CHAPTER I

INTRODUCTION
MOTIVATION
The word motivation is a Latin word, meaning to move. A
motives is an inner state that energizes, activities or moves and directs
channels of behavior towards goals It also means a process of creating
organizational conditions which will impel employees to strive to attain
company goals.
Definition
MC Farland has defined motivation as follows. Motivation refers to
the way in which urges, drives, desire, aspirations, striving or needs direct
control or explain the behavior of human beings.
IMPORTANCE OF MOTIVATION
Rensis Likerts called motivation as the core of the management
motivation is an effective instrument which increases the willingness of the
workers. This will increases efficiency and effectiveness of the
organization.
a) In motivation, employees are always looking for better ways to
do a job. This statement can apply to corporate strategies, and to production
1

workers. When people actively seek new ways of doing things, they usually
find them. It is the responsibility of mangers to make employees look for
better ways of doing their jobs.
b) A motivated employee is more quality oriented. This is true
whether we are talking about a top manager spending extra time on data
gathering and analyses for a report, or a clerk taking extra care when filling
importance. In either case, the organization gets benefits, because of the
individual in and outside the organization sees the enterprises as quality
conscious.
(c) Every organization requires human resources, in addition to
financial and physical resources for it to function. Three behavioral
dimensions of HR are significant to the organization. (i) People must be
attracted not only, to join the organization but also to remain in it. (ii) People
must perform the tasks for which they are hired, and must do so in a
dependable manner (iii) people must go beyond this dependable role
performance and engage in some form of creative, spontaneous and
innovative behaviors at work.
e) Motivation as a concept represents a highly complex phenomenon
that affects, and is affected by; a multitude of factors is the organizational
million. An understanding of the motivation is thus essential in order to
comprehend more fully the effects of variation in other reactions as they are
related to performance, satisfaction, and so forth.

RESEARCH ON MOTIVATION IN INDIA

Many Indian psychologists have contributed to this field. Hari Gopal
[1969] studied motivation in industry and reported that incentives that fulfill
social and ego needs have more important in industrial situation than
external incentives like pay reward.
When we analyze the pattern of motivation. We identify two
categories of individuals namely workers and managers such a distinction is
essential because, the workers see the same situation in a different manner
than the people in the administrative cadre. And also, the authority extended
to the managers are more,
Where by the workers are devoid of such a privilege. Apart from this,
the educational level, family background, income, competence, aspirations
and growth avenues in the organization also differ which enable us to
differentiate the pattern of motivation.
MOTIVATION OF MANAGERS
Although managers have the same relative human urge as other
people, Koontz and O Donnell held the view that maslows hierarchy of
human needs does not apply to managers. For instance, some managers may
prefer to achieve recognition of their accomplishments even before their
need is fulfilled. Avoidance of boredom, increased control over the job and
provision of opportunity for managers to prepare themselves for greater
responsibilities.
3

Baldev R.Sharma found that factors which stand out as the most
critical determinants of employees motivation are recognition and
appreciation, participative managements, and scope for advancements.
Decision making authority has the lowest value. It is because, the
managers fear accountability which necessarily flows from authority, or
because they reconcile with the organizational reality of centralization of
authority with the top management and lower their sights accordingly.
MOTIVATION OF WORKERS
Various researchers have been undertaken to analyze the pattern of
workers motivation. These studies revealed the following results.
a) The characteristics of satisfaction and dissatisfaction of
workers
b) The relative importance of job factors
c) The influence of supervisory style by motivating the workers.
But the area, where priority is given the most, is the workers ranking
of job factors. The various job factors in their order of importance are
adequate salary, job security, adequate personal benefits, and opportunity for
advancement, suitable work, and good supervision, opportunity for training
and learning, and comfortable working conditions.
MONEY AS AMOTIVATING FACTOR

Researchers do not give much importance for money as a motivators

but it should be understood that money has significance in the motivational
scheme. Thus, to some people, money is not important whether they have a
lot or little. Others, no matter how much money they have, are continuously
driven by the desire to acquire more money, possibly to satisfy their desire
for status of their goal to satisfy their esteem and self actualizing needs
respectively. Research indicates that for some persons money can be
instrumental in satisfying esteem and recognition needs as well as basic
physiological needs.
Economic conditions necessarily affect the importance of money as a
motivator. Money is an urgent means of achieving a minimum standard of
living, although this minimum has a way of expanding upward as people
become more affluent. However, this cannot be taken as generalization
because, for same people, money will remain important irrespective of their
economic conditions, while for others, it is not important after certain level.
This type of organization also determines the importance of money to the
people.
People are concerned not only with absolute amount of money they
are paid for their efforts, their relationship of this amount to what others are
paid is also important. This is based on equity theory. This suggests that
people at the same level should be paid same or nearly same money.
The social attitude towards wealth plays an important role in
determining whether, within a given culture, money will be actively sought

and used to satisfy human needs. In some societies, the personal acquisition
of wealth has been liked upon as evil, to as having beneath the dignity of
man. For such cultural values, the money cannot act as a motivator.
EMPLOYEES PROBLEMS:
In motivation employees problems are obviously a challenge to mangers
like Annette and Paolo. Managers need to understand that it is very difficult
to control the action of problem people problem.
Everyone has motivational energy. Although many employees
problem display a marked lack of drive and commitment in their
jobs, these qualities are usually alive and well in other areas of
their lives.
The energy which the problem employees problem posses are
often blocked in the work place.
Beyond a certain points, there is no need to show mercy towards
the people problem.
SCOPE OF STUDY
Motivation is a process of directing people to certain behavior so that
organizational efficiency is achieved. Conducive work environment help the
management to achieve it goal. Such an environment can be created by
adopting proper motivational techniques. Considering this in mind, the study
6

