Chapter

Chapter -1 Introduction
1.1 General Introduction
Motivation is the driving force by which humans achieve their goals. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but it can also be used to describe the causes for animal behavior as well. At lower levels of Maslow's hierarchy of needs such as physiological needs, money is a motivator; however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money.

Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented. Motivated workers are more productive.
The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staffs are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production. Nonetheless, Steinmetz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent who all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently. The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors' UK manufacturing plant. This introduced the concept of orientation to work and
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distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritises group loyalty). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy theory. These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times. According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. In contrast, David McClelland believed that workers could not be motivated by the mere need for moneyin fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction lay in aligning a person's life with their fundamental motivations. Elton Mayo found that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees. In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program:
Recognition of employees' individual differences, and clear identification of behaviour deemed worthy of recognition
Allowing employees to participate Linking rewards to performance Rewarding of nominators Visibility of the recognition process
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1.2 Company Profile

In Calicut the popular vehicles and services limited was started in the year 1993. In the beginning, the company was functioning at YMCA Road, Calicut. Later on it shifted to their own premises in December 16, 1995 Near Civil Station, N.H.212 Wayanad Road Calicut. The showroom was inaugurated by Sri. K.P.Paul, the founder of Kuttukaran Group. It has its Head office at Mamangalam in Ernakulam District. The Service Center for Calicut region is near MIMS Hospital Calicut and Second Service Center is located near byepass. They are also having two stock yards one at Eranchipalam byepass, Calicut and other near to civil station, Calicut .The firm mainly deals with sale of Maruti Vehicles. Calicut office is controlled by Mr. Madhava Das Menon, Profit Center Head. There are 120 employees working at present in the Calicut office, of which 90% of the employees are permanent. Candidates are selected by conducting personnel interviews and eligible persons are posted as trainees for 6 months. After the completion of one year services, they are appointed in the firm as permanent employees. They need not execute bond at the time of appointment. Temporary staffs are appointed only for water servicing of vehicles, they are paid weekly. The salary of the permanent staff is credited to their account at the end of every month. They can withdraw the amount through ATM (provided by ICICI Bank). The working hours of Popular Vehicles and Services Limited are from 9 am to 6 pm with Sunday as holiday. Funds are through bank loans and other financial institutions. At present Popular Vehicles and Services Limited has obtained a loan to the tune of 6 Crore. The break up loan are 1.75 Crore (ICICI), 2Crore (HDFC), 1Crore (Sundaram Finance Limited), 75 Lakhs (Mahindra and Mahindra). The maximum amount of loan taken from bank is specified in the memorandum. Rate of interest is 8% to Sundaram Finance Limited and Mahindra and Mahindra is made within a month and no interest is charged. The authorization of loan is given to Mr. Madhava Das, Profit Center head. Popular also has agreement with finance companies. Popular arrange finance to the customers. Customers are given the facilities for purchasing the vehicles by arranging the loan from financial institution. Whenever a customer purchase a vehicle after paying the advance amount he can avail the balance by way of loan from any of the financial institution arranged by Popular Vehicles and Services
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Limited. From this institution Popular receive 2.5% of the loan amount as commission. Monthly turnover of Popular Vehicles and Services Limited is about 500. All the sales outlets of Popular Vehicles and Services Limited are connected through network to Maruti Udyog Limited. The entire computer operations are administrated by Sri. John Burby, who is designated as Asst. Manager Computer Operations. External auditing is carried out by M/s.RGM Price & Company. Auditing is done in the firm in every 3 months. The accounts are closed on every December. In addition to the external audit, internal auditing is also being done in popular vehicles and services limited once in every two week. The work is being carried out by the staff in the unit itself. The new showroom of popular vehicles and services limited is constructed at an estimated cost of 2 Crores was formerly inaugurated by the worshipful Mayor of Calicut Sri. M. Bhaskaran on 8th January 2006. They are having accounting system. Credit notes are prepared when additional offers like gifts and discounts are given to customers.
Meetings
Meetings of the employees will be held daily duration in Popular Vehicles and Services Limited. In addition to this meetings will be held daily, weekly and monthly. Minutes of each meeting will be handed over to the Sales Manager. In addition to the above meeting conducted by, finance meetings will be presided by the Profit Center Head. All the matters relating to finance will be discussed in the meeting.
OUR HISTORY- POPULAR HISTORY

1983-Popular- Trivandrum, 1st Maruti Dealership in Kerala. 1985- Popular Cochin 1996- Popular Calicut 2003-Popular Chennai 2003-Popular True Value at Cochin & Chennai 2004-Popular True Value at Trivandrum & Calicut 2005-Popular Kottayam with 3 S Facility 2005-Popular celebrates 1Lakh car sales & 10 Lakhs cars serviced 2006-Popular Maruti Driving School at Cochin 2007-Popular Maruti Driving School at Kottayam
AWARDS AND ACCOLADES (2007- 08) Best HR Practices Award (5 times in a row) No. 1 in Balanced Score Card Platinum Plus Category Overall Excellence 1st Runner up (Only Hat-trick Winner) No. 1 in J.D. Power CSI No. 1 in J.D. Power SSI No. 1 in MGP Off take 1st Runner up in MGA Off take Highest MI to MI renewal (Calicut Workshop) No. 1 in non J.D. Power CSI (Calicut Workshop) Highest Market Share Growth-Calicut Region Group Sales - All India 2nd runner up Selling Skill Regional Winner, National 1st Runner up. One of the Top Ranked dealership in Employee Satisfactory Conducted by MUL in 2005 Winner of Productivity Award 2006-2007 from Kerala State Productivity Council
Human Resource Department of Popular Vehicles and Services Limited

