CHAPTER - 1 INTRODUCTION 1.1.

1 Introduction The important task before every manager is to secure optimum performance from each of his subordinates. The performance of the subordinate, in turn, is determined by his ability to work and the extent to which he is motivated. Motivation is the process of inducing and instigating the subordinates to put in their best. Motivation is influenced significantly by the needs of a person and the extent to which these have been fulfilled. To motivate the subordinates, the manager must, therefore, understand their needs. The term motivation has been derived from the word motive. Motive is the urge, need, want or desire that induces a person to work. ORIGIN The term motivation is derived from the Latin word motive which means induces or desire to work. Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward.- Edwin B. Flippo Motivation means a process of stimulating people to action to accomplish desired goals. W.G.Scott 1.1.2 NATURE AND CHARACTERISTICS OF MOTIVATION 1. Motivation is a psychological concept The needs of person influence his behavior. A subordinate, whose needs have been fully satisfied, feels mentally relieved. 2. Motivation is always total and not piece-meal It means that a person cannot be motivated in instalments. An employee will not be motivated if some of his needs are partly satisfied. 3. Motivation may be financial or non-financial An employee may be motivated through financial or non-financial incentives.

4. Motivation may be positive as well as negative Many people think that the method of motivation should always be positive. It may even be negative. 5. Motivation is continues process Man is a wanting animal. As soon as one need is satisfied another appears in its place. This is an unending process. 1.1.3 IMPORTANCE OF MOTIVATION 1. 2. 3. 4. 5. 6. 7. 8. Inducement of employees Higher efficiency Optimum use of resources Avoidance of loss due to mishandling and breakage No complaints and grievances Better human relations Avoidance of strikes and lock-outs Reduction in labour turnover

1.1.4 PROCESS OF MOTIVATION 1. 2. 3. 4. Recognition of an unfulfilled need Finding the way out to satisfy the same Fulfilments of the need Discovery of new need

1.1.5 TYPES OF MOTIVATION S.NO 1 2 3 4 5 Financial motivation Higher wages and salary Bonus Profit sharing Commission Increment Non-Financial motivation Job security Recognize Better designation Participation in decision making Job rotation

1.2 Company Profile 1.2.1 HYUNDAI MOTOR INDIA LIMITED The Hyundai Motor India Limited is one, if not the most dynamic automobile producer in any developing country. This is remarkable considering that the company is closing in on 40 Years of existence. To outline its history one must also look into the life and times of its founder Chung Ju Yung. It cannot be told without outlining the founders rise from the rice fields of Korea to the circumstances that led him to acquire the knowledge and determination that led to the creation of one of the fastest growing family owned businesses into a global competitor. His creation of numerous companies eventually led to the establishment of the Hyundai Group. The Hyundai Motor India Limited was one of these. He created it and transformed it from a mere assembler of Ford models to a designer and exporter of its own cars and engines in less than for decades. It has already become a major global player with plants and dealerships that span six continents. The company is one of the largest and the most diversified business organizations with 45 affiliated domestic companies and 254 overseas companies in nearly 200 countries. The Hyundai Motor India Limited is but one which the Group is active in such as shipbuilding, steels, petrochemicals, heavy machinery, aerospace, electronics and financial services. Hyundai Motor Co., formed in 1967, was a part of the large South Korean Chaebol the Hyundai Group until the group split in September 2000. In the last four decades. Hyundai managed to establish itself at over the world as a company producing reliable, technically sound and stylish automobiles. This company is Koreas leading automobile manufacturer employing over 68,000 people worldwide. Hyundai ranks as the sixth largest automotive manufacturer in the world. Hyundais 6th manufacturing unit outside the parent country is also the groups largest overseas production base. They are probably in the most elite group of car manufacturers in India to have such technological knowledge. Their main aim is to make India a global hub for the export of cars. They believe that India has the potential to achieve such a feat and in order to take India a step further they are investing heavily here. They are also planning to increase their dealership network and their after sales service.

The year 2006 has been a significant year for Hyundai Motors India. It achieved a significant milestone by rolling out the fastest 300,000th export car. Hyundai exports to over 65 countries globally: even as it plans to continue its thrust in existing export markets. It is gearing up to step up its foray into new markets. Hyundai i10, which has bagged the most prestigious awards including Car of the Year Award, the CNBC-TV 18 ; Car of the Year 2008 Award, the NDTV Car and Bike Awards for Compact Car of the Year 2008 as well as Car of the Year 2008 and the Car of the Year 2008 at the 9th Overdrive Awards. Hyundais i10 has captured the entire gamut of the most prestigious of Indian automobile awards. 1.2.2 Mission Hyundai Motor India Limited considers its most important mission to bringing the enjoyment of elegance and confidence to its customers, rather than just selling products. Hyundai strives to bring its customers luxury and style. 1.2.3 Vision We announced Innovation for Customer as our mid-to long-term vision with five core strategies: global orientation, respect for human values, customer satisfaction, technology innovation, and cultural creation. We desire to create an automobile culture of putting customer first via developing human-cantered and environment-friendly technological innovation. 1.2.4 Market Share With many players entering the small car segment in India with new models, leading players like Maruti Suzuki, Hyundai Motor and Tata Motors lost their market share in 2010-11 to mainly Ford India and Volkswagen, says SIAM. Hyundai Motor India also saw its market share declining to 18.10 per cent in FY 2011 from 20.61 per cent in the previous year. The company had sold 3,58,904 units in 2010-11 as against 3,14,967 units in the year-ago period. SIAM said. Likewise, Tata Motors too lost its market share during the same period, falling to 12.92 per cent with sales of 2,56,202 units. In 2009-10, the company enjoyed 13.18 per cent market share by selling 2,01,399 units. The biggest gainers in the race of market share in the Indian passenger car segment are Ford and Volkswagen. These two car makers took away other players pie riding on their new small cars Figo and Polo respectively. A top executive from Hyundai
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Motor India Limited (HMIL) said that too penetrate into the rural market, it is expecting a lot on its yet-to-be-launched small car. Y. K. Koo, Senior Director (Sales and Marketing) of Hyundai said that in the first half of 2012. The small car will be launched and the company has no immediate plans to export the car. 1.2.5 Product Portfolio The different models of cars that Hyundai Motors India Limited (HMIL) has launched in the Indian market are: Hyundai Santro xing Hyundai Accent Hyundai Sonata Transform Hyundai Tucson Hyundai Terracan Hyundai I10 Hyundai 120 1.2.6 SWOT Analysis of Hyundai Motor India Limited Strengths of HMIL Hyundai India has such a brand equity that it is almost assumed to be an Indian brand, with lot of good accolades for being Indias second most selling brand next to MUL in market share Hyundai Motor India limited is the largest car exporter from Asian Market which showed a 10% growth compared to last FY The domestic sales is increasing at an average rate of 19.1% HMIL is known for its quality products which has better performance and it has constantly been ahead in the race with Maruti Udyog limited in many parameters The product length includes around 8 cars, starting from new Eon in small car segment to SUV segment Santa Fe
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Among the automobile players only HMIL is known for its CSR activities Hyundai products never fail to win laurels in each segment from various automobile ratings ever since its operations in India Hyundai, has the largest network of showrooms and service station next to Maruti in India An article in Economic times quoted that Hyundai Eon launched, treads on Alto territory indicated that Eon will act as a threat to reduction in Altos market share Weaknesses of HMIL HMIL took a long time to gain the market share as its not the first mover in India In terms of most reliable and trusted brand; Maruti is more strong in Indian subcontinent Spare parts of Hyundai vehicles are comparatively priced higher and spare parts do not have PAN India presence In SUV segment both Tucson and its next model Santa Fe didnt make a major impact Increase in commodity prices such as steel, aluminium and ancillary parts has affected margins Since HMIL concentrates on both domestic and International sales there are higher risks of exchange rate fluctuations As Hyundai majorly concentrates on quality, most of its product is in premium category in each segment. Hyundai is still struggling to make a better impact in small car segment in terms of cost efficiency like other manufactures Hyundai doesnt have any product match to compete in corporate orders like Tata Indica V2, Tata Sumo, Tata Indigo, Chevy Tavera, Ford Fiesta etc. These vehicles are most preferred in both cab segment and government booking for bulk orders Opportunities of HMIL SIAM Society of Indian automobile Manufacturers, have stated that there is steady increase in Car sales both Domestic and Indian contributing a valuable share in Indias GDP The export markets growth rate is 22.30% compared to last fiscal year
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 The saving consumption pattern of India is an added advantage for any segment doing business in India. This was one of the major reason for Indian market to survive amidst global recession There is more scope of HMIL to enter into small car segment as its has dedicated R&D plant in Hyderabad, India. Hyundai is one of the very few companies that has widest R&D network across the world located in Korea, Europe, India, US, Japan Hyundai has very good opportunity in entering into commercial vehicles and Recreational vehicles as they are already doing well outside India. Currently HMIL has its focus only on Passenger car segment Threats of HMIL Though Hyundai claims itself to have no direct competitors other than MUL, there are Indian players like Tata, Mahindra imposing a strong threat for Hyundai Motors India to expand its product category Foreign Direct Investments flowing in Indian automobile space are not good signs for already existing Giants like MUL and Hyundai. Almost all major automobile players have started invading India to open up their market and their manufacturing plant in India Chennai is referred to as the Detroit of Asia! Hyundai faced a slight decline in market share due to tough competition from Fords Figo and Volkswagen- Polo Many manufacturers have started to concentrate on small car segment as an alternative to Nano . These will slow down the expected sales on Eon.