is conducted in the CETHAR VESSELS LIMITED, Trichy to analyze the

ways and means through which the workers are motivated.
OBJECTIVES OF THE STUDY
To study the level of motivation existing in CETHAR
VESSELS LIMITED.
To find out the most effective motivating factor that influences
the workers in CETHAR VESSELS UNIT.
To suggest measures to improve the motivational technique
adopted by CETHAR VESSELS LIMITED.
LIMITATIONS OF THE STUDY
While collecting the views of the workers, some respondents did not
reveal their genuine feeling about the motivational techniques adopted in the
organization.
Since the CETHAR VESSELS LIMITED is a large scale industry
with 4635 workers, it was difficult to collect data from the different sections
of the organization within a short span of time.
This study is entirely based on Maslows theory of need hierarchy and
it is a major limitation of this research.
METHODOLOGY
FORMULATION OF RESEARCH PROBLEM
7

Transforming the selected research topic with a scientifically

researchable question forms in the basis of formulation of research problem.
The research problem helps to identify the purpose and implications of
concluding the research.
The researcher intended to study the efforts taken by the management
in order to motivate the workers in the CETHAR VESSELS LIMITED.
Even though the researchable area is a common one, the researcher was keen
to analyze the motivational pattern in the organization.
RESARCH DESIGN
A research design is a blue print, specifying every stage of action in
the course of research. Such a design would indicate whether the course of
action planned will minimize the use of resources and maximize the
outcomes.
Research design is the arrangement of condition for a collection of
analysis of data in a manner that aims to combine a relevance to the research
purpose with in an economy in procedure.
CONSTRUCTION OF THE QUESTIONNAIRE
The researcher selects the questionnaire as a tool for the collection of
data from the selected respondents. The questionnaire was prepared in such
a way that it covers all the areas relevant to the objectives of study. Five
point scale questionnaire having the personal data covering the Maslows
8

need Hierarchy Theory of physiological needs, safety needs, social needs,

esteem needs and self-actualization needs was prepared and issued to the
sample respondents.
PRE-TESTING
Pre-testing is necessary to find out how well the questionnaire works
and checks whether any change is necessary. By this we can test the
appropriateness and relevant of research instrument. Questionnaire was
distributed to a few respondents for pre-testing and the researcher realized
authentic information which is more relevant and required for study.
UNIVERSE OF STUDY
CETHER VESSELS LIMITED unit consist of 1500 employees, out
of which the researcher collects data from 75 respondents only.
SAMPLE SELECTION
Adequate representations were given to different department and
shifts. So that, the samples can be the better representative of the population
and produce accurate results. Probability sampling technique or random
sampling technique was also adopted.
COLLECTION OF DATA
The research used questionnaire as a tool for the collection of data.
The researcher first had a through analysis of the CVL. Then the researcher
9

gathered information regarding the characteristics of problems pertaining to

management. In-depth probing techniques were employed in order to
understand the usual practices of the organization and also to have more
understanding of the topic of study. The questions were framed in such a
way to avoid the bias on the part of investigator and the respondent, so that
true information can be elicited.
The tool used for data collection is a structured questionnaire with a
five point scale where the points ranged from maximum of 5 to minimum of
1. The respondents were asked to tick the opinion in which he felt as the
most appropriate response for every question.
The secondary data was collected through magazines, journals, past
research studies, pamphlets of the CETHAR VESSELS LIMITED so as to
have an in depth analysis of the research problem.
STATISTICAL TOOLS
Collected data were analyzed using tools like percentage bar diagram,
pie diagram, students T- test, chi-square test, one way anova F-test, Karl
Pearsons coefficient of correlation.
HYPOTHESIS
1. Difference between age of the respondents and their various
dimensions of motivations aspects.
2. Differences between the respondents gender various
dimensions of motivation.
10

3. Association

between

family

members

and

various

dimensions of motivation.
4. Karl

Pearsons

coefficient

of

correlation

between

educational qualification and various dimensions

of

motivation.
5. Difference between the respondents marital status and
various dimensions of motivation.
6. Karl Pearsons coefficient of correlation between income
and various dimensions of motivation.
7. Karl Pearsons coefficient of correlation between experience
and various dimensions of motivation.

CHAPTER SCHEME
The present study is coordinated in five chapter, the formulation and
design of the chapter have been explain.
CHAPTER I
First chapter deals with introduction, importance, scope of the study,
objectives of the study, methodology, research design data collection.
CHAPTER II

11

Second chapter deals with profile of the study.

CHAPTER III
Third chapter deals with concept and Review of the literature.
CHAPTER IV
Forth chapter deals with the analysis and interpretation of data.
CHAPTER V
Fifth chapter deals with findings, suggestion and conclusions.
CHAPTER II
PROFILE OF THE STUDY
Tiruchrappalli is an ancient city in the Cauvery delta and the famous
rock city played a decisive part in historical units running in the chapter of
the history nothing is achieved before it is thoroughly attempted should be
the maximum framed after looking into the growth and achievement of
CETHAR VESSELS LIMITED.
CETHAR VESSELS LIMITED (CVL) incorporated in 1981, is a
name recognized across the world.

It is the largest engineering &

manufacturing enter prices of its in India and one of the leading international
companies in the field of cover plant equipment.