The work of each department is affected directly by every other department. When one department/section fails to meet its schedule, then other departments, the company in general and our customers are affected. We expect all our employees to be regular and prompt in attending the office. You must be ready to start work when the scheduled work period begins. The regular work hours of our organisation will be from 9 am to 6 pm, with a lunch interval of one hour from 1 pm to 2 pm. On Saturdays the office will close by 5.30 pm. Sundays will be observed as holidays. In the event of any unforeseen holiday declared by the Centre or State or otherwise due to bandh, harthal etc. on a week day, the succeeding Sunday will be observed as working day.
Dress Code Clothing should be neat and should reflect the general image of our organisation. Where ever uniforms are provided by the company, the same is to be worn by the employees. During normal working hours men will have to wear shirt tucked in with trouser, neat socks and shoes as well as women can come in sari. Any employee who must attend business meetings or other outside programmes is required to wear appropriate business attire for such meetings. Housekeeping All employees are required to follow the Own your work place concept. All are expected to keep their work area neat and clean in order to have a better, safer, more pleasant place to work. It reduces accidents and promotes an organized work flow. Wearing Seat Belts Whenever any car is being used for office purpose/test drive/final inspection/PDI road test etc., it is mandatory to wear seat belts in the interest of safety. This applies to all employees of our organisation so that they can act as a role model. Even while taking a customer for a test drive, please request the customer also to wear seat belts in the interest of safety. Wearing Helmets All our employees, who ride a two wheeler, are compulsorily required to wear helmet, failing which suitable action will be taken against the employee.
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Smoking Policy All offices are non-smoking zones. The company expects the smokers to respect the sentiments and health of non-smokers and resist from smoking in the office premises. Alcohol Abuse The company prohibits the use or unauthorized possession of alcohol on company premises Open Door Policy We believe in an open door policy in our organisation. This means that employees/customers are entitled to receive answers to their concerns from their superiors/contact persons and they have the right to take questions further, if they believe that they have not received proper answer to their concern. The guidelines for open door policy are as follows:I) You should consult your immediate superior whenever you need help, information or advice. Your superior works with you on a daily basis and he should be the best person to answer your queries fairly and promptly. ii) If you wish to discuss the matter further, you may take up the same with the Profit Centre Head and subsequently with the Head of the Department. If required, you may discuss the matter with the Manager- Human Resources.
Team Work As you know team work and co-operation among all employees is very important. When you join our organisation you automatically become a member of Popular Vehicles family. You are part of a department team and each team depends upon each other for growth and learning new initiatives. Lost And Found If you have lost article on the company premises, report the loss to the Profit Centre Head. The company shall do all that is possible to assist in locating the lost articles, but the company does not assume responsibility for personal property. In case you happen to find any articles belonging to someone else, handover the same to the Profit Centre Head or Human Resources Department.
Professionalism We expect each employee to be very professional in every aspect of the job. Professionalism is an attitude an employee projects to others through appearance and behaviour that displays a high level of competence, efficiency and knowledge. In nutshell, we will be the best at what we do. Recruitment and Selection Philosophy: We recruit new employees on the basis of demonstrated ability, relevant experience and future potential. We will ensure cent percent transparency in the recruitment process.
Recruitment Process The recruitment programme starts with the approval of Manpower requisition form by the Head of the Department. Before actually going in for recruitment, options such as resource sharing, inter-departmental transfers, job rotation etc will be explored by the Department head in consultation with the Human Resources Department. Human Resources Department will source the candidate by any one of the following options:a) In-house Data bank: The Human Resources Department maintains a data bank of all received applications. Whenever there is a requirement for a new recruitment, Human Resources will first scrutinize the in-house data bank to find suitable candidates. Shortlisted candidates will be called for an interview. b) Newspaper Advertisement: Based on the business requirement and after an analysis of the costs involved, an advertisement will be released in the leading Newspapers. c) Recruitment Consultants: Human Resources Department will empanel recruitment consultants to identify and short list suitable candidates. d) Employee Referrals: Some of the opportunities will be internally advertised in the company and employees are encouraged to refer candidates known to them for the position. e) Campus Recruitment: Company will go in for campus selection for entry-level positions such as Engineers and MBAs, from select Engg. /Mgt institutions.
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f)Web Recruitment: Company will recruit through the company website and other job sites. The Human Resources Department will interview the short listed candidates. The interview panel will consist of the Department Head, Profit Centre Head and Human Resources Head. The Human Resources Head in consultation with the Dept. Head / Profit Centre Head will be responsible for fixation of salary. Pre-joining Formalities The Human Resources Department will scrutinize all documents and certificates and also carry out the reference checks of the candidates. Before issuing the appointment letter, all selected candidates will be required to undergo a pre-employment medical examination by a medical practitioner designated by the company. Joining Formalities Along with the Human Resources Department, the new employee needs to complete all the joining formalities. When a new employee joins the organisation the following forms need to be filled and submitted: Joining Report Provident Fund transfer form Provident Fund Nomination and Declaration form Gratuity Nomination form ESI Declaration form Medical Insurance form Personal Accident Insurance form Tax Saving form - For the personal file of the employee, the following Documents should be submitted on the day of joining: Two passport size photographs Two stamp size photographs Proof of date of birth
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Copy of Academic Qualifications - SSLC / Plus Two / Graduation / Post Graduation / any other Relieving letter from the previous employer, for employed category. Proof of last drawn salary. Medical examination record In case of any change in personal records, the employee must inform the Human Resources Department, in writing so that his records can be updated. Such changes in the personal data would include: Residential address and telephone nos. Change in marital status Birth of children Additional qualification obtained. Induction On the first day of joining the organisation, the employee will have to fill up the various forms. After filling up the forms, the employee will have to be introduced to all other people in the branch. The new employees superior will familiarize the employee with position role and responsibilities and about the company, products, competitors and the business environment in general. Depending upon the previous experience of the new employee, a suitable induction schedule will be worked out by the PCH/HOD Leave Policy The leave policy in our organisation will be as follows:Leave Entitlement 1. Regular employees will be eligible for 12 days casual leave, 12 days sick leave and 12 days privilege leave. These days of leave can be utilized by them in the year in which the leave entitlement occured. 2. In the case of employees on probation, during the period of probation, they will be entitled to 12 days casual leave and 12 days sick leave only. On completion of the probationary period and in the event of their confirmation, they will be entitled to privilege leave of 12 days which they can utilize during the period of service following such confirmation (This
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means that if an employee has one year probationary period and he is confirmed in his service, on confirmation 12 days privilege leave will be added in his credit. If the probation is for two years, 24 days leave will be accumulated in his credit on confirmation). Accumulation and carry forward of leave 1. In the case of regular employees, no distinction is made between the different classes of leave. From the 36 days of total leave, whatever be the leave availed, will be deducted and remaining days of leave can be carried forward and accumulated up to a maximum of 66 days. Leave Form Please find attached the leave form as Annexure I Public Holidays The company will provide 13 National and festival holidays in a calendar year. The list of holidays will be declared at the beginning of the calendar year. Alternatively the company may substitute another day in the same calendar year to be observed as a holiday in place of an official public holiday. Unauthorized Leave If an employee is absent from work for a period of 6 consecutive working days without permission, or if the company determines that the absence of the employee for six consecutively scheduled working days is not due to legitimate illness or injury, the employee will be considered as having voluntarily quit the employment of the company. Transfer Policy The company reserves the right to transfer an employee considering the various organizational requirements. The employee will be informed in writing regarding the transfer and other relevant information like reporting authority, responsibilities etc.
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Separation Policy We expect that your employment with the company is mutually beneficial. If an employee feels like leaving the organisation, we expect him to come and discuss the areas of concerns with his superior. This provides the management an opportunity to remedy the situation, clear up any communication gap and exhaust all possible solutions before concluding that resignation is in the best interest of both the parties. The employee is required to submit a resignation in writing. The employee must inform the Human Resources Department of his new address for communicating with and sending of relieving letter. The employee is required to submit a No Due Certificate signed by the Profit Centre Head to Human Resources Department for settling the full and final settlement of dues. Business Conduct Guidelines All employees are required to follow the following business conduct guidelines. Gifts: Employees are not allowed to accept any benefit, bribe or advantage, monetary or otherwise from customers, suppliers or any person having business dealings with the company. If there is any doubt as to whether a gift may be accepted, the matter should be discussed with the immediate superior who will seek information as to appropriate action to be taken.
Ethics and Values We respect all our employees to adhere to an appropriate set of core values and beliefs during both good and tough times. All are expected to act in-line with those ethics and values. It is a must that we should practice what we preach E-mail E-mail / Internet is to be used only for official / business purposes.
Learning and Development We strongly believe in providing the best learning opportunities for individual growth in all aspects of our business. Learning is a continuous activity and this requires the participation of each and everyone in the organisation.
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We will be conducting behavioural programmes, Technical learning and general learning programmes. An employee will be nominated for a learning programme based on the individual learning need identified by the employee and his superior. The employee is required to share the learning with his colleagues immediately after attending the programme. The implementation of the learning that happened in the learning programme is to be given prime importance; we organize internal as well as external learning programmes.
Team Popular We strongly believe that our employees are our key strength. In a service organization like ours the most valuable asset is our people. It is our committed and hardworking sets of people, who make things, happen for our company. We look ahead and claim victory over every obstacle. We believe that success with people begins with love and respect for people. Yes, it is definitely our team that adds value to your life.
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The Project
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1.3 Statement of the Problem The organization is aiming at improving their productivity and for this motivating its employees is the prime task. The employees are working efficiently in the company; even then the researcher was directed by the organization to collect the most recent information relating to the motivational factors and techniques that influence the employees to better performance and commitment. The effectiveness of the current motivational tools and techniques are also taken into consideration. 1.1 Objectives of the study
1.1.1 Primary objective To study Employee motivational techniques and tools which motivate the employees towards the organization growth with reference to Popular Vehicles and Services Limited. 1.1.2 Secondary Objective To study the concepts of motivation To study the motivational tools and techniques implemented by the firm To study the motivational program provided by the organization. To study which motivational factors motivate employees to perform better in the job. 1.2 Research Methodology A research methodology defines what the activity of research is, how to proceed, how to measure progress, and what constitutes success. It is a study of the principles underlying the organization of the various sciences and the conduct of scientific inquiry. 1.2.1 Research Approach The study is undertaken by Descriptive Methods. 1.3 Data Sources Data are collected through primary and secondary sources.
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1.6.1 Primary Data Primary data may be described as those data that have been observed and recorded by the researchers for the first time to their knowledge. In this study, primary data was collected with the help of structured questionnaire, interviews and surveyed with the help of questionnaire. 1.6.2 Secondary Data Secondary data are statistics and not gathered for the immediate study at hand but for some other purposes. These data was collected from books, websites and other research publications. 1.7 Period of Study The period of study is from 1/10/2011 to 21/10/2011. 1.8 Research Instrument used The instrument used for data collection is questionnaire. 1.9 Research Plan The sampling method used by the researcher is convenient sampling. 1.8.1 Sampling unit The sampling unit for the study comprises of the employees of Popular Vehicles and Services Limited. 1.9.2 Sampling Size The researcher has used a sample size of 50 employees working in of Popular Vehicles and Services Limited. 1.9.3 Sampling procedure In convenience sampling method the researcher selected 50 respondents according to the researchers convenience.
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1.9.4 Contact method Employees are directly approached for collecting data. 1.9 Tools and techniques Questionnaires It is a formalized instrument for asking information directly from a respondent concerning behaviour, demographic characteristics, level of knowledge and attitudes, believes feelings etc. Questionnaires were used by the researcher to make the interviews more systematic and structured. Personal interview To get the first hand information, personal interviews in the form of intercept interviews were conducted. Questionnaires were administered and the respondents were interviewed. Software tools like SPSS 17.0, internet explorer, Ms.office were used. Analytical Tools The analytical tools used for analyzing the collected data are: Percentage analysis Weighted Average Method Chi square test
Percentage analysis The statistical tool which is used here is percentage analysis. In this method we will take numerator as respondents and denominator as total sample size and we will multiply with 100 Percentage = number of respondents x 100 Total sample size
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Weighted Average Method
It is used when the relative number of items in the series differs. While calculating the weighted mean each item is given a weight judged by its relative importance. Weighted average method plays a vital role in economic studies. Weighted means are thus obtained by taking into accounts of weights of these items. Each value is multiplied with its weights. Then their sum is divided with the total weights. Weighted Average =FW/W Chi square test The Statistical test based on the test statistic following x2 distribution, is known as x2-test. x2test can be used for testing the given population variance, by comparing with variance of sampling. This is a parametric test, and we have discussed it in the chapter Testing of hypothesis. As a non-parametric test, x2-test can be used for I. II. Testing fitness of fit between observed and expected frequencies Testing independence of two attributes
1.10 Limitation of the study The Employees may not reveal their original opinion due to their fear towards their management. The time available was inadequate for conducting detailed study among the employees. The study is subject to sampling errors. The study was based on primary data and secondary data. The sources have its own limitations.
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CHAPTER-2 Theoretical Review
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Motivation A simple definition of motivation is the ability to change behavior. It is a drive that compels one to act because human behavior is directed toward some goal. Motivation is intrinsic (internal); it comes from within based on personal interests, desires, and need for fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions also influence motivation. As defined by Daft (1997), motivation refers to "the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action" (p. 526). People who are committed to achieving organizational objectives generally outperform those who are not committed. Those who are intrinsically rewarded by accomplishments in the workplace are satisfied with their jobs and are individuals with high self-esteem. Therefore, an important part of management is to help make work more satisfying and rewarding for employees and to keep employee motivation consistent with organizational objectives. With the diversity of contemporary workplaces, this is a complex task. Many factors, including the influences of different cultures, affect what people value and what is rewarding to them. From a manager's perspective, it is important to understand what prompts people, what influences them, and why they persist in particular actions. Quick (1985) presented these four underlying principles that are important to understanding motivation: 1. People have reasons for everything they do. 2. Whatever people choose as a goal is something they believe is good for them. 3. The goal people choose must be seen as attainable. 4. The conditions under which the work is done can affect its value to the employee and his or her perceptions of attainability or success. Motivation is the driving force by which humans achieve their goals. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but it can also be used to describe the causes for animal behavior as well. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from, emotion.
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When management was first studied in a scientific way at the turn of the twentieth century, Frederick Winslow Taylor worked to improve productivity in labor situations so important in those days of the developing Industrial Revolution. Taylor developed efficiency measures and incentive systems. When workers were paid more for meeting a standard higher than their normal production, productivity increased dramatically. Therefore, workers seemed to be economically motivated. At this time in history, social issues involved in human behavior were not yet considered. Amore humanistic approach soon developed that has been influencing management ever since. During the late 1920s and early 1930s, Elton Mayo and other researchers from Harvard University conducted studies at a Western Electric plant in Hawthorne, Illinois, to measure productivity. They studied the effects of fatigue, layout, heating, and lighting on productivity. As might be expected when studying lighting, employee productivity levels increased as the illumination level was increased; however, the same effect was noted when the illumination level was decreased. The researchers concluded that the attention paid to the employees was more of a contributing factor to their productivity level than the environmental conditions. The fact that paying attention to workers could improve their behavior was called the Hawthorne effect. As a result of this research, it was evident that employees should be treated in a humane way. These findings started the human relations movementa change in management thinking and practice that viewed increased worker productivity as grounded in satisfaction of employees' basic needs. [Many years later, it was discovered that the workers in the Hawthorne experimental group had received an increase in income; therefore, money was probably a motivating factor, although it was not recognized as such at the time. (Daft, 1997)].
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Motivational Theories Motivation theories have continued to evolve and have their roots in behavioral psychology. They provide a way to examine and understand human behavior in a variety of situations. Ongoing changes in the workplace require that managers give continuous attention to those factors that influence worker behavior and align them with organizational goals. No one theory is appropriate for all people and for all situations. Each individual has his or her own values and differing abilities. In business settings, managers apply motivation theories to influence employees, improve morale, and implement incentive and compensation plans. The motivational theories are grouped according to need, process, and reinforcement theories. 1. Need Theories Need theories are based on some of the earliest research in the field of human relations. The premise behind need theories is that if managers can understand the needs that motivate people, then reward systems can be implemented that fulfill those needs and reinforce the appropriate behavior. A) Maslows Need Hierarchy Theory Hierarchy of Needs Abraham Maslow, a professor at Brandeis University and a practicing psychologist, developed the hierarchy of needs theory. He identified a set of needs that he prioritized into a hierarchy based on two conclusions (Daft, 1997; McCoy, 1992; Quick, 1985): 1. Human needs are either of an attraction/desire nature or of an avoidance nature. 2. Because humans are wanting" beings, when one desire is satisfied, another desire will take its place. The five levels of needs are the following:
Physiological: These are basic physical comfort or bodily needs: food, sex, drink, and sleep. In the workplace, these needs translate into a safe, ergonomically designed work environment with appropriate base salary compensation.
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Maslow's Hierarchy of Needs Chart
Security/safety: People want to feel safe, secure, and free from fear. They need stability, structure, and order. In the workplace, job security and fringe benefits, along with an environment free of violence, fills these needs.
Belongingness and love: This is a need for friends, family, and intimacyfor social acceptance and affection from one's peers. In the workplace, this need is satisfied by participation in work groups with good relationships among co-workers and between workers and managers.
Esteem: People want the esteem of others and they want to be regarded as useful, competent, and important. People also desire self-esteem and need a good self image. In the workplace, increased responsibility, high status, and recognition for contributions satisfy these needs.
Self-actualization: This highest motivation level involves people striving to actualize their full potential, to become more of what they are capable of being. They seek to attain self-fulfillment. In the workplace, people satisfy this need by being creative, receiving training, or accepting challenging assignments.
Focusing on the needs of retraining for growth and challenge as well as rewards and recognition is important to the quality of work life. Managers can affect the physical, social, and psychological environment in the workplace, and they have a responsibility to help employees fulfill their needs.
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B). ERG Theory In his work, Clayton Alderfer expanded on Maslow's hierarchical theory. He proposed three need categories and suggested that movement between the need levels is not necessarily straightforward. Failure to meet a higher-order need could cause an individual to regress to a lower-order need. These ERG theory categories are:

Existence needs: Needs for physical well-being Relatedness needs: Needs for satisfactory relationships with others Growth needs: The development of human potential and the desire for personal growth and increased competence (Daft, 1997) Alderfer's Hierarchy of Motivational Needs Level of Need Definition Impel a person to make creative Growth or productive Properties Satisfied through using
capabilities in
engaging
effects on himself and his environment
problems; creates a greater sense of wholeness and fullness as a human being Satisfied sharing by mutually and
thoughts
Involve relationships with feelings; Relatedness significant others confirmation,
acceptance, under-
standing, and influence are elements When divided among
Includes all of the various Existence forms of material and
people one person's gain is another's loss if resources are limited
psychological desires
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Maslow recognized that not all personalities followed his proposed hierarchy. While a variety of personality dimensions might be considered as related to motivational needs, one of the most often cited is that of introversion and extroversion. Reorganizing Maslow's hierarchy based on the work of Alderfer and considering the introversion/extraversion dimension of personality results in three levels, each with an introverted and extroverted component. This organization suggests there may be two aspects of each level that differentiate how people relate to each set of needs. Different personalities might relate more to one dimension than the other. For example, an introvert at the level of Other/Relatedness might be more concerned with his or her own perceptions of being included in a group, whereas an extrovert at that same level would pay more attention to how others value that membership. A Reorganization of Maslow's and Alderfer's Hierarchies Level Introversion Extroversion Transcendence of (assisting in the
Self-Actualization (development Growth competencies [knowledge, and attitudes, and
development of others' competencies and
skills]
character; relationships to the unknown,
character)
unknowable)
Other (Relatedness)
Personal identification with group, significant others (Belongingness) Physiological, biological
Value
of
person
by
group (Esteem)
Self (Existence)
(including Connectedness, security
basic emotional needs)
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C).Motivation-Hygiene Theory Frederick Herzberg, a professor of psychology at Case Western Reserve University, studied the attitudes of workers toward their jobs. Herzberg proposed that an individual will be moved to action based on the desire to avoid deprivation. However, this motivation does not provide positive satisfaction because it does not provide a sense of growth. Herzberg's research found that positive job attitudes were associated with a feeling of psychological growth. He thought that people work for two reasons: for financial reasons to avoid physical deprivation, and for achievement because of the happiness and meaning it provides. Herzberg also identified the concept of job enrichment, whereby the responsibilities of a job are changed to provide greater growth and challenge (McCoy, 1992; Quick, 1985 p. 10-12)] 1985. His motivation-hygiene theory includes two types of factors: 1. Motivation is based on the positive satisfaction that psychological growth provides. The presence of factors such as responsibility, achievement, recognition, and possibility for growth or advancement will motivate and satisfy people. The absence of these factors will not necessarily demotivate or cause dissatisfaction. 2. Hygiene is based on an individual's desire to avoid deprivation and the resulting physical and emotional discomfort. Hygiene factors include willingness to supervise; positive working conditions; interpersonal relations with peers, subordinates, and superiors; status; job security; and salary. These factors do not motivate, nor will their presence cause job satisfaction. Their absence, however, will cause dissatisfaction. Although salary is considered a hygiene factor, it plays an indirect part in motivation as a measure of growth and advancement or as a symbol of recognition of achievement. D).Theory X and Theory Y Douglas McGregor, a professor at the Massachusetts Institute of Technology and a social psychologist, was greatly influenced by the work of Maslow. McGregor recognized that people have needs and that those needs are satisfied at work. He described two sets of assumptions about people that he labeled Theory X and Theory Y (Bruce and Pepitone, 1999; Quick, 1985):
The assumptions of Theory X are that most people will avoid work because they don't like it and must be threatened or persuaded to put forth adequate effort. People have little ambition and don't want responsibility. They want to be directed and are most interested in job security.
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The assumptions of Theory Y are that work is very natural to people and that most people are self-directed to achieve objectives to which they are committed. People are ambitious and creative. They desire responsibility and derive a sense of satisfaction from the work itself.
These assumptions were, at one time, applied to management styles, with autocratic managers labeled as adhering to Theory X and democratic managers to Theory Y. Unfortunately, this fostered a tendency to see people as members of a group rather than as individuals. The important contribution of McGregor's theory was to recognize these two perspectives and to recognize that people can achieve personal objectives through helping organizations achieve their objectives. Their work can be a motivator. E).Acquired Needs Theory David McClelland developed the acquired needs theory because he felt that different needs are acquired throughout an individual's lifetime. He proposed three needs: 1. Need for achievement: The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others 2. Need for affiliation: The desire to form close personal relationships, avoid conflict, and establish warm friendships 3. Need for power: The desire to influence or control others, be responsible for others, and have authority over others. McClelland found through his research that early life experiences determine whether people acquire these needs. The need to achieve as an adult is influenced by the reinforcement of behaviour received as a child when a child is encouraged to do things independently. If a child is reinforced for warm, human relationships, then the need for affiliation as an adult develops. If a child gains satisfaction from controlling others, then the need for power will be evident as an adult (Daft, 1997). 2. Process Theories Process theories help to explain how individuals select particular behaviors and how individuals determine if these behaviors meet their needs. Because these theories involve rational selection, concepts of cognition are employed. Cognition, according to Petri (1996), "is generally used to describe those intellectual or perceptual processes occurring within us
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when we analyze and interpret both the world around us and our own thoughts and actions (p. 236). A).Expectancy Theory Victor Vroom developed the expectancy theory, which suggests that individuals' expectations about their ability to accomplish something will affect their success in accomplishing it. Therefore, this theory is based on cognitionon thought processes that individuals use. The expectancy theory is based on an individual's effort and performance, as well as the desirability of outcomes associated with high performance. The value of or preference for a particular outcome is called valence. To determine valence, people will ask themselves whether or not they can accomplish a goal, how important is the goal to them (in the immediate as well as the long term), and what course of action will provide the greatest reward. An individual's expectation of actually achieving the outcome is crucial to success, and many factors influence this (Daft, 1997; Quick, 1985). The expectancy theory can be applied through incentive systems that identify desired outcomes and give all workers the same opportunities to achieve rewards, such as stock ownership or other recognition for achievement. Vroom, (1964) proposes the following equation: Motivation = Perceived Probability of Success (Expectancy) * Connection of Success and Reward (Instrumentality) * Value of Obtaining Goal (Valance, Value) Since this formula states that the three factors of Expectancy, Instrumentality, and Valance or Value are to be multiplied by each other, a low value in one will result in a low value of motivation. Therefore, all three must be present in order for motivation to occur. That is, if an individual doesn't believe he or she can be successful at a task or the individual does not see a connection between his or her activity and success or the individual does not value the results of success, then the probability is lowered that the individual will engage in the required learning activity. From the perspective of this theory, all three variables must be high in order for motivation and the resulting behavior to be high. B). Equity Theory The equity theory focuses on individuals' perceptions of how fairly they are treated in comparison to others. It was developed by J. Stacy Adams, who found that equity exists when people consider their compensation equal to the compensation of others who perform similar
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work. People judge equity by comparing inputs (such as education, experience, effort, and ability) to outputs (such as pay, recognition, benefits, and promotion). When the ratio is out of balance, inequity occurs. And inequitable pay can create an impossible situation when implementing salary and incentive systems. According to Daft (1997), Individuals will work to reduce perceived inequity by doing the following:

Change inputs: Examples include increasing or reducing effort. Change outcomes: Examples include requesting a salary increase or improved working conditions.
Distort perceptions: This occurs when individuals cannot change their inputs or outcomes; one example is artificially increasing the importance of awards.
Leave the job: Individuals might do this rather than experience what they perceive to be continued inequity.
When administering compensation and incentive programs, managers must be careful to assure that the rewards are equitable; if programs are not perceived as equitable, then they will not contribute to employee motivation.
3. Reinforcement Theories Theories of reinforcement are based not on need but on the relationship between behavior and its consequences. In the workplace, these theories can be applied to change or modify on-thejob behavior through rewards and punishments. B. F. Skinner, a professor at Harvard, was a highly controversial behavioral psychologist known for his work in operant conditioning and behavior modification. His reinforcement theories take into consideration both motivation and the environment, focusing on stimulus and response relationships. Through his research, Skinner noted that a stimulus will initiate behavior; thus, the stimulus is an antecedent to behavior. The behavior will generate a result; therefore, results are consequences of behavior. According to McCoy (1992), "The quality of the results will be directly related to the quality and timeliness of the antecedent. The more specific the antecedent is and the closer in time it is to the behavior, the greater will be its effect on the behavior.The consequences provide feedback to the individual" (p. 34). If the results are considered positive, then the behavior is positively reinforced. When the behavior is positively reinforced, the individual is more likely to repeat the behavior. People
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tend to have an intrinsic (internal) need for positive reinforcement. And when a behavior is ignored, the behavior tends to go away or become extinct. The four types of reinforcement are the following (Daft, 1997):
Positive reinforcement: The application of a pleasant and rewarding consequence following a desired behaviour, such as giving praise.
Negative reinforcement: The removal of an unpleasant consequence following a desired behaviour, such as a manager no longer reminding a worker about a weekly deadline when the worker meets the deadline. This reinforcement is also called avoidance.
Punishment: The application of an unpleasant outcome when an undesirable behaviour occurs to reduce the likelihood of that behaviour happening again. This form of reinforcement does not indicate a correct behaviour, so its use in business is not usually appropriate.
Extinction: The withdrawal of a positive reward. If the behaviour is no longer positively reinforced, then it is less likely to occur in the future and it will gradually disappear.
Continuous reinforcement can be effective in the early stages of behavior modification, but partial reinforcement is more commonly used. Reinforcement is most powerful when it is administered immediately. The appropriateness of a reward depends on the situation. But for managers to apply rewards appropriate for work performance, it is necessary to understand what constitutes a reward. And no single reward will be perceived as positive by all employees. Rewards, however, are important in behavior-based incentive plans because they reward employee behavior that is desirable for the company. According to McCoy (1992), both incentives and recognition provide a reward; however, incentives drive performance while recognition is an after-thefact display of appreciation for a contribution. Financial rewards are certainly important in compensation programs. Social recognition provides employees with a sense of self-worth by acknowledging the contributions they have made. This recognition could be given in the form of a ceremony that helps to validate and is an important compensationand one that probably costs a company very little in relationship to the benefit to employees (McCoy, 1992).
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Methods of Motivation 1. Financial Methods of Motivation Though there are many reasons why people work for a living, it is undeniable that money, or other financial rewards, play a key role in motivating people in the workplace. There is a wide variety of ways in which a business can offer money (or financial rewards) as part of the pay package, including:
Salaries: fixed amounts per month or year for performing a role; these are common for most managerial positions (e.g. Accountant, Payroll Manager) Benefits in kind (fringe benefits) very common in businesses of all kinds; these include staff discounts, contributions to travel costs, staff uniforms etc
Time-rate pay: pay based on time worked; very common in small businesses where employees are paid per hour. Piece-rate pay: pay per item produced becoming less common Commission: payment based on the value of sales achieved. Other performance-related pay: e.g. bonuses for achieving targets Shares and options: less common in small businesses, but popular in businesses whose shares are traded on stock markets Pensions becoming less common and generous. Small businesses tend not to offer pension benefits.
In most cases, an employee might expect to have a mixture of the above in a pay package. How important is money as a motivator? It is widely accepted that poor or low pay acts as a de-motivator. Someone who feels undervalued or under-paid may soon leave to find betterpaid employment. However, it is less clear that paying people more results in better motivation. For most people, motivation (the will to work) comes from within. More money can help us feel better about out work, but it is unlikely to encourage us to work harder or to a higher standard. 2. Non-Financial Methods of Motivation Most businesses recognize the need for non-financial methods of motivation. The main ones are described briefly below:
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a) Job Enlargement Job Enlargement involves adding extra, similar, tasks to a job. In job enlargement, the job itself remains essentially unchanged. However, by widening the range of tasks that need to be performed, hopefully the employee will experience less repetition and monotony. With job enlargement, the employee rarely needs to acquire new skills to carry out the additional task. A possible negative effect is that job enlargement can be viewed by employees as a requirement to carry out more work for the same pay! b). Job Rotation Job Rotation involves the movement of employees through a range of jobs in order to increase interest and motivation. For example, an administrative employee might spend part of the week looking after the reception area of a business, dealing with customers and enquiries. Some time might then be spent manning the company telephone switchboard and then inputting data onto a database. Job rotation may offer the advantage of making it easier to cover for absent colleagues, but it may also reduce' productivity as workers are initially unfamiliar with a new task. Job rotation also often involves the need for extra training. c).Job Enrichment Job Enrichment attempts to give employees greater responsibility by increasing the range and complexity of tasks they are asked to do and giving them the necessary authority. It motivates by giving employees the opportunity to use their abilities to the fullest. Successful job enrichment almost always requires further investment in employee training. Benefits of a well-motivated workforce
Better productivity (amount produced per employee). This can lead to lower unit costs of production and so enable a firm to sell its product at a lower price.
Lower levels of absenteeism as the employees are content with their working lives. Lower levels of staff turnover (the number of employees leaving the business). This can lead to lower training and recruitment costs.
Improved industrial relations with trade unions. Contented workers give the firm a good reputation as an employer so making it easier to recruit the best workers.
Motivated employees are likely to improve product quality or the customer service associated with a product.
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CHAPTER-3&4 Data Analysis and Discussion
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Table 3.1
The table shows the Gender of the respondents.
Gender Male Female Total