1.3 Industry Profile Current Status One of the major industrial sectors in India is the automobile sector. Subsequent to the

liberalization, the automobile sector has been aptly described as the sunrise sector of the Indian economy as this sector has witnessed tremendous growth. Automobile Industry was relicensed in July 1991 with the announcement of the New Industrial Policy. The passenger car industry was, however, relicensed in 1993. No industrial license is required for setting up of any unit for manufacture of automobiles except in some special cases. The norms for Foreign Investment and import of technology have also been progressively liberalized over the years for manufacture of vehicles including passenger cars in order to make this sector globally competitive. At present 100% Foreign Direct Investment (FDI) is permissible under automatic route in this sector including passenger care segment. The import of technology/technological up gradation on the royalty payment of 5% without any duration limit and lump sum payment of USD 2 million is also allowed under automatic route in this sector. With the gradual liberalization of the automobile sector since 1991, the number of manufacturing facilities in India has grown progressively. The cumulative production of automobile for April-December 2011 registered a growth of 14.94 per cent over same period in 2010. Production in December 2011 increased by 10.91 per cent year-on-year. Automotive Industry comprises of automobile and auto component sectors and is one of the key drivers of the national economy as it provides large-scale employment, having a strong multiplier effect. Being one of the largest industries in India, this industry has been witnessing impressive growth during the last two decades. It has been able to restructure itself, absorb newer This has

technology, align itself to the global developments and realize its potential.

significantly increased automotive industrys contribution to overall industrial growth in the country.

Chart 1.1 Segment wise market share of Automobile Industry in India in 2010-2011

4.4 4.4

16.7 74.4
Two Wheelers Three Wheelers Commercial Vehicles Passenger Vehicles

The turnover of the auto component industry stood at Rs.1821.27 billion (USD 39.9 billion) for the period April 2010 to March 2011, registering a growth of 34 per cent (in rupee terms) over the previous year. 1.1.1 Growth Drivers of Indian Automobile Market Rising industrial and agricultural output Rising per capita income Favourable demographic distribution with rising working population and middle class Urbanisation Increasing disposable incomes in rural agri-sector Availability of a variety of vehicle models meeting diverse needs and preferences Greater affordability of vehicles Easy finance schemes Favourable government policies
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Robust production

1.3.1Indias Position in Worlds Production Well-developed, globally competitive auto ancillary industry Established automobile testing and R&D centres Among one of the lowest cost producers of steel in the world Worlds second largest manufacturer of two wheelers Fifth largest manufacturer of commercial vehicles Manufactures largest number of tractors in the world Ninth largest car manufacturer in world Table 1.1 Indias growing Automobile Production Trends Passenger Category 2004-05 2005-06 2006-07 2007-08 Number of Vehicles 2008-09 2009-10 2010-11 Vehicles 1,209.876 1,309,300 1,545,223 1,777,583 1,838,593 2,357,411 2,987,296 Commercial Vehicles 353,703 391,083 519,982 549,006 416,870 567,556 752,735 Three Wheelers 374,445 434,423 556,126 500,660 497,020 619,194 799,553 Two Wheelers 6,529,829 7,608,697 8,466,666 8,026,681 8,419,792 10,512,903 13,376,451 Grand Total 8,467,853 9,743,503 11,087,997 10,853,930 11,172,275 14,057,064 17,916,035

Source: Society of Indian Automobile Manufacturers

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Domestic Sales Passenger car sales increased by 4.24 per cent to 1.946 million units (from 1.867 million units in 2010, two-wheeler sales by 16.22 per cent to 13 million units and three-wheeler sales by 4.74 per cent to 525,000 units For 2011-12, passenger cars sales are expected to grow at 0-2 per cent, two-wheelers at 13-15 per cent and commercial vehicles at 18-20 per cent. Overall automobile exports registered a growth rate of 28.97 per cent during April-December 2011. Passenger Vehicles registered grew 18.14 per cent in this period while two-wheelers, commercial vehicles and three wheelers segments recorded growth of 29.75 per cent, 24.66 per cent and 42.63 per cent respectively. Table.1.2 Automobile Domestic Sales Trends Passenger Category 2004-05 2005-06 2006-07 2007-08 Number of Vehicles 2008-09 2009-10 2010-11 Vehicles 1,061,572 1,143,076 1,379,979 1,549,882 1,552,703 1,951,333 2,520,421 Commercial Vehicles 318,430 351,041 467,765 490,494 384,194 532,721 676,408 Three Wheelers 307,862 359,920 403,910 364,781 349,727 440,392 526,022 Two Wheelers 6,209,765 7,052,391 7,872,334 7,249,278 7,437,619 9,370,951 11,790,305 Grand Total 7,897,629 8,906,428 10,123,988 9,654,435 9,724,243 12,295,397 15,513,156

Source: Society of Indian Automobile Manufacture Exports

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In 2010 (April-August), overall automobile exports registered a growth rate of 48.42 percent. Passenger vehicles, two wheelers, commercial vehicles and three wheelers segments grew by 5.07 percent, 56.71 percent, 91.51 percent and 114.86 percent respectively in 2010 (AprilAugust) over 2009 (April-August). Table.1.3 Automobile Export Trends Passenger Category 2004-05 2005-06 2006-07 2007-08 Number of Vehicles 2008-09 2009-10 2010-11 Vehicles 166402 175572 198452 218401 335729 446145 453479 Commercial Vehicles 29940 40600 49537 58994 42625 45009 76297 Three Wheelers 66795 76881 143896 141225 148066 173214 269967 Two Wheelers 366407 513169 619644 819713 1004174 1140058 1539590 Grand Total 629544 806222 1011529 1238333 1530594 1804426 2339333