12

This company meets rapidly growing power requirements of the

country. We achievement of the organization became possible with the help
of the seven business and implementation work caused on by the various
departments the manufacturing activities started in the year 1984. Achieved
a sale turn of Rs.1405 crores in 2007-2008 and present net worth of the
company is Rs.332d.31 crores.

C - Construction / consultancy
E Energy
T Textiles
H Health care
A Agencies
R Re Engineering
HR Policy
To achieve organizational excellence by enhancing our capabilities in
attraction, retaining, developing the finest talents in the industry and by
empowering our Human Resources to build CETHAR as a World Class
Organization that all of us feel proud of.
Quality Policy

13

To deliver Products / Services conforming to applicable regulation

and national/ international standards to satisfy CUSTOMER NEEDS. To
work across the organization for continual improvement of products /
services through effective implementation of quality management system.
HSE Policy
To demonstrate our performance excellence in Health, Safety and
Environment by creating awareness among the work force by complying
statutory norms and by continuously striving to improve work practices
leading CETHAR to a world class health, safe and clean working
environment.
ATMOSPHERE AND UNITS
INFRACTURE
Land Area:
8, 47,363m2 land
Production shop area:
The organization has two production shop areas. They are,
Existing shop 137066.75 m2
Under Expansion 26122.00 m2.
Storage area
The organization contains two storage areas. One area contains 9541,
and another area contains 42m2

14

UNIT - I UNIT - II

UNIT - UNIT III

IV

UNIT - UNIT
VI

-VII

5547

81855.5

39387

Production
Area

UNIT - V

4925.85 1260

3489.4 602

(m2)

(Existing)
26122
(Expansion)

Water-

Products

Fans,

wall,

Structurals ,

Lower

Electro

ThicknessStatic

Water- Electrical
wall

Panels,

Drums,

Precipitator (Panels),Ductings,

Blow

-Component Pipings Air Box

Down

Tanks

Drum,
Water-wall,
Economiser,
CFBC
Cyclones

Pipings, Coils,
Blow

Water-

Down wall,
Tanks, CFBC
Dosing Cyclones,
SystemsDrums
(Under)

15

MANUFACTURING FACILITIES
Major Machineries are imported and some of our Production Welding
Equipments have been designed and developed in-house. Panel Processing
Machines are fine examples. We have large number of Equipments and
facilities for:
Farming
Machining
Welding
Heat treatment
Material handling
SHIPPING
The nearest port for Shipments is Tuticorin (250 kms.) and Chennai
(300 kms). The maximum load through road transport is 250 tonnes.
16

TRAINING CENTRE
A Training Centre is situated at Unit-6 for providing theoretical and
hands-on training to the Artisans in the trades of Welding, Fitting,
Machining and Electrical Wiring etc. On successful completion of training,
the artisans are engaged in the manufacture of boiler components at
CETHAR VESSLES LIMITED.
CENTRAL LABORATORY
CETHAR VESSELS LIMITED is committed to producing high
quality products with structural integrity and requisite properties to render
long term service as designed. In this regard, a full-fledged metallurgical
laboratory with state-of-art-equipments is nearing completion for a thorough
metallurgical evaluation of its materials and products.
All our present Test Equipments are calibrated and maintained
traceable to National standards.
PRODUCTS
Various Boilers are manufacturing by the CETHAR VESSELS
LIMITED
Bubbling Fluidized Bed
CFBC

17

 Grate Type
Oil/ Gas fired heat recovery steam
Generator (HRSG) waste heat
Recovery boilers package
Standard boiler

Boiler Auxiliaries provide

Electrostatic precipitators
Fans
Power plant
Captive power, plants, utility power, plants is in the organization
Balance of plant
Water and waste water system
Handling system cooling system, general, mechanical system,
electrical
Control and instrumentation
Civil works
These products are manufactured and produced by the CETHAR
VESSELS LIMITED.
CETHAR VESSELS are in the fore front of meeting the
requirements of a wide spectrum of industry with their products and
18

services. Be it Boilers for Power Generation or for Steam Generation in

Process Industries, CETHAR have the expertise and experience of over two
decades. Boiler Auxiliaries that include Fans, Electrostatic Precipitator,
Cooling Towers, Fuel Handling Systems, and Water Treatment Systems are
also in our repertoire
CETHARS capable personnel have the expertise to build Power
Plants whether Captive or Co-Generation mode, in an EPC Basis. The needs
of Industries such as Paper, Chemical, Steel, Cement, Distilleries, Textiles,
Rayon, Sugar, Food, Petrochemicals and various other Process industries,
can be met by CETHAR with their modern Boiler Technologies.
ABOUT CVL > BOARD OF DIRECTORS
K.Subburaj, Chairman of the Cethar group, is a mechanical engineer
from Thiagaraja College of Engineering, Madurai, India. He started his
career at ISRO Thumba and moved on to Bharat Heavy Electricals Limited,
Tiruchirapalli, where he honed and developed his experience as a Production
Engineer With entrepreneurial foresight and business acumen he then started
his own venture, Pipelines India, as a subcontractor to BHEL and has grown
to his present position
N.K.Pothiraaj, Managing Director, started his career at M/S
Pipelines India Private Limited as a production engineer in 1981. He was
instrumental in reviving the company by forming an alliance with BHEL,
Tiruchirapalli and BHEL Chennai, and increases the turnover. Mr Pothiraaj