Source: Primary data Chart 3.1
No of Respondents 35 15 50
Percentage 70.0 30.0 100.0
The chart shows the gender of employees working in the organization.
30%
Male Female
70%
Interpretation: From the above analysis the researcher had found out that 70% of the sample size reports Male and rest 30% are Females.
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Table 3.2
The table below shows the age of the respondents.
Age Group Less than 20 20-30 30-40 40-50 Above 50 Total

Number Respondents 0 30 11 6 3 50
of Percentage 0 60.0 22.0 12.0 6.0 100.0
The chart shows the age of the respondents

0% 6% 12% Less than 20 20-30 30-40 22% 40-50 60% Above 50
Interpretation: From the above table and chart the researcher has found out that around 60% of the employees fall under the age group of 20-30. Nearly 22% of the employees fall under the category of 30-40. Remaining 12% of the employees falls under 40-50 Age Group and rest 6% are Above 50 Age Group. Thus majority of the employees are of employees of the organisation falls under the Age Group of 20-30.
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Table 3.3
The table shows the salary of the respondents.
Salary Below 5000 5000-10000 10000-15000 15000-20000 20000-25000 25000 and Above Total
No of Respondents 2 15 15 12 4 2 50
Percentage 4.0 30.0 30.0 24.0 8.0 4.0 100.0
The chart shows the salary of the respondents.
4% 4% 8% Below 5000 30% 24% 5000-10000 10000-15000 15000-20000 20000-25000 25000 and Above
30%
Interpretation: From the above table and chart the researcher has found out that around 30% of the employees are having a salary of 5000-10000 and other 30% of the employees are processing a salary of 10000-15000. Nearly 25% of the employees fall under the category of 1500020000, 8%under 20000-25000, 4% under 25000 and above and remaining 4% of the employees are below 5000. So majority of employees comes under the category of 500010000 and 10000-15000.
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Table 3.4
The table shows the working experience of the respondents.
Working in Popular Less than 1 Year 1-3 Years 3-5 Years 5-7 Years 7 Years and Above Total
No of Respondents 10 27 9 4 0 50
Percentage 20.0 54.0 18.0 8.0 0 100.0
The chart shows the working experience of the respondents.

0% 8% 20% 18% Less than 1 Year 1-3 Years 3-5 Years 5-7 Years 7 Years and Above 54%
Interpretation: From the above table and chart the researcher has found out that around 20% of the employees are having a Working Experience of Less than 1 Year and other 54% of the employees are having a Working Experience of 1-3 years. Nearly 18% of the employees fall under the category of 3-5 years, 8%under 5-7 years, and 0% under 7 years and above. So majority of employees comes under the category of 1-3 years Working Experience.
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Table 3.5
The table shows the native of the respondents.
Native of Calicut Yes No Total

No of Employees 43 7 50
Percentage 86.0 14.0 100.0
The chart shows the natives of the respondents.
14%
Yes No
86%
Interpretation: From the above table and graph the researcher has found out that the about 86% of the employees working in the organisation are Native of Calicut and rest 14%of the employees working in the organization are not Native of Calicut.
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Table 3.6 The table below shows the responsiveness of the employees whether they are proud to work in Popular.
Opinion Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage(%) 22.0 60.0 10.0 8.0 0 100.0
The chart below shows the responsiveness of the employees whether they are proud to work in Popular.
0% 8% 10% 22% Strongly Agree Agree No Opinion Disagree Strongly Disagree
60%
Interpretation: From the above table and chart the researcher has found out that about 22% of the employees Strongly Agree, 60% of the employees Agree, 10% of the employees are of No Opinion, 8% of the employees Disagree and 0% of the employees Strongly Disagree are proud to work in Popular.
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Table 3.7 The table below shows the responsiveness of the employees towards the Hr Policies and Administration in Popular.

Percentage 24.0 56.0 12.0 8.0 0 100.0
The chart below shows the responsiveness of the employees towards the Hr Policies and Administration in Popular.
0% 8% 12% 24% Strongly Agree Agree No Opinion Disagree Strongly Disagree
56%
Interpretation: From the above table and chart the researcher has found out that out of 50 sample size ,24% of the employees Strongly Agree, 56% of the employees Agree, 12% of the employees are of No Opinion, 8% of the employees Disagree and 0% of the employees Strongly Disagree about the Hr Policies and Administration in Popular.
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Table 3.8 The table below shows the responsiveness of the employees that they are to be persuaded and pushed to perform either offer/reward or by punishment at their work place.
Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 0 26.0 52.0 14.0 4.0 100.0
The chart below shows the responsiveness of the employees that they are to be persuaded and pushed to perform either offer/reward or by punishment at their work place.
0% 8% 14% 26% Strongly Agree Agree No Opinion Disagree Strongly Disagree 52%
Interpretation: From the above table and chart the has found out that 0% of the employees Strongly Agree, 26% of the employees Agree, 52% of the employees are of No Opinion, 14% of the employees Disagree and 8% of the employees Strongly Disagree that they are to be persuaded and pushed to perform either offer/reward or by punishment at their work place.
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Table 3.9 The table below shows the responsiveness of the employees that their job is not overloaded and there by not difficult to complete within time frame.

Percentage 8.0 20.0 12.0 30.0 30.0 100.0
The chart below shows the responsiveness of the employees that their job is not overloaded and there by not difficult to complete within time frame.
8% 30% 20% Strongly Agree Agree No Opinion Disagree 12% 30% Strongly Disagree
Interpretation: From the above table and chart the researcher has found out that about 8% of the employees Strongly Agree, 20% of the employees Agree, 12% of the employees are of No Opinion, 30% of the employees Disagree and 30% of the employees Strongly Disagree that their job is not overloaded and there by not difficult to complete within time frame.
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Table 3.10 The table below shows the responsiveness of the employees towards the exercise Self control And Self direction in the work.

Source: Primary Data Chart 3.10
Percentage 14.0 36.0 44.0 6.0 0 100.0
The chart below shows the responsiveness of the employees towards the exercise Self control and Self direction in the work.
0% 6% 14% Strongly Agree Agree No Opinion 44% 36% Disagree Strongly Disagree
Interpretation: From the above table and chart the researcher has found out that about14% of the employees Strongly Agree, 36% of the employees Agree, 44% of the employees are of No Opinion, 6% of the employees Disagree and 0% of the employees Strongly Disagree to the exercise Self control and Self direction in the work.
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Table 3.11 The table below shows the responsiveness of the employees towards its relationship with Coworkers.