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Major Automotive Players in India Companies Ashok Leyland Asian Motor Works Bajaj Auto BMW India Ford India General Motors India Toyota Kirloskar Hyundai Motors Daimler Chrysler India Fiat India Cars Volkswagen India Skoda Auto India Eicher Motors Force Motors Hero Honda Motors Kinetic Motor Two wheelers Royal Enfield Motors Suzuki Motorcycles LCVs, M&HCVs MUVs and LCVs Cars and MUVs Segments LCVs, M&HCVs, buses M & HCVs Two and three wheelers

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Yamaha Motor India TVS Motor Co

Hindustan Motors Honda Mahindra & Mahindra

Cars, MUVs and LCVs Two wheelers, cars and MUVs Three wheelers, cars, MUVs, LCVs

Maruti Suzuki Piaggio Swaraj Mazda Ltd Tata Motors Cars

Cars, MUVs, MPVs Three wheelers, LCVs LCVs, M & HCVCs, buses MUVs, buses LCVs, M&HCVs,

Volvo India TABLE 1.4 Opportunities and Incentives in Auto Industry

M & HCVs, buses

The Department of Heavy Industry (DHI), in the Ministry of Heavy Industries and Public Enterprises, is the nodal authority in India for promoting the development and growth of the automotive sector. The department is also concerned with the development of the heavy engineering industry, machine tool industry, heavy electrical industry, industrial machinery, etc. The Government of India is in the process of forming a National Automotive Board (NAB) which would become a formal set-up to look into the issue of recall of vehicles and hence improve manufacturing standards. The prospective body, to oversee technical and safety aspects of vehicles, will have representatives from all the nodal ministries and automotive bodies such as the Automotive Research Association of India (ARAI).
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Similarly, the Government of Gujarat has also announced its plan to disburse 240 acres of land at Sanand to the All India Plastic Manufacturers Association (AIPMA) to set up a plastic park that could attract an investment of about Rs. 50 billion (US$ 981.65 million). The Governments move marks its eye for detail as the measure has come in the light of the fact that a finished car would require about 150 kg of plastic. 1.1.6 Challenges Ahead Indian auto industry is one of the most promising and growing auto industries across the world. But at the juncture the Indian auto industry is facing various challenges catering to the growing domestic market. The three major challenges faced by auto industry are described below: Rising oil price International price of crude oil has crossed US$ 120 per barrel and is rising at an alarming rate. The forecast of market experts that the crude oil price will plateau around US$ 100 per barrel has been proved wrong. The skyrocketing crude oil price rise will affect the economic growth of most of the nations of the world including India. The prospects of India and China of becoming economic superpower will be seriously affected. Also, the rise in oil prices will impact the growth of global automotive industry. Unless the use of alternative fuels increases, it is very unlikely that the situation will change for the better. This necessarily means that more and more investments should be directed towards R&D, establishing mechanisms to translate R&D results into products and their efficient manufacturing. This will also require radical redesigning of engines. Fuel Technology Technology is significant and needed to ignite the growth of auto industry. Whether its a two wheeler of a car, technology drives the growth. The challenge of alternative fuel technology ensures a brighter vision of the auto industry in the country. The increasing environmental pollution has become a concern for manufacturers and all associated with the industry. All of them are struggling hard to come up with a holistic and integrated approach to reduce carbon dioxide emission. Some of the initiatives to reduce the level of automotive emission include introduction of fuel-efficient cars, obligatory periodic maintenance, and inspection of
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automotives, designing automotives with recyclable materials, use of alternative fuels like CNG, LPG, biodiesel, and introduction of electric and hybrid cars. Car manufacturer like Maruti Suzuki has already introduced the new concept of using recyclable substance for car production in its dazzling car Maruti Suzuki A-Star. After the production of Maruti Suzuki A-Star, the company thrives to apply the same concept in all its future car models. Nurturing Talented Manpower Manpower and human resources has always been a key growth driver in any industry including the automobile industry. Though India has a vast pool of talented and skilled professionals, the country needs initiatives and support to treasure these resources to excel in all arenas of the industries. Automobile industry is no exception and highly skilled manpower will further become the most reliable source of competitive advantage across the global as well as Indian automobile industry. More than even before creativity, innovative ideas, and expertise in different areas have become an asset these days. The industry has to foster the talent for servicing and maintenance as well. India has personnel to create better and reliable automotive but still lack the expertise in servicing and maintenance of the automotive through their life span.

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1.4 IDENTIFIED PROBLEM Motivation is an important factor for the organization. It helps in moulding the employees to a greater extent. Interest level of the employees to perform their job gets increased due to this motivation. So in order to analyses the motivational factors in Hyundai Motor India Limited is identified as the problem for the study.

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1.5 NEED FOR THE STUDY

This study is emphasis on improvement of motivation and to bring in balance of work and life helps the Hyundai Motor India Limited to achieve its goals and targets in turn.

This research focused on the employee satisfaction on motivational measures of the company.

To analyses the employee motivation scenario in Hyundai Motor India Limited Chennai

To identify methods of the organization motivates the employees.

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1.5 SCOPE OF THE STUDY The important of studying employees motivation is to understand the internal satisfaction in the minds of every employee. This study helps to know some employees satisfaction level. The finding of this study helps the company to implement the expectations from the employees. The study helps the company to know whether the motivations are undertaken strongly accepted and also to know the lacking in the employee motivation.

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1.6 OBJECTIVES OF THE STUDY

Primary Objectives:

i.

To identify the motivational factors for the employees in Hyundai Motor India Limited. To evaluate the opinion of the employees about the factors such as contents of the job, training and development.

ii.

Secondary Objectives:

i.

To find out the factors that influence the employees motivation provided by an organization. To identify the significance of motivation that has an impact on productivity. To identify the factors which bring high level of satisfaction.

ii.

iii.

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1.6 LIMITATIONS OF THE STUDY

The study has been carried out with the assumption that the responses from the workers are real. The study has been conducted and it is applicable only to in- house motivational level of Hyundai Motor India Limited. Hesitation and a little difficulty of the employees to express their views was an obstacle to the investigator. Certain employees of the company are not aware of what factors motivates them. Most of the employees didnt come forward to give opinion about the management. Hence it doesnt provide them to derive a concrete solution. The study was conducted only for a short period of time.

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2.1 RESEARCH REVIEW

Young (2000, p1) suggest that motivation can be defined in a variety of ways, depending on who you ask .Ask someone on the street, you may get a response like its what drives us or its what make us do the things we do. Therefore motivation is the force within an individual that account for the level, direction, and persistence of effort expended at work. Stephen P. Robbins (2001) explains Motivation is a general inspirational process which gets the members of the team to pull their weight effectively, to give their loyalty to the group, to carry out properly the tasks that they accepted and generally to play an effective part in the job tat group has undertaken. Motivation means a process of stimulating people to action to accomplish desired goals. Motivation and its application has been the centred issue in the human resource department. The motivation and its different philosophical views create a link between the employees knowledge and skills and also the nature of their work. (Wright, 2001) The productivity may appear in every employee and that is very beneficial in the organization. The decision for the promotion is very good for employee. In the continuous reflection of the organization towards the certain changes, the challenges that happen to effect the entire organization can be minimize (kreisman, 2002). Archna Tyagi (2002) says that motivation is the extent to which persistent effort is directed toward a goal. Intrinsic motivation stems from the direct relationship between the worker and the task and is usually self-applied. Extrinsic motivation stems from the environment surrounding the task and is applied by others. The definition of motivation by Greenberg & Baron (2003) is adopted, as it is more realistic and simple as it considers the individual and his performance. Greenberg Baron defines motivation as: The set of processes that arouse, direct, and maintain human behaviour towards attaining some goal. The employees that will create a great factor or contribution such as improvement in their field of work will definitely feel the job satisfaction and indeed, might reflect in their compensate (egan,yang, and Bartlett,2004) Schaeffer (2005), a contributor to the Insurance Journal, explains that incentives should be in a three tier incentive scheme: recognition, short-term, and long term. The basic concept is to allow for incentives that will motivate different personality types. For example, some people enjoy