19

revived and stabilized the operations of Cethar Industries and is currently a

director in charge of finance, BCC, administration and expansion.
Ponnusami Gounder has over thirty years of experience as
Performance Engineering manager and project manager and has worked
globally on CFB projects. A pioneer in the development of utility scale CFB
boilers, he has been awarded 8 patents relating to CFB boilers and was
nominated for Ahlstrom Corporations prize (International) for excellence in
engineering in 1990.
M.P.Prem Raj, an engineer with in-depth knowledge, business
acumen and flare for team building has made every business into huge profit
making entity in Singapore, India and many other Far Eastern countries.
With over four Decades of rich experience, both in India and
internationally, Prem Raj is a name to reckon with in the Oil and Gas
Industry V.K Gopinath is an electrical engineer with vast experience in the
power industry, concentrating in the fossil boilers area. During his tenure as
the Executive Director of BHEL, Tiruchirapalli, the organisation attained the
top position within the BHEL group
He has been honoured for his contribution to the welding industry with The
Keith Heartly award by the Indian Institute of Welding N.Chandrasekaran,
gained experience in Boiler, Piping, Engineering, Project Management and
exports.

20

With his vast business management skills, he has been the Promoter
Director of companies such as Enmas Engineering, Enmas Process
Technologies and Fichtner Consulting Engineers.
A.Krishnamoorthy is a senior banking official with experience
gained at the Reserve Bank of India, Andhra Bank and Lakshmi Villas Bank
LimitedHe joined in Cethar Vessels Limited as a director to steer the
company in converting its vision of strategic planning, profit maximization
and corporate governance into reality.
ABOUT CVL ACHIEVEMENT
First bio mass (Rice husk) fired BFB boiler
Multi-fuel fired BFB boiler
Most New BFB boiler in operation
Most BFB retrofits in operation
First biogases fired BFB boiler
Smalls capacity (500 kg) BFB boiler
Largest capacity (175 TPH) BFB boiler
First boiler to fire gaseous fuel
Largest capacity (140 TPH) traveling grate boilers

QUALITY

21

Our Commitment to Quality Indigenously developed CFBC

technology stabiles the operation in a shorter time.
CETHAR complies right from design stage to testing, from material
procurement to the delivery of the final product with the National &
International Codes/Standards, Quality Management System of ISO and
mandatory Indian Boiler Regulations.

At CETHAR VESSELS LIMITED, we strive hard to deliver the

Products on time to meet the expectations of the Customer. We are
committed to look after the interest of the customer continuously to improve
and maximize the plant performance.
QUALITY ASSURANCE AND CONTROL
Quality Assurance System is modeled on the ISO Quality
Management System and the best practices of the industry. The Quality
Assurance is a methodology designed to assess the Quality of the products
or services. To achieve this objective the Quality Assurance programme
begins with Proposal, planning, engineering, procurement, manufacturing,
construction, commissioning and after sales service.
At CETHYAR VESSSELS LIMITED, Quality Assurance starts from
the control in each stage of production from raw material procurement, inprocess checks and final testing. Every department entrusted with the above
22

tasks, meticulously follow the quality Plans conceived by the quality

assurance department. Quality department is also responsible for continual
improvement programmes inline with quality policy and quality objectives
of the company.
Product Committee groups comprising of Engineering,
Manufacturing, Construction, Quality and methods engineering meet to
continually improve the products based on various feed backs. Quality
Assurance is supported by quality control and testing functions in the
company. Quality control aims at periodic and systematic checks of the
material and processes to achieve Right First Time product and prevention
of defective.
TESTING FACILITIES
At Cethar the testing of equipment during manufacture is performed
according to the Indian & International Standards and matches the bench
marks of the industry. We have testing facilities such as chemical, physical,
and metallurgical and non destructive testing.We also have Ultrasonic
testing, radiography, linear accelerator, dye Penetrate & magnetic particle
testing and positive material identification employing the latest emission and
X-ray fluorescence methods.
The Chemical and physical testing laboratories have the modern and
latest equipment such as Emission spectrometer, Universal Testing Machine,
Impact, Hardness testing and metallographic.

23

ACCREDITATION
Cethar has been certified to ISO 9001 standard and the products
certification by IBR & ASME. Cethar is also holder of ASME S stamp for
Power Boilers and U stamp for Heat Exchangers and Pressure Vessels and
National Board, USA R stamp for repair and alteration of boilers and
pressure Vessels.
CARRIERS.
In CVL, we strongly believe that our Employees are our principle
assets. Since they are the ones who create value additions to the company.
The businesses that CVL is involved in provided our Employees,
tremendous opportunities to grow, as well as the cross- functional exposure
to enrich and widen their horizons. We firmly believe in taking our
Employees along, as we forge ahead. Total Employee involvement is
embedded in the Company's culture. This has only been possible, as each
one of us has done our bit, in the quest of excellence.
CETHAR VESSELS LIMITED Human Resources philosophy is
based on dignity of work, fostering a culture of learning, commitment to
highest standards of quality and safety at the workplace. Modern business
demands quickness of mind and action. Systems by themselves do not
deliver. People and People- led skills and initiatives can only deliver. We
have always invested in our Employees and believe in creating an
environment where Employees are valued as our assets and are given equal
opportunities for achieving professional and personal goals. Consistent and
24

clear HR practices, participative management, excellent welfare activities

have made the company one of the most preferred employers in our field.