Percentage 50.0 40.0 0 10.0 0 100.0
The chart below shows the responsiveness of the employees towards its relationship with Coworkers.
0% 0% 10% Strongly Agree Agree 50% 40% No Opinion Disagree Strongly Disagree
Interpretation: From the above table and chart the researcher has found out that about50% of the employees Strongly Agree, 30% of the employees Agree, 0% of the employees are of No Opinion, 20% of the employees Disagree and 0% of the employees Strongly Disagree to the Relation with the Co- workers.
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Table 3.12 The table below shows the responsiveness of the employees towards the stress level at work.

Percentage 10 32 0 14 44 100.0
The chart below shows the responsiveness of the employees towards the stress level at work.
10%
Strongly Agree 44% 32% Agree No Opinion Disagree Strongly Disagree
14%
0%
Interpretation: From the above table and chart the researcher has found out that about 10% of the employees Strongly Agree, 32% of the employees Agree, 0% of the employees are of No Opinion, 14% of the employees Disagree and 44% of the employees Strongly Disagree to the Stress level at work.
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Table 3.13 The table below shows the responsiveness of the employees towards the Training program provided by the organization to its employees.

Percentage 30 50 0 10.0 10.0 100.0
The chart below shows the responsiveness of the employees towards the Training program provided by the organization to its employees.
Interpretation: From the above table and chart the researcher has found out that about 30% of the employees Strongly Agree, 50% of the employees Agree, 0% of the employees are of No Opinion, 10% of the employees Disagree and 10% of the employees Strongly Disagree to the Training program provided by the organisation to its employees.
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Table 3.14 The table below shows the responsiveness of the employees towards the Counseling program provided by the organization to its employees.

Percentage 24 70 0 6 0 100.0
The chart below shows the responsiveness of the employees towards the Counseling program provided by the organization to its employees.
0% 6% 24% Strongly Agree Agree No Opinion Disagree Strongly Disagree 70%
0%
Interpretation: From the above table and chart the researcher has found out that about 24% of the employees Strongly Agree, 70% of the employees Agree, 0% of the employees are of No Opinion, 6% of the employees Disagree and 0% of the employees Strongly Disagree to the Counseling program provided by the organisation to its employees.
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Table 3.15 The table below shows the responsiveness of the employees towards the ambience of the work place.

Percentage 16.0 60.0 4.0 10.0 10.0 100.0
The chart below shows the responsiveness of the employees towards the ambience of the work place.
10% 10% 4%
16% Strongly Agree Agree No Opinion Disagree Strongly Disagree 60%
Interpretation: From the above table and chart the researcher has found out that about 16% of the employees Strongly Agree, 60% of the employees Agree, 4% of the employees are of No Opinion, 10% of the employees Disagree and 10% of the employees Strongly Disagree to the ambience of the work place provided by the organization to its employees.
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Table 3.16 The table below shows the responsiveness of the employees towards the resources/tools needed to do the work at the work place.

Percentage 20.0 60.0 20.0 0 0 100.0
The chart below shows the responsiveness of the employees towards the resources/tools needed to do the work at the work place.
0% 0%
20%
20% Strongly Agree Agree No Opinion Disagree Strongly Disagree
60%
Interpretation: From the above table and chart the researcher has found out that about 20% of the employees Strongly Agree, 60% of the employees Agree, 20% of the employees are of No Opinion, 0% of the employees Disagree and 0% of the employees Strongly Disagree to the ambience of the work place provided by the organization to its employees.
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Table 3.17 The table below shows the responsiveness of the employees towards the Leadership style of the superiors at the work place.

Percentage 22.0 66.0 0 6.0 6.0 100.0
The chart below shows the responsiveness of the employees towards the Leadership style of the superiors at the work place.
0%
6% 6% 22% Strongly Agree Agree No Opinion Disagree Strongly Disagree 66%
Interpretation: From the above table and chart the researcher has found out that about 22% of the employees Strongly Agree, 66% of the employees Agree, 0% of the employees are of No Opinion, 6% of the employees Disagree and 6% of the employees Strongly Disagree to the Leadership styles of the superiors at their work place.
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Table 3.18 The table below shows the responsiveness of the employees towards their superior communicate job related matters.

Percentage 24.0 40.0 16.0 14.0 6.0 100.0
The chart below shows the responsiveness of the employees towards their superior communicate job related matters.
6% 14% 24% Strongly Agree Agree No Opinion 16% Disagree Strongly Disagree 40%
Interpretation: From the above table and chart the researcher has found out that about24% of the employees Strongly Agree, 40% of the employees Agree, 16% of the employees are of No Opinion, 14% of the employees Disagree and 6% of the employees Strongly Disagree to the communication of job related matters by superiors to its employees provided by the organization.
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Table 3.19 The table below shows the responsiveness of the employees towards the Open Door Policy.

Percentage 24.0 60.0 0 8.0 8.0 100.0
The chart below shows the responsiveness of the employees towards the Open Door Policy.
Interpretation: From the above table and chart the researcher has found out that about 24% of the employees Strongly Agree, 60% of the employees Agree, 0% of the employees are of No Opinion, 8% of the employees Disagree and 8% of the employees Strongly Disagree to the Open Door Policy of the organization.
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Table 3.20 The table below shows the responsiveness of the employees towards the present salary matching with professional skill and experience.

Percentage 12.0 56.0 24.0 4.0 4.0 100.0
The chart below shows the responsiveness of the employees towards the present salary matching with professional skill and experience.
4%
4%
12% Strongly Agree
24%
Agree No Opinion Disagree Strongly Disagree 56%
Interpretation: From the above table and chart the researcher has found out that about 12% of the employees Strongly Agree, 56% of the employees Agree, 24% of the employees are of No Opinion, 4% of the employees Disagree and 4% of the employees Strongly Disagree to the Present salary matching with Professional Skill and Experience.
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Table 3.21 The table below shows the responsiveness of the employees towards the Motivational Programs provided by the organisation to its employees.

Percentage 20.0 70.0 6.0 4.0 0 100.0
The chart below shows the responsiveness of the employees towards the Motivational Programs provided by the organisation to its employees.
Interpretation: From the above table and chart the researcher has found out that about20% of the employees Strongly Agree, 70% of the employees Agree, 6% of the employees are of No Opinion, 4% of the employees Disagree and 0% of the employees Strongly Disagree to the Motivational programs provided by the organization to its employees.
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Table 3.22 The table below shows the responsiveness of the employees towards the satisfaction of Basic needs or Physiological needs.

Percentage 4.0 56.0 24.0 10.0 6.0 100.0
The chart below shows the responsiveness of the employees towards the satisfaction of Basic needs or Physiological needs.
6% 4% 10% Strongly Agree Agree No Opinion 24% 56% Disagree Strongly Disagree
Interpretation: From the above table and chart the researcher has found out that about 4% of the employees Strongly Agree, 56% of the employees Agree, 24% of the employees are of No Opinion, 10% of the employees Disagree and 6% of the employees Strongly Disagree to the satisfaction of Basic and Physiological need.
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Table 3.23 The table below shows the responsiveness of the employees towards the satisfaction of Social and Security needs of the employees.

Percentage 10.0 72.0 12.0 4.0 2.0 100.0
The chart below shows the responsiveness of the employees towards the satisfaction of Social and Security needs of the employees.
2% 4% 12% Strongly Agree Agree No Opinion Disagree Strongly Disagree 72% 10%
Interpretation: From the above table and chart the researcher has found out that about The above graph indicates that 10% of the employees Strongly Agree, 72% of the employees Agree, 12% of the employees are of No Opinion, 4% of the employees Disagree and 2% of the employees Strongly Disagree to the satisfaction of Social and Security needs.
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Table 3.24 The table below shows the responsiveness of the employees towards the Need for Affiliation.

Percentage 20.0 70.0 10.0 0 0 100.0
The chart below shows the responsiveness of the employees towards the Need for Affiliation.
Interpretation: From the above table and chart the researcher has found out that about 20% of the employees Strongly Agree, 70% of the employees Agree, 10% of the employees are of No Opinion, 0% of the employees Disagree and 0% of the employees Strongly Disagree to the satisfaction of Need of Affiliation.
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Table 3.25 The table below shows the responsiveness of the employees towards the Non-Monitory Benefits.

Percentage 10.0 30.0 50.0 10.0 0 100.0
The chart below shows the responsiveness of the employees towards the Non-Monitory Benefits.
0% 10% 10% Strongly Agree Agree 30% No Opinion Disagree 50% Strongly Disagree
Interpretation: From the above table and chart the researcher has found out that about 0% of the employees Strongly Agree, 30% of the employees Agree, 50% of the employees are of No Opinion, 10% of the employees Disagree and 0% of the employees Strongly Disagree to the satisfaction of Non-Monitory Benefits
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Table 3.26 The table below shows the responsiveness of the employees towards the Monitory Benefits.