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immediate satisfaction and some enjoy satisfaction that is delayed but has taken time to build up. Recognition is a key role in motivating which is a non-financial incentive that reflects feedback. Motivation is fundamental to human behavior and theorists and practitioners continue to look for universal laws or motivational techniques that can be applied among the different cultural groups in the world. (Glen, 2006) Motivation is still a complex concept and elusive concept, it have been much discussed topic in managerial level (MacKay, 2007) Some people think that motivation as being limited within the individual but others think it is affected by outside sources. Motivation is the internal or external forces to a person that stimulate eagerness and perseverance to follow a certain course of act. External motivation viewed as somewhat exterior the individual (John et al, 2008) Employee motivation is one of the policies of managers to increase effectual job management amongst employees in organizations (Shadare et al, 2009). A motivated employee is responsive of the definite goals and objectives he/she must achieve, therefore he/she directs its efforts in that direction. Azoulay, Graff-Zivin, Manso (2010), professors at Massachusetts Institute of Technology and University of California, Santa Barbara, published a paper titled Incentives and Creativity :Evidence from the Academic Life Sciences indicating that long term rewards rather than rewards helped to motivate scientists in their work and to promote overall greater creativity. The application of this study suggests that short term rewards, that are common in many businesses, may truncate motivation and hinder innovation. Motivation is a complicated procedure with three major components: what man oeuvre the behavior, what drives a person to perform in certain ways and what preserve the individual behavior. Satisfying employees needs is not very easy because each employee h as dissimilar characteristics that affect performance and behaviors (Bristow et al, 2011). Motivation is both simplest and complex matter for management; motivation is simple because it is what people want that can boost their performance, so motivation employees can be easy is managers can find out what factors can motivate an employee of their organization. (Kolstrup, 2012).

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2.2 THERORETICAL FRAMEWORK From the literature gathered for the study, the factors that enhance employees motivation are fair pay, incentives, special allowances, fringe benefits, leadership, encouragement, trust, respect, joint decision making, quality of supervision, adequate working relationships, appreciation, chances for growth, identification and fulfilment of their needs, reorganisation, empowerment, inspiration, safe working condition, training and information availability and communication to perform action. Independent variables based on the concept rewards and recognition, satisfaction with supervision, works itself. Dependent variables based on the concept job satisfaction and total outcome concept intrinsic motivation.

Rewards & Recognition Satisfaction with supervision Work itself INDEPENDENT VARIABLES

DEPENDENT VARIABLES
Intrinsic motivation

Job Satisfaction

OUT COME

EMPLOYEES MOTIVATION

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3. RESEARCH METHODOLOGY

3.1TYPE OF PROJECT: This study is exploratory in nature. The study has been conducted in the form of survey, so that the inputs can be received from the respondents. This study identifies the major factors for knowledge sharing and attempts to capture the areas of improvement if any so as to increase and fine tune the benefits of implementing new ideas at right time.

3.2 TARGET RESPONDENTS: The target respondents are the employees belonging to the various teams [Training and development, Gds cell, Human resources department] of the organization. Questionnaire has been designed and the responses from the employees are obtained and analyzed.

3.3 RESEARCH APPROACH Research can be defined as a systematic and scientific search for pertinent information. It is the manipulation of things, concept or symbols for the purpose of generalizing to extend or verify knowledge aids in construction of theory or in the practice of an art. Research methodology is the method by which a research is conducted. It is a way to systematically solve a problem. In research methodology the researcher studies the various steps that are generally adopted in studying a research problem along with the logic behind them.

Research design A research design is the arrangement of conditions for collections and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data.
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Descriptive research design is used for this study where the pilot study was conducted among the employees and with that knowledge, questionnaires were given to the respondents. Research design includes: Formulating the objectives of the study. Designing the methods of data collection. Selecting the sample. Collecting the data. Processing and analyzing the data. Reporting the findings. Sources of data The task of data collection begins after a research problem has been defined and research design plan chalked out. The primary data are those, which are collected afresh and for the first time, and thus happen to be original in character. The secondary data are those which have already existing collected data by some other else and which have already been passed through the statistical process. Primary data The Primary data was collected using structured questionnaire on A Study on Effectiveness of Employees motivation in Hyundai Motor India Ltd. from the employees of the organization. Secondary data Secondary sources of information are summaries of information gathered from translations, summaries and review of research abstracts, guide books, internet and other publications regarding the company & industry processes. Research instrument The questionnaire is prepared with Multiple Five Point scale.

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The questionnaire was administered in the following way:Scales Scores SCALES Strongly Agree Agree Neutral Disagree Strongly Agree SCORES 5 4 3 2 1

3.4 Sample design A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. Sampling design, this deals with the method of selecting items to be observed for the given study. The researcher conducted field survey and used questionnaire as the instrument for collecting data. Sampling unit A decision has to be taken concerning a sampling unit before selecting sample. Employees of Hyundai India Pvt. Ltd. are taken as sampling unit as the study was conducted only at Hyundai India Pvt. Ltd.

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Sample size and Populations: Nearly 68,000 employees are working in Hyundai Motor India Limited Chennai. Out of which we have consider 120 respondents for our study. Since these members are actively involved in this particulars project [Training and development, Gds cell, Human resource department]. Responses of 100 employees are meeting our questionnaire expectation. So we have taken the sample size of our project to be 100. Since out of those three departments we have randomly chosen 120 employees for our project. So, random sampling method has been used in this study. Sampling procedure The researcher must decide about the technique to be used in selecting the items for the sample. Convenient sampling method is used for the study. 3.5 DATA PROCESSING The data thus gathered were appropriately summarized and analyzed using the following methods: Percentage Method We analyses our data by using the Percentage method. This method helps in reducing number to a common base, which is turn helps in comparisons. The following formula is used to analysis the data.

Formula: PERCENTAGE =

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3.6 TOOLS FOR ANALYSIS: Chi-Square Test It is a non parametric test used most frequently to test the hypothesis. This aims at determining whether difference exists among groups of data or whether differences are due to sampling. It describes the discrepancy between the theory and observation. This test is done to find the dependence of one factor over the other. Chi-square is a statistical test commonly used to compare observed data with data we would expect to obtain according to a specific hypothesis. Formula: 2 =

Where E is the expected frequency O is the observed frequency Degree of freedom = (r 1)(c 1) Rank Correlation Rank correlation is a technique of determining the degree of correlation between two variables in the case of ordinal data ranks are given to the different values of the variables. This coefficient is determined as under.

Spearmans coefficient of Correlation (or)

r = 1- _6d_ n (n-1)

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 Percentage Percentage analysis was mainly used by the research to analyze and interpret the data. The percentage refers to special kinds of ratio. Percentage is used in making comparison between two or more series of data. Mean score Value The questionnaire is framed using five- point type scaling techniques. The responses to various statements are scored in such a way that responses indicative of strongly agree is given the highest score of 5 and agree is given the score of 4 and neutral is given the moderate score of 3, disagree is given the score of 2 and that with the strongly disagree is given the lowest score of 1. 3.7 TECHNIQUES USED FOR REPRESENTATION OF DATA Bar charts: It is a Clustered column with 2 visual effect. The bars are of same width and only the length varies.