OBJECTIVES OF THE CETHAR VESSELS

VISION
Manufacturing and selling any Boilers in any capacity anywhere in
the world. Executive power plant less than 125mw anywhere in the world
and power plant units size mw.
MISSION
Achieving the vision through empowered employees and activity
management system.
VALUES
Zeal to excel and test for change.
Integrity and fairness in all matters
Respect for dignity and potential of individual
Strict adherence to commitment
Ensure speed of response foster learning, creativity and team work
Loyalty and pride in the company.
DEPARTMANTS

25

Various Departments are available in the CETHAR VESSELS

LIMITED.
HR Human resource
Finance
Manufacturing
Proposal
Engineering
Purchase
BOP (Balance of power point)
Shipping
Electrical and instrumentation
EDP (Enterprise Development Programmer)
Production
QC (Quality Control)
Commercial
Planning
Safety department
Civil department
R&D (Research and Development)
L&A (Legal and advice)
ORGANISATIONAL STRUCTURE
Finance
Boilers
HRM and Administration
Planning and Development
Planning and Services
26

Quality
Spares
Values
The organizational chart of CETHAR VESSELS LIMITED,
TRICHIRAPPALLI is shown in the following page.
HOLIDAYS AND LEAVE FOR WORKERS
The leave facilities available to workers are given in the table below
category
Casual leave
Earning leave
Maternity leave
Optional leave

No. of Days
12
12
135
10

The half pay leave can be summed up twice to get medical leave. These
leave facility are available in the organization.
CETHAR VESSELS LIMITED Unit Consists of 1500 Employees
Diploma & Graduates

-1200

Post Graduates and Non Technical

-225

Executives

-75

EMPLOYEES IN CETHAR VESSELS LIMITED

Senior level

- 73

Middle level

-128

Junior level

-1868
27

Total

-2069

Work force
Fitters

-977

High pressure welders

-145

Structural welders

-607

Machine operators

-371

Machinist

-109

Unskilled and semi skilled

-357

Total

-2566

The overall total workers are 4635 employees are working in the
CETHAR VESSLES LIMITED and these units consist of 1500
employees.

CETHAR VESSLES LIMITED BRANCHES:

Head office

- Karumandabham

I Unit

-Mathur

II Unit

-Viralimalai

III Unit

-Mathur

IV Unit

-Thuraiur

V Unit

-Samayapuram

VI Unit

-Viralimalai

VII Unit

-Viralimalai

28

CHAPTER-III
CONCEPT AND REVIEW OF THE LITERATURE
CONCEPT
Motivation is extremely essential for understanding individual and
organizational behavior and efficiency. It is concept concerning all the
factors of production, which initiate, direct and organizes the behavior of the
individual and determine the intensity, propensity, and persistence of those
behaviors.
EMPLOYEES MOTIVATION
Motivate may be weak or strong, depending upon the incentives
offered by employees which release workers abilities and potentials in
relation to workers needs.
A management may be motivated employees by its attitudes and personal
practices which help employees satisfy their needs especially social and
recognition needs and the feeling of participation in group efforts.
The management should let his people know that he considers
them valuable, capable individuals i.e. should treat the people
with respect and honesty.

29

 He should make sure that subordinates have the tools to get the
job done for achieving the goals.
Job analysis, selection and training should be used to ensure
that people are hired who could do the jobs if they wanted topeople with the required skills and abilities.
MOTIVATED BEHAVIOUR:
Motivated can be expressed in several types of behavior.
Kimble and Garmezy specify three types of motivated behaviors.
a) CONSUMMATORY BEHAVIOR:
Which directly satisfies the need in question
Example: Eating (hunger) Drinking (thirst)
Joining and association (status)
b) INSTRUMENTAL BEHAVIOUR:
Which is instrument is getting the need satisfied
such as going to the dinning table or a restaurant.
c) SUBSTITUTE BEHAVIOUR:
This is known to be motivated behavior but
which cannot be fully explained.
PROCESS OF MOTIVATION
30

Managers select the particular from of organization of planning and

the system of control that best suits the specific problems confronted. There
is no universal solution; instead, a wise manger looks at his needs and
available resources, and then charts his course to fit that contingency.
This concept that the best way to activate a person depends upon the
local situation is not always accepted. The originators, of more likely, some
of their disciplines, have missionary zeal for what they believe to the one
best way. Such single mindedness can perhaps be explained because;
(a) Advocating a single technique is simpler, or
(b) The techniques foster some human values that appeal to logic.
MASLOWS NEED HIERARCHY THEORY:
The need hierarchy of motivation, propounded by Abraham Harold
Maslow is, undoubtedly the simplest and most widely discussed theory of
motivation.
1. Human begins have wants and desires which can influence their
behavior. Only unsatisfied needs can influence behavior, satisfied needs do
not act as motivators.
2. Since needs are many, they are arranged in the order of their
importance, or hierarchy from the basic to the complex.
3. The person advance to the next level of hierarchy, or from the basic
to the complex, only when the lower level needs is, at least, minimally
satisfied.
31

4. Further up the hierarchy the person is able to go, the more

individually, humaneness and psychological health he or she will display.

Self actualization needs

Self-esteem needs
Belongingness and love needs
Safety needs
Physiological needs

PHYSIOLOGICAL NEEDS:
The most basic, powerful and obvious of all human needs is the need
for physical survival. Included in this group are the needs for food, drink,
oxygen, sleep, sex, protection from extreme temperature and sensory
stimulation. These physiological drives are directly concerned with the
biological maintenance of the organism and must be gratified is motivation
by higher order needs.