Percentage 2.0 40.0 54.0 4.0 0 100.0
The chart below shows the responsiveness of the employees towards the Monitory Benefits.
0% 2% 4%
Strongly Agree 40% Agree No Opinion Disagree 54% Strongly Disagree
Interpretation: From the above table and chart the researcher has found out that about 2% of the employees Strongly Agree, 40% of the employees Agree, 54% of the employees are of No Opinion, 4% of the employees Disagree and 0% of the employees Strongly Disagree to the satisfaction of Monitory Benefits.
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Table 4.1 The table below shows the ranking of various Motivational factors of Popular Vehicles and Services limited. Here weighted average method was used for ranking motivators.
Rank according to the preference Rank Activities Monitory Benefits Job Recognition Gifts Scope Promotion Job Security Working Environment Performance Feedback Level Authority Total 50 50 50 50 50 50 50 50 1608 of 1 3 3 7 8 9 10 5 166 10.323 6 of 1 2 3 4 5 6 7 8 Weighted Weight sum 23 13 3 3 3 3 2 0 149 percentage 9.266 7 Ranks
5 0 13 3 1 3
8 1 10 5 4 6
12 3 8 5 9 7
2 3 9 9 9 8
3 2 5 14 8 7
3 3 2 10 12 8
15 1 2 3 8 9
1 39 0 2 2 1
230 98 297 228 221 219
14.303
6.094 18.470
8 1
14.179 13.743
3 4
13.619
Source: Primary data
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Chart 4.1 The chart below shows the Motivational factors of employees in Popular Vehicles and Services Limited.
Monitory Benefits 10% 14% 14% 14% 19% 9% 14% 6% Job Recognition Gifts Scope of Promotion Job Security Working Environment Performance Feedback Level of Authority
Interpretation: The researcher has found out that using weighted average method the ranking for the various factors which induced motivation in the respondents are:
Ranks 1 2 3 4 5 6 7 8
Motivational Factors Scope of Promotion Job Recognition Job Security Working Environment Performance Feedback Level of Authority Monitory Benefits Gifts
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Chi-Square test: 1 Chi-Square test to test the Interdependence of two attributes

Attributes to be compared are Gender of the employees and the Satisfaction of the employees through the open door policy for Grievance Handling. Null Hypothesis (Ho): There is no significant relationship between Gender of the employees and the Satisfaction of the employees through the open door policy for Grievance Handling. Alternative Hypothesis (H1): There is significant relationship between Gender of the employees and the Satisfaction of the employees through the open door policy for Grievance Handling.
Table 4.2 Contingency table showing observed Frequencies
Response Gender Male Female Total
Strongly Agree 9 3 12
Agree
No Opinion
Disagree
Strongly Disagree
Total
20 10 30
0 0 0
3 1 4
3 1 4
35 15 50
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Table 4.3 Contingency table showing Expected Frequencies
Response Gender Male Female
Strongly Agree 8.4 3.6
Agree
No Opinion
Disagree
Strongly Disagree
21 9
0 0
2.8 1.2
2.8 1.2
Table 4.4 Calculation procedure of Chi-Square Test:
Observed Frequency (O)
Expected Frequency (E)
9 3 20 10 0 0 3 1 3 1 Total
8.4 3.6 21 9 0 0 2.8 1.2 2.8 1.2
0.36 0.36 1 1 0 0 0.04 0.04 0.04 0.04
0.042 0.1 0.047 0.111 0 0 0.014 0.033 0.014 0.0.33 0.394
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Therefore the calculated value of Chi-Square =
= 0.349 Degree of Freedom = (r-1) (c-1)
Where r = number of rows c = number of columns Degree of Freedom = (2-1) (5-1) = 1*4 =4 Level of Significance = 5% or 0.05. The table value of Chi-square at 5% Level of Significance and Degree of Freedom equal to 4 is 9.488.
Interpretation: Here the calculated value of Chi-Square is less than the Table value of the Chi-Square, we accept the Null Hypothesis (Ho) that there is a no association between Gender of the employees and the Satisfaction of the employees through the open door policy for Grievance Handling.
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Chi-Square Test 2 To Test the Interdependence of Attributes Using SPSS 17.0

Attributes to be compared are Salary of the respondents of the Popular Vehicles and Services Limited and The basic or physiological needs of the employees.
Null Hypothesis (Ho): There is no significant relationship between Salary of the respondents of the Popular Vehicles and Services Limited and The basic or physiological need of the employees. Alternative Hypothesis (H1): There is significant relationship between Salary of the respondents of the Popular Vehicles and Services Limited and the Basic or physiological need of the employees.
The Output Generated from the Calculation Procedure of Chi-Square Test Using SPSS17.0 Software
Crosstabs
Table 4.5
Case Processing Summary