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4 DATA ANALYSIS & INTERPRETATION

4.1. ANALYSIS AND INTERPRETATION Analysis means the computation of certain indices or measures along with searching for patterns of relationship that exist among the data groups. Analysis, particularly in case of survey or experimental data, involves estimating the values of unknown parameters of the population. Interpretation refers to the task of drawing inferences from the collected facts after an analytical and/or experimental study. It is essential for the simple reason that the usefulness and utility of research finds lie in proper interpretation. The data after collected has been processed and analyzed in accordance with the outline laid down for the purpose at the time of developing the research plan. This is essential for a study and for ensuring that we have all the relevant data for making comparisons and analysis. The real value of this research lies in its ability to arrive at central generalization. So the data collected for analyzing the motivational level of employees in Hyundai India Pvt. Ltd., has been tabulated, analyzed interpreted and presented in this chapter.

The analysis is based on the following tools are Value (MSV)

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TABLE 4.1.1 AGE OF THE RESPONDENT

AGE 20-30 30-40 Valid 40-50 Total 14 100 14.0 100.0 14.0 100.0 100.0 Cumulative Percent 49.0 86.0

Frequency 49 37

Percent 49.0 37.0

Valid Percent 49.0 37.0

INTERPERTATION: It prevails from the above table 49% of respondents are in the age group of 2030. 37% of respondents are in the age group of 30-40. 14% of respondents are in the age group of 40-50. CHART 4.1.1 AGE OF THE RESPONDENT

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TABLE 4.1.2 GENDER OF THE RESPONDENTS

GENDER Frequency MALE Valid FEMALE Total 81 19 100 Cumulative Percent 81.0 100.0

Percent 81.0 19.0 100.0

Valid Percent 81.0 19.0 100.0

INTERPRETATION: It is clearly analyses from the above table 81%of respondents are male.19% of respondents are female.

CHART 4.1.1 GENDER OF THE RESPONDENT

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TABLE4.1.3 CADRE OF THE RESPONDENTS

CADRE Cumulative Percent 59.0 100.0

Frequency 59 41 100

Percent 59.0 41.0 100.0

Valid Percent 59.0 41.0 100.0

EXECUTIVES Valid JUNIOR EXECUTIVES Total

INTERPRETATION: The above table shows that 59% of employees are executives. 41% of employees are Junior executives.

CHART 4.1.3 CADRE OF THE RESPONDENTS

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TABLE 4.1.4 EXPERIENCE OF THE RESPONDENTS

EXPERIENCE Frequency Percent Valid 0-5 6-10 11-15 16-20 Total 60 29 8 3 100 60.0 29.0 8.0 3.0 100.0 Cumulative Percent 60.0 89.0 97.0 100.0

Valid Percent 60.0 29.0 8.0 3.0 100.0

INTERPERTATION: It prevails from the above table 60% of respondents are in the experience of 0-5. 29% of respondents are in the experience of 6-10. 8% of respondents are in the experience of 11-15. 3% of respondents are in the experience of 16-20.

CHART 4.1.4 EXPERIENCE OF THE RESPONDENTS

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TABLE 4.1.5 SATISFACTION OF THE ORGANIZATION

LEVEL OF SATISFACTION STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 10.0 17.0 31.0 82.0 100.0

Frequency

Percent

Valid Percent

10 7 14 51 18 100

10.0 7.0 14.0 51.0 18.0 100.0

10.0 7.0 14.0 51.0 18.0 100.0

INTERPRETATION: It is clearly analyses from the above table 51% of respondents agree with the satisfaction of the organization.18%of respondents strongly agree with the satisfaction of the organization.14%of respondents neutral with the satisfaction of the organization.10%of respondents strongly disagree with the satisfaction of the organization.7%of the respondents disagree with the satisfaction of the organization. CHART 4.1.5 SATISFACTION OF THE ORGANIZATION

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TABLE4.1.6 MOTIVATING OF THE EMPLOYEES

MOTIVATING EMPLOYEES STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 1.0 11.0 33.0 78.0 100.0

Frequency

Percent

Valid Percent

1 10 22 45 22 100

1.0 10.0 22.0 45.0 22.0 100.0

1.0 10.0 22.0 45.0 22.0 100.0

INTERPRETATION: The above table shows that 45% of respondents agree with motivating of the employees.22% of respondents neutral with motivating of the employees. 22% of respondents strongly agree with motivating of the employees. 10% of respondents disagree with motivating of the employees. 1% of respondents strongly disagree with motivating of the employees. CHART 4.1.6 MOTIVATING OF THE EMPLOYEES

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TABLE 4.1.7 FEEL SECURED IN THE ORGANIZATION

FEEL SECURED Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 5.0 11.0 39.0 81.0 100.0

Frequency

Percent

Valid Percent

5 6 28 42 19 100

5.0 6.0 28.0 42.0 19.0 100.0

5.0 6.0 28.0 42.0 19.0 100.0

INTERPRETATION: It prevails from the above table 42% of respondents agree to feel secured in their job. 28% of respondents neutral to feel secured in their job. 19% of respondents strongly agree to feel secured in their job. 6% of respondents disagree to feel secured in their job. 5% of respondents strongly disagree to feel secured in their job. CHART 4.1.7 FEEL SECURED IN THE ORGANIZATION

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TABLE 4.1.8 GOOD RELETIONSHIP IN THE ORGANIZATION

GOOD RELATIONSHIP Valid STRONGLY DISAGREE DISAGREE NETURAL AGREE STRONGLY AGREE Total Cumulative Percent 6.0 13.0 29.0 75.0 100.0

Frequency

Percent

Valid Percent

6 7 16 46 25 100

6.0 7.0 16.0 46.0 25.0 100.0

6.0 7.0 16.0 46.0 25.0 100.0

INTERPRETATION: It is clearly analyses from the above table 46%of respondents agree with the good relationship in the organization. 25%of respondents strongly agree with the good relationship in the organization. 16%of respondents neutral with the good relationship in the organization. 7%of respondents disagree with the good relationship in the organization. 6%of respondents strongly disagree with the good relationship in the organization. CHART 4.1.8 GOOD RELETIONSHIP IN THE ORGANIZATION

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TABLE 4.1.9 DECISIONS REGARDING THE WORK

DECISION MAKING Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total

Frequency Percent 8 10 20 32 30 100 8.0 10.0 20.0 32.0 30.0 100.0

Valid Percent 8.0 10.0 20.0 32.0 30.0 100.0

Cumulative Percent 8.0 18.0 38.0 70.0 100.0

INTERPRETATION: The above table shows that 32%of respondents agree with decision taken in the organization. 30%of respondents strongly agree with decision taken in the organization. 20%of respondents neutral with decision taken in the organization. 10%of respondents disagree with decision taken in the organization. 8%of respondents strongly disagree with decision taken in the organization. CHART 4.1.9 DECISIONS REGARDING THE WORK

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TABLE 4.1.10 PERFORMANCE APPRAISAL ACTIVITIES

PERFORMANCE APPRAISAL Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 12.0 28.0 52.0 88.0 100.0

Frequency

Percent

Valid Percent

12 16 24 36 12 100

12.0 16.0 24.0 36.0 12.0 100.0

12.0 16.0 24.0 36.0 12.0 100.0

INTERPRETATION: It prevails from the above table 36%of respondents agree with the performance appraisal activities in the organization. 24%of respondents neutral with the performance appraisal activities in the organization. 16%of respondents disagree with the performance appraisal activities in the organization. 12%of respondents strongly disagree with the performance appraisal in the organization. 12%of respondents strongly agree with the performance appraisal activities in the organization. CHART 4.1.10 PERFORMANCE APPRAISAL ACTIVITIES

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TABLE 4.1.11 CAREER DEVELOPMENT OPPORTUNITIES

CAREER DEVELOPMENT Frequency Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 2 12 29 44 13 100 Percent 2.0 12.0 29.0 44.0 13.0 100.0 Valid Percent 2.0 12.0 29.0 44.0 13.0 100.0 Cumulative Percent 2.0 14.0 43.0 87.0 100.0

INTERPRETATION: It is clearly analyses from the above table 44%of respondents agree with career development in the organization. 29%of respondents neutral with career development in the organization. 13%of respondents strongly agree with career development in the organization. 12%of respondents disagree with career development in the organization. 2%of respondents disagree with career development in the organization.