SAFETY NEEDS:
The primary motivating force here is to ensure a reasonable degree of
continuity, order, structure, and predictability in ones environment. Maslow

32

suggested that the safety needs are most readily observed in infants and
young children because of their relative helplessness and dependence on
adults. The need for safety accrue when individual are confronted with real
emergencies that is war, crime, waves, floods, earthquakes, societal
disorganization and similar other conditions.
BELONGING AND LOVE NEEDS:
The belonging and love needs constitute the third level is the
hierarchy of needs. These needs arise when physiological and safety needs
are satisfied. An individual motivated on this level longs for affectionate
relationship with others, namely, for a place in his/her family and/or
reference group. Group membership becomes a dominant goal for the
individual. Accordingly, the person will keenly feel the pangs of loneliness,
social ostracism, and rejection, especially when induced by the absence
friends, relatives, a spouse or children.
In the organizational context social needs represent the need for a
compatible work group, peer acceptance, professional friendship, and
friendly supervision. Managers do well to encourage informal groups.

SELF ESTEEM NEEDS:

Maslow classified these needs into two subsidiary sets
Self respect and
33

 Esteem from others

The former includes such things as desire for competence, confidence,
personal strength, adequacy, achievement and freedom. An individual needs
to know that he or she is competent and capable of mastering tasks and
challenges in life. Esteem from others includes prestige, recognition and
appreciations. In this case, individuals need to be appreciated for what
they can do, that is, they must experience feelings of worth because their
competence his recognized and valued by others.
SELF ACTUALIZATION NEEDS:
Finally, if all the earlier four level needs are satisfied, the need for self
actualization comes to the force. Maslow characterized self actualization
as the desire to become everything that one is capable of becoming. The
person who has achieved this highest level presses towards the full use and
exploitation of his or her talents, capacities and potentialities.

CHARACTERISTICS OF MOTIVATION
Motivation is an internal feelings

Motivation is a psychological phenomenon which generate with

in an individual needs are feeling is the mind of a person that

34

the lacks a certain thing such feelings affect the behaviors of

man.
Person in totality, not in part in motivated

Each individual in the organization is a self contained and

inseparable unit and his all needs are interrelated. Motivation is a
process of stimulating people into action to accomplish goals.
Anticipated value

Motivation is a product of anticipated values from an action and

the perceived probability that these values from an action and
the perceived probability that these values will be achieved by
the action.
SELF MOTIVATION
Before one can motivate others, one must motivate oneself. One of the
most common determines to human action is that of a tired feeling. This
tired feeling is due to emotional reactions with in oneself. This things that
affect the conscious mind and are generally known as anxiety, are
1. Monotonous work
2. Driven by boss
3. Bad physical condition
4. Does not get along with associates
5. Under constants strain
6. Gets no real at home

35

7. Financial troubles
One can motivate oneself by setting certain objectives and goals
before one self.
GROUP MOTIVATION:
The motivation of a group is as important as selfmotivation. Others
can be Well motivated, when they are informed of ideas, plans, inventions
or systems.
A group can be motivated by improving human relation and dealing
with people is a human way, by developing the will to do, by encouraging
people to feel involvement in their work and by giving them an opportunity
to improve their performance and by complimenting and praising them.
EXECUTIVE MOTIVATION
Managers are persons responsible for achieving organization goals
through people. They have the responsibility to see that the behavior of their
subordinates supportive of the organization rather than detrimental on it.
Motivation for executive differs from that for employees.
Lerner1, has said the managerial function is a big corporation has
been performed through incentives different from those of profits and
more closely related to competitive performance and pride in a job done
well.
Maria, in his journal of psychology said that the purpose The
purpose of this paper is to explore and identify relationship between
36

psychological contract inducement and the five-factor model of

personality (FFM) in Greece.
Methodology-A survey questionnaire that incorporated measure of
intrinsic and extrinsic psychological contrast inducement and a Greek
personality measure of the FFM was completed by 229 respondents.
Hierarchical regression analyses were used to explore the hypotheses.
Findings- The paper finds with extroversion and conscientiousness
are associated with intrinsic but not extrinsic psychological contract
inducements and that neuroticism is associated with extrinsic but not
intrinsic inducement. The hypotheses pertaining to openness to
experiences was rejected, because it was not associated with intrinsic
psychological contract inducements, as expected.
___________________________________________________________
1. Source: Journal of managerial psychology Lerner and Maria
volume 22, Issue 7, p649-663,15p 2007.

Maxfield, David2, has said the article reports on the various

factors that need to be considered by business enterprises concerning the
process of influencing others to achieve success in the field of
information technology (IT). They include understanding behaviors, use
of personal and secondary experiences which will help implement
change, and identifying factors that affect the ability and motivations of
employees to increase productivity? It also states that focusing on

37

behaviors, determining behavior improvement and developing short-stern

goals can help businesses carry out effective software delivery, enhance
employees satisfaction and caters the needs and demands of customers.
Grant,Adam.M3, his article of Academy of management review
has illustrates how work contexts motivate employees to care about
making a positive difference in other peoples lives. I introduce a model
of relational job design to describe how jobs spark the motivation to
make a prosaically difference, and how this motivation affects
employees actions and identifies, whereas existing research focus on
individual differences and the task structure of jobs, I illuminate how the
relational architecture of jobs shapes the motivation to make a prosocial
difference.
___________________________________________________________
Source: 2. Journal of human resources management Maxfield
and David Volume 41, Issue 42, p50-52,2p October 20073. Academy of management review Grant and Adam
Volume 32, Issue 2, p393-417,1p April 2007.
Houston,David4, his article journal of public administration research and
theory, has Research generally indicates that public employees talk the
talk, but do they also walk the walk of the public service motive (PSM)?
Are public service employees more likely those others to engage in public
service activities? The behavioral implication of PSM is addressed by
studying the involvement in charitable activities of public, nonprofit and
private workers. Using data from the 2002 General Social Survey,
multivariate logistic regression models are estimated to examine self-

