refers to information or facts. It includes numerical figures,

Type of data used is primary data. Using structured questionnaire,

In constructing the questionnaire, care was taken to envisage the

STATISTICAL TOOLS APPLIED:

It helps to find percentage values for all questions,

 Limited statistical tools are used for this study.

 The opinion of the respondents is accepted as true and valid.

 Time is one of the limitations of the study.

Motivation is derived from the word motive.

According to BARON (1991) states that motivation is the internal

ROBERTSON AND SMITH (1985) agree, declaring that motivation is a

Motivated employees put higher performance as compared to other

High turnover and absenteeism creates many problems in the

It is important for changes in technology, value system etc., it properly

According to Dr.Edward Deming, “A motivating environment is one that

I’ e created a five – step process called the pride system.

The individual’s motivation is based on two factors, they are

REWARDS AND RECOGNITION:

Reward and recognition focused on catching people doing things is one

Where someone’s basic needs are threatened he will not be

These are rewards intrinsic to work, for example, job satisfaction,

It including relaxing the dress code where appropriate, developing

It is essential for a manager to give each employee a sense of playing a

ATMOSPHERE OF COOPERATION WITH EMPLOYEES AND DEPARTMENT:

A well informed worker considers himself a part of the system and is

An overly controlling style de-motivates and results in poor delivery,

1.2.1-PROFILE OF THE ORGANISATION

2. DATA ANALYSIS AND INTERPRETATION

TABLE: NO: 2.1.1-DEPARTMENTS OF THE RESPONDENTS

CHART: NO: 2.1.1-DEPARTMENTS OF THE RESPONDENTS

Age group No. of Respondents Percentage of

CHART: NO: 2.1.2-AGE GROUP OF THE RESPONDENTS

From the above table, maximum of 80% of the respondents are

TABLE: NO: 2.1.3-QUALIFICATION OF THE RESPONDENTS

Qualification No. of Respondents Percentage of

CHART: NO: 2.1.3-QUALIFICATION OF THE RESPONDENTS

TABLE: NO: 2.1.4-TRAINING PROGRAM ATTENDED BY THE

No. of times No. of Respondents Percentage of

CHART: NO: 2.1.4-TRAINING PROGRAM ATTENDED BY THE

From the above table, it is found that 60% of the respondents

Employee’s opinion No. of Respondents Percentage of

CHART: NO: 2.1.5-SPECIAL WAGES SHOULD BE INCREASED

TABLE: NO: 2.1.6-BETTER JOB DISCRIPTION TO THE EMPLOYEES