TABLE 4.1.11 CAREER DEVELOPMENT OPPORTUNITIES

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TABLE 4.1.12 ACHIEVING POLICIES OF THE ORGANIZATION

POLICIES Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total Frequency Percent Valid Percent Cumulative Percent 1 12 32 40 15 100 1.0 12.0 32.0 40.0 15.0 100.0 1.0 12.0 32.0 40.0 15.0 100.0 1.0 13.0 45.0 85.0 100.0

INTERPRETATION: The above table shows that 40%of respondents agree with policies in the organization. 32%of respondents neutral with policies in the organization. 15%of respondents strongly agree with policies in the organization. 12%of respondents disagree with policies in the organization. 1%of respondents disagree with policies in the organization. CHART 4.1.12 ACHIEVING POLICIES OF THE ORGANIZATION

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TABLE 4.1.13 SUCCESS OF THE CAREER OBJECTIVES

CAREER OBJECTIVES Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 1.0 9.0 32.0 75.0 100.0

Frequency

Percent

Valid Percent

1 8 23 43 25 100

1.0 8.0 23.0 43.0 25.0 100.0

1.0 8.0 23.0 43.0 25.0 100.0

INTERPRETATION: It prevails from the above table 43%of respondents agree attaining the career objectives in the organization. 25%of respondents strongly agree with attaining the career objectives in the organization. 23%of respondents neutral with attaining the career objectives in the organization. 8%of respondents disagree with attaining the career objectives in the organization. 1%of respondents strongly disagree with attaining the career objectives in the organization. CHART 4.1.13 SUCCESS OF THE CAREER OBJECTIVES

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TABLE 4.1.14 FREEDOM TO THE JOB

Cumulative Percent 9.0 13.0 31.0 70.0 100.0

FREEDOM Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total

Frequency

Percent

Valid Percent

9 4 18 39 30 100

9.0 4.0 18.0 39.0 30.0 100.0

9.0 4.0 18.0 39.0 30.0 100.0

INTERPRETATION: It is clearly analyses from the above table 39%of respondents agree with freedom to do the job in the organization. 30%of respondents strongly agree with freedom to do the job in the organization. 18%of respondents neutral with freedom to do the job in the organization. 9%of respondents strongly disagree with freedom to do the job in the organization. 4%of respondents disagree with freedom to do the job in the organization. CHART 4.1.14 FREEDOM TO THE JOB

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TABLE 4.1.15 TRAINING CONDUCTED IN THE ORGANIZATION

TRAINING AND DEVELOPMENT STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 4.0 11.0 39.0 86.0 100.0

Frequency

Percent

Valid Percent

4 7 28 47 14 100

4.0 7.0 28.0 47.0 14.0 100.0

4.0 7.0 28.0 47.0 14.0 100.0

INTERPRETATION: The above table shows that 48%of respondents agree with training conducted in the organization. 288%of respondents neutral with training conducted in the organization. 14%of respondents strongly agree with training conducted in the organization. 7%of respondents disagree with training conducted in the organization. 4%of respondents strongly disagree with training conducted in the organization. CHART 4.1.15 TRAINING CONDUCTED IN THE ORGANIZATION

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TABLE 4.1.16 FAIRLY AND EQUALLY OF THE EMPLOYEES

FAIRLY AND EQUALLY STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 3.0 18.0 40.0 83.0 100.0

Frequency

Percent

Valid Percent

3 15 22 43 17 100

3.0 15.0 22.0 43.0 17.0 100.0

3.0 15.0 22.0 43.0 17.0 100.0

INTERPRETATION: It prevails from the above table 43%of respondents agree with treated fairly and equally in the organization. 22%of respondents neutral with treated fairly and equally in the organization. 17%of respondents strongly agree with treated fairly and equally in the organization. 15%of respondents disagree with treated fairly and equally in the organization. 3%of respondents strongly disagree with treated fairly and equally in the organization. CHART 4.1.16 FAIRLY AND EQUALLY OF THE EMPLOYEES

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TABLE 4.1.17 TRAINING AND DEVELOPMENT OF THE EMPLOYEES

TRAINING AND DEVELOPMENT Frequency Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 4 7 28 47 14 100 Percent 4.0 7.0 28.0 47.0 14.0 100.0 Valid Percent 4.0 7.0 28.0 47.0 14.0 100.0 Cumulative Percent 4.0 11.0 39.0 86.0 100.0

INTERPRETATION: It is clearly analyses from the above table 47%of respondents agree with training and development in the organization. 28%of respondents neutral with training and development in the organization. 14%of respondents strongly agree with training and development in the organization. 7%of respondents disagree with training and development in the organization. 4%of respondents strongly disagree with training and development in the organization. TABLE 4.1.17 TRAINING AND DEVELOPMENT OF THE EMPLOYEES

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TABLE 4.1.18 SATISFIED WITH THE HUMAN RESOURCE DEPARTMENT

HUMAN DEPARTMENT Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 6.0 17.0 37.0 84.0 100.0

Frequency

Percent

Valid Percent

6 11 20 47 16 100

6.0 11.0 20.0 47.0 16.0 100.0

6.0 11.0 20.0 47.0 16.0 100.0

INTERPRETATION: The above table shows that 47%of respondents agree with satisfaction of human resource department in the organization. 20%of respondents neutral with satisfaction of human resource department in the organization. 11%of respondents disagree with satisfaction of human resource department in the organization. 16%of respondents strongly agree with satisfaction of human resource department in the organization. 6%of respondents strongly disagree with satisfaction of human resource department in the organization. CHART 4.1.18 SATISFIED WITH THE HUMAN RESOURCE DEPARTMENT

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TABLE 4.1.19 INTERESTED IN MOTIVATING THE EMPLOYEES

INTEREST IN MOTIVATION Frequency Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 4 7 20 41 28 100 Percent 4.0 7.0 20.0 41.0 28.0 100.0 Valid Percent 4.0 7.0 20.0 41.0 28.0 100.0 Cumulative Percent 4.0 11.0 31.0 72.0 100.0

INTERPRETATION: It prevails from the above table 41%of respondents agree with motivating the employees in the organization. 28%of respondents strongly agree with motivating the employees in the organization. 20%of respondents neutral with motivating the employees in the organization. 7%of respondents disagree with motivating the employees in the organization. 4%of respondents strongly disagree with motivating the employees in the organization. CHART 4.1.19 INTERESTED IN MOTIVATING THE EMPLOYEES

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TABLE 4.1.20 PERIODICAL INCREASE IN SALARY

SALARY Frequency Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 13 12 21 36 18 100 Percent 13.0 12.0 21.0 36.0 18.0 100.0 Valid Percent 13.0 12.0 21.0 36.0 18.0 100.0 Cumulative Percent 13.0 25.0 46.0 82.0 100.0

INTERPRETATION: It is clearly analyses from the above table 36%of respondents agree with salary increases in the organization. 21%of respondents neutral with salary increases in the organization. 18%of respondents strongly disagree with salary increases in the organization. 13%of respondents strongly disagree with salary increases in the organization. 12%of respondents disagree with salary increases in the organization. CHART 4.1.20 PERIODICAL INCREASE IN SALARY

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TABLE 4.1.21 RETIREMENT BENEFITS OF THE EMPLOYEES

RETIREMENT BENEFITS STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 3.0 13.0 40.0 83.0 100.0

Frequency

Percent

Valid Percent

3 10 27 43 17 100

3.0 10.0 27.0 43.0 17.0 100.0

3.0 10.0 27.0 43.0 17.0 100.0

INTERPRETATION: The above table shows that 43%of respondents agree with retirement benefits in the organization. 27%of respondents neutral with retirement benefits in the organization. 17%of respondents strongly agree with retirement benefits in the organization. 10%of respondents disagree with retirement benefits in the organization. 3%of respondents strongly disagree with retirement benefits in the organization. CHART 4.1.21 RETIREMENT BENEFITS OF THE EMPLOYEES

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TABLE 4.1.22 JOB SECURITY IN THE ORGANIZATION

JOB SECURITY Frequency Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 2 12 26 44 16 100 Percent 2.0 12.0 26.0 44.0 16.0 100.0 Valid Percent 2.0 12.0 26.0 44.0 16.0 100.0 Cumulative Percent 2.0 14.0 40.0 84.0 100.0

INTERPRETATION: The above table shows that 44%of respondents agree with job security in the organization. 26%of respondents neutral with job security in the organization. 16%of respondents strongly agree with job security in the organization. 12%of respondents disagree with job security in the organization. 2%of respondents strongly disagree with job security in the organization.