38

reported gifts of time, blood, and money to charitable organizations. It is

found that government employees are more likely to volunteer for charity
and to donate blood that for-profit employees is. Additionally, nonprofit
workers are also more likely that their for-profit counterparts to volunteers.
Schepers5, his article non profit management and leadership has
review research on motions of employees in the non profit sectors, with a
major emphasis on the motivation of teachers and hospital nursing staff.
Although both areas are widely researched in the non profit sectors,
empirical motivation research conducted in schools and hospitals is
certainly not extensive. Nevertheless, based on these limited research
findings, we derive potential hypotheses for further research in school
and hospitals.
__________________________________________________________
Source: 4. Journal of administration and theory Houston and
David Volume 16,Issue 1,p67-86,20p January 2006.
5. Nonprofit management and leadership Schpers
Volume 16, issue 2,p191-208,18p winter 2005.

39

CHAPTER IV
ANALYSIS AND INTERPRETATION
This chapter gives an account of details regarding the data collected
and compiled through a questionnaire. The data are stored, processed,
classified, tabulated and Interpreted by using various statistical tools such as
total averages and percentage.
TABLE 4.1
GENDER WISE CLASSIFICATION OF THE RESPONDENTS

40

NO.OF
GENDER
MALE
FEMALE
TOTAL

RESPONDENTS
61
14
75

PERCENTAGE
81
19
100

Source: Primary date

The above table gives Gender-wise classification of respondents. Out
of 75 respondents 81% are under the male category and 19% are under the
female category. In that the male respondents are higher than the female
respondents are working in an organization.
TABLE 4.2
AGE WISE CLASSIFICATION OF THE RESPONDENTS

AGE GROUP
20 to 30 years
31 to 40 years
41 to 50 years
51 and above
TOTAL

NO.OF
RESPONDENTS
38
17
12
8
75

PERCENTAGE
51
23
16
11
100

Source: primary data

This table shows about the age wise classification of respondents
51% are in the age group of 20 to 30 years category and 23% are in the age
group of 31 to 40 years category and 16% are in the age group of 41 to 50
41

years category and 11% are in the age group of 51 and above category of
respondents.

TABLE 4.3
MARITAL STATUS WISE CLASSIFICATION OF THE
RESPONDENTS
MARITAL
STATUS
MARRIED
UNMARRIED
TOTAL

NO.OF
RESPONDENTS
40
35
75

PERCENTAGE
53
47
100

Source: Primary date

This table shows that 40% of the respondents are married and 35% of
the respondents are unmarried in the marital wise classification.

42

TABLE 4.4
FAMILY MEMBERS WISE CLASSIFICATION OF RESPONDENTS
FAMILY

NO.OF

MEMBERS
LESS THAN 2
2 to 4
Above 4
TOTAL

RESPONDENTS
34
30
11
75

PERCENTAGE
45
40
15
100

Source: Primary date

The above table reveals that, 45% of the respondents are having less
than 2 members, 40% of respondents are having 2 to 4 members, and 15% of
respondents are having above in their family.

43

TABLE 4.5
EDUCATIONAL QUALIFICATION WISE CLASSIFICATION

OF

RESPONDENTS

EDUCATION

NO.OF

QUALIFICATION
UPTO +2
UG
PG
PROFESSIONAL
TECHNICAL
TOTAL

RESPONDENTS
11
8
13
14
29
75

PERCENTAGE
15
11
17
19
39
100

Source: primary data

The above table reveals about the distribution of educational
qualification of the respondents. In that, 15% of respondents are upto +2.
11% of respondents are under graduate, 17% of respondents are post
graduate, 9% of the respondents are in professional level and 39% of
respondents are technical line.

TABLE 4.6
EXPERIENCE WISE CLASSIFICATION OF RESPONDENTS

44

EXPERIENCE
BELOW 5 years
5 to 10 years
10 to 15 years
16 to 20 years
20 and ABOVE
TOTAL

NO.OF
RESPONDENTS
32
15
12
9
7
75

PERCENTAGE
43
20
16
12
9
100

Source: primary data

The above table shows about the experiences of the respondents . Out
of 75 respondents 43% of employees are below 5 years of experience, 20%
of the respondents are between 5 to 10 years, 16% of employees have 10 to
15 years of experience 12% of respondents have 16 to 20 years and 9% of
the respondents have above 20 years as experience.

TABLE 4.7
INCOME WISE CLASSIFICATION OF RESPONDENTS
INCOME LEVEL (IN

NO. OF

RS)
UPTO Rs.5000

RESPONDENTS
26
45

PERCENTAGE
35

Rs.5001 to Rs.10000
Rs.10001 to Rs.15000
Rs.15001 to 20000
Rs.20001 and above
TOTAL

21
13
7
8
75

28
17
9
11
100

Source: primary data

This table shows about the classification of monthly income of the
respondents.. Out of the 75 respondents 35% are in the income level of upto
Rs.5000, 28% are in the income level Rs.5001 to 10000, 17% are in the
income level of Rs, 10001 to 15000, 9% are in the income level of 15001 to
20000 and 11% are in the income level of above 20001.

TABLE 4.8
PRESENT SALARY OF THE RESPONDENTS

SATISFACTION

NO. OF

LEVEL

RESPONDENTS

Strongly agree

Agree

39

52
46

PERCENTAGE

Neutral

28

37

Disagree

Strongly Disagree

TOTAL

75

100

Source: primary data

Table No.4.8 gives about the level of satisfaction regarding the present
salary,7% of the employees strongly agreed, 52% of the employees agreed,
37% of the respondents are neutral, 37% of the employees are disagreed
present salary.