Cases Valid N Salary of the Respondents * Basic Needs 50 Percent 100.0% N 0 Missing Percent .0% N 50 Total Percent 100.0%
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Table 4.6
Salary of the Respondents * Basic Needs Cross tabulation Count Basic Needs Strongly Agree Salary of the Respondents Below 5000 5000-10000 10000-15000 15000-20000 20000-25000 25000 and Above Total 0 0 1 1 0 0 2 Agree 2 13 7 6 0 0 28 No Opinion Disagree 0 2 4 5 1 0 12 0 0 2 0 1 2 5 Strongly Disagree 0 0 1 0 2 0 3 Total 2 15 15 12 4 2 50
Table 4.7 Chi-Square Tests Value Pearson Chi-Square N of Valid Cases 46.853a 50 df 20 Asymp. Sig. (2-sided) .001
From the output displayed titled Chi-Square Tests The value of Asymp. Sig. (2-sided) is 0.001
Comparing the values to make the decision about accepting or rejecting the Null Hypothesis Since, 0.001 <0.05, reject the Null Hypothesis (Ho) and accept the Alternative Hypothesis (H1).
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Interpretation:
The researcher has found out that there is significant relationship between the salary of the respondents (employees) of Popular Vehicles and Services Limited and the Basic or physiological needs of the employees.
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Chapter 5 Findings, Suggestions, Conclusion
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5.1 Findings
Employee Information:
From the analysis, the researcher has found out that:
The majority of the employees working in the organisation are Males (70%). The Age group of the employees working in the organisation are highest for 20-30 years and its percentage is about 60%. Most of the employees are Native of Calicut (86%). The major portion of the employees pertain to the salary head of 5000-10000 (30%) and 10000-15000 (30%).
Research findings:
From the analysis done by the researcher:
It is inferred from the chi-square test-2 that there is significant relationship between the salary of the respondents (employees) of Popular Vehicles and Services Limited and the Basic or physiological needs of the employees. It is inferred from the chi square test -1 that there is a no association between Gender of the employees and the Satisfaction of the employees through the open door policy for Grievance Handling. From the weighted average method the researcher has found out that the factors which Induce motivation in the employee in the order of their ranks are: 1. Scope of promotion 2. job Recognition 3. job Security 4. Working Environment 5. Performance Feedback 6. Level of Authority 7. Monitory Benefits
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8. Gifts
The analysis indicates that majority, 82% (22% Strongly Agree, 60% Agree) of the
employees are satisfied that they are proud to work in Popular.
From the analysis it is found that majority, 56% of the employees agree to believe in
present Hr Policies and Administration of Popular Vehicles and Services Limited.
From the analysis it is found that majority, 52% of the employees have No Opinion
that they are to be persuaded and pushed to perform in their work place either by reward/punishment in Popular Vehicles and Services Limited.
The analysis indicates that majority, 60% (30%Disagree, 30% Strongly Disagree) of
the employees that their work is not overloaded and thereby by not difficult to complete with in time frame. Majority, 90% of the employees have good relation with the co-workers. 44% of the employees strongly disagree about having stress level at work. Majority,80% of the employees are satisfied with the Training program provided by the organisation. Majority,70% of the employees are satisfied with the counselling conducted by the organization to its employees. The ambience of the work place is satisfied by majority, 60% of the employees. The analysis indicates that 88% (22% strongly Agree, 66% Agree) of the employees are satisfied, to the Leadership styles of the superiors at their work place. The analysis indicates that majority, 64% of the employees are satisfied with the communication of job related matters by superiors to its employees provided by the organization. Majority,60% of the employees are satisfied with the open door policy of grievance handling by the organisation. The analysis indicates that majority, 68% of the employees are satisfied that their Present salary is matching with Professional Skill and Experience. Majority, 70% of the employees agree to the motivational program conducted by the organisation. The analysis indicates that majority, 60% of the employees Agree, that they are satisfied of Basic and Physiological need. The analysis indicates that majority, 72% of the employees are satisfied with their fulfillment of Social and Security needs.
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The analysis indicates that majority, 90% of the employees are satisfied of Need of Affiliation. The analysis indicates that majority, 50% of the employees are of No Opinion, to the satisfaction of Non-Monitory Benefits. Around 54% of the employees are of No Opinion to the satisfaction of Monitory Benefits due to the re -organization by the management.
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5.2 Suggestions
The analysis and findings shows that majority of the employees are satisfied with the Motivational tools and techniques provided by the organisation to its employees. There are some suggestions to improve that are: The monitory benefits given to the employees can be increased by taking into consideration the present cost of living. Canteen facilities can be provided to the employees at subsidised rates. Employees can be further inspired by motivating, accepting and rewarding their work accomplishments and efforts. The informal communication system prevalent in the organisation can be improved by providing more interactive sessions. Human Resource Department should actively take effort to conduct more Motivational programs on a regular basis to the managers and employees to inspire them in their work and also to increase the productivity of the organisation. Regular performance feedback system of employees is to be conducted. Not only salary, there are other factors such as food, drinks, good relationships, good working conditions, celebrations and festivals etc which motivates the employees in increasing productivity and mental satisfaction at the workplace. Steps should be taken to reduce the job related stress level of employees like advanced training programs ,counselling ,emotional and moral support, pleasant and relaxing ambience ,plaque ,screensavers ,background calming sounds/music etc. In this organisation, employees like to be treated as equal. So motivational tools and techniques can be given equally irrespective of gender.
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5.3 Conclusion
The study concludes that, the Motivational program procedure in Popular Vehicles and Services Limited is found effective. The organization can succeed only when its employees are properly motivated to their work. The implementation of new structured Motivational Program may help the organisation to achieve this. A Happy Worker is a Productive Worker This can be achieved in only when proper motivational programs are implemented in an organisation and regular feedbacks are taken by the management for the betterment of its employees as well as for increasing the overall development of the organization. Various research studies have been conducted in Indian context to find out what motivates the people for better performance. The results of various studies on the motivational patter of managers and workers are quite different and even contrasting. 1. Financial benefits, job security, and promotion are not motivating factors for management groups where as these can be motivators for workers. 2. Recognition of work emerges as one of the most important factor for motivating people- both managers and workers. 3. Top level managers value achievement and self actualisation while middle level managers value advancement, type of work and feeling of worthwhile accomplishment. The Motivational policy designed by an organisation should contain the following three points, they are: 1. The human motivation is not inherent or stable rather it is flexible and may be changed or modified by situational variables. 2. The amount of the incentive that is offered to individual for satisfying his motives should be adequate. This is important because sometimes the presence of motivating factors fail to produce any effective result, particularly when its amount is too small. 3. Since human beings differ in their ability and approach, they cannot be motivated to an equal extent. Some people, if motivated beyond certain extent, may feel frustration and the outcome may be negative. Thus this help in creating an effective and efficient motivational program in an organization.
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75
Chapter-6 Appendices
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A Study on the Effectiveness of the Motivational Techniques with Special Reference to Popular Vehicles and Services Limited, Questionnaire
Dear Respondents, As a part of the MBA programme, under Farook Institute of Management Studies, Calicut. I, JYOTHI.V.M am undergoing a project work at Popular Vehicles and Services Limited under the topic A study on the effectiveness of the motivational techniques with special reference to popular vehicles and services limited. I kindly request you to fill this questionnaire sincerely and honestly. The answer will be strictly used for the project purpose only. Personal Data 1. Name 2. Designation 3. Sex 4. Age Less than 20 : : : : 20-30 30-40 40-50 Above 50
5. Education qualification: 6. Salary: Below 5000 20000-25000 5000-10000 25000 and Above 10000-15000 15000-20000
7. How long have you been working in popular: Less than 1 year 7 years and above 1-3 year 3-5 year 5-7 year
8. Are you a native of Calicut:
Yes
No
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Research Questions
No. Particulars 1 I am proud to work in popular. Do you believe in the HR policies and administration of popular? I have to be persuaded and pushed to perform by either offer/reward or by punishment at my work place. My job is not overloaded and there by not difficult to complete with in time frame. I do not inherently dislike my work but exercise self direction and self control to do my work. I have good relation with coworkers. I do not experience stress at work. The training provided by the organization is satisfactory.
Strongly Agree
Agree
No Opinion
Disagree
Strongly Disagree
10
The counselling Provided at my work place by the concerned authority is satisfactory. I am satisfied with the ambience of my work place.
12
My superior has good leadership style. My superiors clearly communicate job related matters.
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13
14
I am satisfied with the open door policy of the organization. The salary which I was offered in the organization is matching with my professional skills and experience. I am satisfied with my present incentive schemes. There is periodical increase in salary provided by the organization. The pay and benefits provided by the popular meet my requirements. The motivational programs in the organization encourage me to perform better. My work enables me to satisfy my basic or physiological need which is food, clothing, shelter, water, and other necessaries of life. My work enables me to satisfy my social and security needs such as personnel security, financial security, health and well-being, safety against accidents/illness and their adverse effects. My work supports my need for affiliation (a drive for friendly and close inter personnel relationship).
15
16
17
18
19
20
21
22
23
Do you agree with the nonmonitory benefits offered by the company? Do you agree with the monitory benefits offered by the
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24
company? 25 I have received recognition for best work in the last month.
26
I am satisfied with the promotional opportunities in the present company.
27. According to your opinion which of the following factors motivate you to perform better in the job? Show your preference by ranking the following. (1 most preferred, 8 least preferred).
Monetary benefits
Job recognition
Gifts
Scope of promotion
Job security
Working environment
Performance feedback
Level of authority
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Any suggestions:
Thank you for your co-operation. Jyothi V M
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Chapter-7 Bibliography
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Bibliography Aswathappa K, Human Resource Management, Mc Graw Hill publishing company Ltd, Fourth Edition.
L M Prasad, Organizational Behaviour, Sultan Chand & Sons, Third Edition. A M Sheikh, Human Resource Development And Management, S. Chand & Company Ltd, Third Edition.
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Chapter -1 Introduction

1.1 General Introduction

1.2 Company Profile

OUR HISTORY- POPULAR HISTORY

Human Resource Department of Popular Vehicles and Services Limited

Weighted Average Method

CHAPTER-2 Theoretical Review

Maslow's Hierarchy of Needs Chart

effects on himself and his environment

Involve relationships with feelings; Relatedness significant others confirmation,

standing, and influence are elements When divided among

Includes all of the various Existence forms of material and

people one person's gain is another's loss if resources are limited

Self-Actualization (development Growth competencies [knowledge, and attitudes, and

development of others' competencies and

character; relationships to the unknown,

Personal identification with group, significant others (Belongingness) Physiological, biological

(including Connectedness, security

basic emotional needs)

CHAPTER-3&4 Data Analysis and Discussion

Gender Male Female Total

Percentage 70.0 30.0 100.0

The chart shows the gender of employees working in the organization.

Age Group Less than 20 20-30 30-40 40-50 Above 50 Total

of Percentage 0 60.0 22.0 12.0 6.0 100.0

The chart shows the age of the respondents

Percentage 4.0 30.0 30.0 24.0 8.0 4.0 100.0

The chart shows the salary of the respondents.

Percentage 20.0 54.0 18.0 8.0 0 100.0

The chart shows the working experience of the respondents.

Native of Calicut Yes No Total

Percentage 86.0 14.0 100.0

The chart shows the natives of the respondents.

Opinion Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage(%) 22.0 60.0 10.0 8.0 0 100.0

0% 8% 10% 22% Strongly Agree Agree No Opinion Disagree Strongly Disagree

Opinion Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 24.0 56.0 12.0 8.0 0 100.0

0% 8% 12% 24% Strongly Agree Agree No Opinion Disagree Strongly Disagree

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 0 26.0 52.0 14.0 4.0 100.0

Opinion Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 8.0 20.0 12.0 30.0 30.0 100.0

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 14.0 36.0 44.0 6.0 0 100.0

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 50.0 40.0 0 10.0 0 100.0

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Strongly Agree 44% 32% Agree No Opinion Disagree Strongly Disagree

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 30 50 0 10.0 10.0 100.0

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 16.0 60.0 4.0 10.0 10.0 100.0

16% Strongly Agree Agree No Opinion Disagree Strongly Disagree 60%

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 20.0 60.0 20.0 0 0 100.0

20% Strongly Agree Agree No Opinion Disagree Strongly Disagree

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 22.0 66.0 0 6.0 6.0 100.0

6% 6% 22% Strongly Agree Agree No Opinion Disagree Strongly Disagree 66%

Opinions Strongly Agree Agree No Opinion Disagree Strongly Disagree Total

Percentage 24.0 40.0 16.0 14.0 6.0 100.0