CHART 4.1.22 JOB SECURITY IN THE ORGANIZATION

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TABLE 4.1.23 PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION

PROMOTION STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 6.0 12.0 29.0 74.0 100.0

Frequency

Percent

Valid Percent

6 6 17 45 26 100

6.0 6.0 17.0 45.0 26.0 100.0

6.0 6.0 17.0 45.0 26.0 100.0

INTERPRETATION: It prevails from the above table 45%of respondents agree with promotion opportunities to the employees in the organization. 26%of respondents strongly agree with promotional opportunities to the employees in the organization. 17%of respondents neutral with promotional opportunities to the employee are in the organization. 6%of respondents disagree with promotional opportunities to the employees in the organization. 6%of respondents strongly disagree with promotional opportunities to the employees in the organization. CHART 4.1.23 PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION

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TABLE 4.1.24 CAR OR BIKE FACILITIES TO THE EMPLOYEES

CAR OR BIKE Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 7.0 18.0 37.0 70.0 100.0

Frequency

Percent

Valid Percent

7 11 19 33 30 100

7.0 11.0 19.0 33.0 30.0 100.0

7.0 11.0 19.0 33.0 30.0 100.0

INTERPRETATION: It is clearly analyses from the above table 33%of respondents agree with car or bike provide to the employees in the organization. 30%of respondents strongly agree with car or bike provide to the employees in the organization. 19%of respondents neutral with car or bike provide to the employees in the organization. 11%of respondents disagree with car or bike provide to the employees in the organization. 7%of respondents strongly disagree with car or bike provide to the employees in the organization. CHART 4.1.24 CAR OR BIKE FACILITIES TO THE EMPLOYEES

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TABLE 4.1.25 EMPLOYEES WELFARE SCHEMES BY THE ORGANIZATION

WELFARE SCHEME'S Frequency Valid STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 18 11 17 32 22 100 Percent 18.0 11.0 17.0 32.0 22.0 100.0 Valid Percent 18.0 11.0 17.0 32.0 22.0 100.0 Cumulative Percent 18.0 29.0 46.0 78.0 100.0

INTERPRETATION: The above table shows that 32%of respondents agree with welfare schemes in the organization. 22%of respondents strongly agree with welfare schemes in the organization. 18%of respondents strongly disagree with welfare schemes in the organization. 17%of respondents neutral with welfare schemes in the organization. 11%of respondents disagree with welfare schemes in the organization. CHART 4.1.25 EMPLOYEES WELFARE SCHEMES BY THE ORGANIZATION

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TABLE 4.1.26 SATISFIED OF THE CANTEEN FACILITIES

CANTEEN FACILITIES STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 4.0 18.0 40.0 79.0 100.0

Frequency

Percent

Valid Percent

4 14 22 39 21 100

4.0 14.0 22.0 39.0 21.0 100.0

4.0 14.0 22.0 39.0 21.0 100.0

INTERPRETATION: It prevails from the above table 39%of respondents agree with canteen facilities to the employees in the organization. 22%of respondents neutral with canteen facilities to the employees in the organization. 21%of respondents strongly agree with canteen facilities to the employees in the organization. 14%of respondents disagree with canteen facilities to the employees in the organization. 4%of respondents strongly disagree with canteen facilities to the employees in the organization. CHART 4.1.26 SATISFIED OF THE CANTEEN FACILITIES

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TABLE 4.1.27 WORKING ROOM ATMOSPHERE

WORKING ROOM STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 5.0 16.0 34.0 72.0 100.0

Frequency

Percent

Valid Percent

5 11 18 38 28 100

5.0 11.0 18.0 38.0 28.0 100.0

5.0 11.0 18.0 38.0 28.0 100.0

INTERPRETATION: It is clearly analyses from the above table 38%of respondents agree with working atmosphere in the organization. 28%of respondents strongly agree with working atmosphere in the organization. 18%of respondents neutral with working atmosphere in the organization. 11%of respondents disagree with working atmosphere in the organization. 5%of respondents strongly disagree with working atmosphere in the organization. CHART 4.1.27 WORKING ROOM ATMOSPHERE

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TABLE 4.1.28 FACILITIES FOR FIRST AID

FIRST AID STRONGLY DISAGREE DISAGREE Valid NEUTRAL AGREE STRONGLY AGREE Total Cumulative Percent 4.0 12.0 30.0 77.0 100.0

Frequency

Percent

Valid Percent

4 8 18 47 23 100

4.0 8.0 18.0 47.0 23.0 100.0

4.0 8.0 18.0 47.0 23.0 100.0

INTERPRETATION: The above table shows that 47%of respondents agree with first aid facilities in the organization. 23%of respondents strongly agree with first aid facilities in the organization. 18%of respondents neutral with first aid facilities in the organization. 8%of respondents disagree with first aid facilities in the organization. 4%of respondents strongly disagree with first aid facilities in the organization. CHART 4.1.28 FACILITIES FOR FIRST AID

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TABLE 4.1.29 FACILITIES FOR DRINKING WATER

DRINKING WATER

Frequency
13 3 8 36 40 100

Percent
13.0 3.0 8.0 36.0 40.0 100.0

Valid Percent
13.0 3.0 8.0 36.0 40.0 100.0

Cumulative Percent
13.0 16.0 24.0 60.0 100.0

STRONGLY DISAGREE DISAGREE NEUTRAL Valid AGREE STRONGLY AGREE Total

INTERPRETATION: It prevails from the above table 40%of respondents strongly agree with drinking water facilities in the organization. 36%of respondents agree with drinking water facilities in the organization. 13%of respondents strongly disagree with drinking water facilities in the organization. 8%of respondents neutral with drinking water facilities in the organization. 3%of respondents disagree with drinking water facilities in the organization. CHART 4.1.29 FACILITIES FOR DRINKING WATER

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4.2 Correlations Descriptive Statistics Mean TRAINING AND DEVELOPMENT HUMAN DEPARTMENT 3.6000 3.5600 Std. Deviation .95346 1.07609 N 100 100

Correlations TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT Pearson Correlation Sig. (2-tailed) N HUMAN DEPARTMENT Pearson Correlation Sig. (2-tailed) N 100 .289** .003 100 100 1 HUMAN DEPARTMENT .289** .003 100 1

**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE: This means that there is a strong relationship between two variables. This means that changes in one variable are strongly correlated with changes in the second variable. In our example, Pearsons r is 0.289. This number is very close to 1. For this reason, we can conclude that there is a positive relationship between training and development and human resource department .

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4.3 CHI SQUARE TEST

H0: There is a relationship between the experience and the salary H1: There is no relationship between the experience and the salary

Descriptive Statistics N EXPERIENCE SALARY 100 100 Mean 1.5400 3.3400 Std. Deviation .77094 1.27303 Minimum Maximum 1.00 1.00 4.00 5.00

Chi-Square Test Frequencies EXPERIENCE Observed N 0-5 6-10 11-15 16-20 Total 60 29 8 3 100 Expected N 25.0 25.0 25.0 25.0 Residual 35.0 4.0 -17.0 -22.0

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SALARY Observed N STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE Total 13 12 21 36 18 100 Expected N Residual 20.0 20.0 20.0 20.0 20.0 -7.0 -8.0 1.0 16.0 -2.0

Test Statistics EXPERIENCE Chi-Square df Asymp. Sig. 80.560a 3 .000 SALARY 18.700b 4 .001

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 25. b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 20.

INFERENCE: We can conclude there is no relationship between the experience and the employees salary. Hence it is accepted.

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5.1 FINDINGS 83% of the employees have a good opinion and satisfaction with the organization. 45% of the employees have chosen Agree option for their motivation level from the organization. 22% employees have chosen strongly agree option and 22% of them neutrally responded. Nearly 89% of the employees feel secured about their job. 71% of the employees have said that they have a very good relationship in the organization.13% of the employees have shown a negative opinion in this regards. Nearly 81% of the employees have said that they are considered in the decision making process at their work. 36% of the employees gave agree rating and 12% of the employees have given strongly agree rating for the performance appraisal activities in the organization. 24% of the employees have chosen neutral options and 28% of them are against these. 57% of the employees have said that they have career development opportunities in the organization. Almost all the employees have given a good feedback on the process of achieving their aims and objectives of the organization. Nearly 91% of the employees have agreed that they are successful in achieving their career objectives. Almost all the employees have agreed that they are given maximum freedom to do their job. 89% of the employees have agreed that the training conducted in the organization is going good. 82% of the employees have said that they are treated fairly and equally during the training period The employees have given a good feedback on the periodical scheduling of the training and development program. Almost 83% of the employees are satisfied with the human resources department. 17% of the respondents have given a negative opinion. Nearly 89% of the employees have said that the organization is showing a great interest in motivating the employees. 36% of the employees have chosen agree option and 18% of them have chosen strongly agree option, regarding the periodical increase in salary. 25% of them have disagree with this and 21% of them are neutral. 87% of the employees have agreed that they have their retirement benefits through the organization. 60% of the employees have agreed that they have their job security in the organization with regards to intrinsic motivation. Nearly 88% of the employees have shown a good sign on the promotional opportunities in the organization.
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 Almost all the employees have said that they are provided transport facilities within the official working sites. 18% of the employees have chosen negative responses. 54% of the employees have given a good feedback about the employees welfare schemes provided by the organization. 17% of the employees are neutrally satisfied. Nearly 82% of the employees are satisfied with the canteen facilities in the organization. 66% of the employees have agreed that they are provided a good working room atmosphere. 16% of them have disagreed with this. A good feedback is given about the first aid facilities available in the organization. Around 84% of the employees have given a good opinion about the drinking water facilities available in the organization.16% of them have disagreed with this. Performance level of the employees has increased greatly due to the organization motivations.

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5.2 SUGGESTIONS AND RECOMMENDATIONS

The organization could attend on training of employees in various skills my study confirms that the employees around that some are not happy with the current training. Hence could suggest improve their aspect. The feedback from the employees should be regularly obtained in order to understand effectiveness and employees motivation. Relationship between employees and employer needs to be improved. The management should pay more attention for the employees involvement in decision making. The organization should take measure to improve promotional opportunities.

Employees safety and welfare measures provided by the organization needs to be improved. The management should Recognize and reward the employee who performs well. Training on technical assistance can be given to the employees based on their educational background and their role in the project involved in the organization. Every respondents needs to be motivated to work hard to gain the desired knowledge and skills in the organization. The higher managements awareness about the importance of motivations and its various ways of achieving their goals in the organization.

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5.3 CONCLUSION

Motivation is one of the cores of management. Motivation creates an environment where willingness is created in the minds of employees to work efficiently and to increase the productivity. The study helped to find motivational programmers which are conducted in the organization. The employees are properly motivated they work efficiently and effectively in the organization. There are various factors that motivate the employees such as salary, working conditions, welfare measures, and promotion policies and so on. Motivation is ultimate function of so many individuals attitudes in the organization. From the study I concluded that the company uses various factors to motivate employees and it was found to be effective.

The study has been made at Hyundai Motor India limited, sriperambudur, Chennai has shown that generally the employees are highly motivated in all the areas contributing towards the motivation except for a few factors like requirement of the on- the job training, grievances redresses procedure, non- financial motivators and canteen facilities. There is no simple answer to the question of how to motive the people. Can money motivate? Yes, but money alone is not enough though it does help. More than the monetary benefits the employee expects many things. And so, from the study it is found that the management should take more care in employee benefits. Not only by providing the benefits more than that the employee should be motivated by boosting him. The management should consider many things that discussed in the study. To conclude, HIGHLY MOTIVATED EMPLOYEE IS AN ASSET FOR THE ORGANISATION.

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BOOKS REFERRED: Stephen P. Robbins, Organization Behavior, Twelfth Edition, Pg. 184.

P C Tripathi, Principles of Management, Fourth Edition, Pg. 255.

Kothari.C.R. Research Methodology, New Age international Publishers, 2nd Edition.

TECHNICAL REFERENCE: www.google.com www.scribd.com www.managementparadise.com www.hyundai.com

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ANNEXURE
Dear Sir/Madam, I am POORANI. R, final year MBA student of GKM COLLEGE OF ENGINEERING & TECHNOLOGY, New Perungalathur. As part of my curriculum, I am doing a project survey on A STUDY ON EFFECTIVENESS OF MOTIVATION OF EMPLOYEES IN HYUNDAI MOTOR INDIA LIMITED, Chennai. I kindly request you to co-operate with me by filling this questionnaire.

NAME (OPTIONAL): AGE: a) 20-30 b) 30-40 c) 40-50 DESIGNATION: GENDER: a) MALE b) FEMALE CADER: a) EXE b) JEX

EXPERIENCE (in HMI): a) 1-5 b) 6-10 c) 11- 15 d) 16-20

RELATIONSHIP BETWEEN SUPERVISOR & EMPLOYEES:

S.NO QUESTIONNAIRE STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

1. 2.

3.

4. 5.

Satisfied with the working culture of the organization Management is interested in motivating the employees Employees in the organization feel secured in their job Good relationship with co staff members Employees have a voice in major decisions regarding changes in the work

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CAREER ADVANCEMENT:
S.NO QUESTIONNAIRE STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

6. 7.

Performance appraisal activities are motivating Carrier development opportunities motivates the employees Organizational Policies motivates for achieving its aims and objectives Successful in attaining the career objectives Satisfied with the freedom to do the job

8.

9. 10.

TRAINING & DEVELOPMENT:

S.NO QUESTIONNAIRE STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

11.

12.

13.

14.

15.

The training sessions conducted in the organization is very useful Employees are treated fairly & equally Satisfied with the training & development of employees Satisfied with the support from HR department Management is really interested in motivating the employees

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PAY AND PROMOTION:

S.NO QUESTIONNAIRE STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

16.

Reasonable periodical increase in salary The retirement benefits available to the employees are useful Job security exist in the organization Effective promotional opportunities in the organization Provides car or bike to the employees for company purpose

17.

18.

19.

20.

SAFETY AND WELFARE MEASURES:

S.NO QUESTIONNAIRE STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

21.

22. 23. 24. 25.

Satisfied with the employees welfare schemes given by the organization Satisfied with the canteen facilities Satisfied with the working room atmosphere Facilities for first aid Facilities for drinking water

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