TABLE 4.9
STANDARD OF LIVING OF THE RESPONDENTS

SATISFACTION

NO. OF

PERCENTAGE

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
5
39
28
3
75

7
52
37
4
100

47

Source: primary data

Table No.4.9, gives about the standard of living of the respondents.
7% of the employees are strongly agreed, 52% of the employees are agreed,
37% of the respondents are neutral, 37% of the employees are disagreed this
present salary, 0% of the employees are strongly disagreed this standard of
living.

TABLE 4.10
EQUAL SALARY OF THE RESPONDENTS
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
9
23
39
2
2
75

PERCENTAGE
12
31
52
3
3
100

Source: primary data

Table No.4.10, gives about the level of satisfaction regarding the
equal salary. 12% of the employees strongly agreed, 31% of the employees
agreed, 52% of the respondents are neutral, 3% of the employees disagreed
48

their present salary and 3 % of the employees strongly disagreed this equal
salary.

TABLE 4.11
SALARY GIVEN OF THE RESPONDENTS

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
3
24
45
2
1
75

PERCENTAGE
4
32
60
3
1
100

Source: primary data

Table No.4.11, shows the level of satisfaction regarding the salary
given. 4% of the employees strongly agreed, 32% of the employees agreed,
60% of the respondents are neutral, 3% of the employees disagreed their
salary given and 1% of the employees strongly disagreed their salary given.

49

TABLE 4.12
BONUS PROVIDED TO THE RESPONDENTS

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
9
19
35
9
3
75

PERCENTAGE
12
25
47
12
4
100

Source: primary data

Table No.4.12, shows that the level of satisfaction regarding the bonus
provided. 12% of the employees strongly agreed, 25% of the employees
agreed, 47% of the respondents are neutral, 12% of the employees disagreed
this present salary, 4 % of the employees strongly disagreed this bonus
provided by the employees.

50

TABLE 4.13
CANTEEN FACILITY PROVIDEDE TO THE EMPLOYEES

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral

RESPONDENTS
8
7
31

Disagree
Strongly Disagree
TOTAL
Source: primary data

20
9
75

PERCENTAGE
11
9
41
27
12
100

Table No.4.13 gives the detail about the level of satisfaction regarding
the canteen facility. 11% of the employees strongly agree, 9% of the
employees are agree, 41% of the respondents are neutral, 12% of the
employees are disagree their present salary and 12 % of the employees
strongly disagreed with canteen facility provided.

TABLE 4.14
OVERTIME WAGES PROVIDED TO THE EMPLOYEES
SATISFACTION

NO. OF

LEVEL

RESPONDENTS
51

PERCENTAGE

Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

7
9
25
23
11
75

9
12
33
31
15
100

Source: primary data

Table No.4.14, gives about the level of satisfaction regarding the over
time wages provided. 9% of the employees strongly agree, 12% of the
employees agree, 33% of the respondents are neutral. 31% of the employees
disagree their present salary, 15 % of the employees strongly disagree this
overtime wages provided.

TABLE 4.15
JOB SECURITY PROVIDEDE TO THE EMPLOYEES
SATISFACTION
LEVEL
Strongly agree
Agree
Neutral
Disagree

NO. OF RESPONDENTS

PERCENTAGE

12
35
17
9

16
47
23
12

52

Strongly Disagree
TOTAL

2
75

3
100

Source: primary data

Table No.4.15, gives the detail about the level of satisfaction
regarding the job security. 16% of the employees strongly agree, 47% of the
employees agree, 23% of the respondents are Neutral. 12% of the employees
disagree this present salary. 3 % of the employees are strongly disagree their
provided job security.

TABLE 4.16
ADEQUATE PROVISION PROVIDEDE TO THE EMPLOYEES

SATISFACTION
LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

NO. OF RESPONDENTS

PERCENTAGE

9
17
36
8
5
75

12
23
48
10
7
100

Source: primary data

53

Table No.4.16 shows about the aspects of 12% of employees strongly

agree. 23% of the employees agree, 48% of the respondents are Neutral,
10% of the employees disagree this present salary, and 7% of the employees
strongly disagree their provided adequate provision.

TABLE 4.17
REST ROOM FACILITY PROVIDED TO THE EMPLOYEES
SATISFACTION

NO.

OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
9
11
19
27
9
75

PERCENTAGE
12
15
25
36
12
100

Source: primary data

Table No.4.17, gives about the level of satisfaction regarding the
restroom facility.12% of the employees strongly agree, 15% of the
employees agree, 25% of the respondents are Neutral, 36% of the employees

54

disagreed their present salary,12% of the employees are strongly disagreed

their Rest room facility provided to the employees.

TABLE 4.18
VENTILATION FACILITY PROVIDED TO THE EMPLOYEES
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
7
29
25
7
7
75

PERCENTAGE
9
39
33
9
9
100

Source: primary data

Table No.4.18, gives about the level of satisfaction regarding the
ventilation facility. 9% of the employees are strongly agreed, 39% of the
employees are agreed, 33% of the respondents are neutral, 9% of the
employees are disagreed this facility, 9 % of the employees are strongly
disagreed this ventilation facility provided to the employees.

55

TABLE 4.19
LIGHTING FACILITY PROVIDED TO THE EMPLOYEES

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
15
31
18
8
3
75

PERCENTAGE
20
41
24
11
4
100

Source: primary data

This table shows that the facility provided to the employees. 20% of
the employees are strongly agreed, 41% of the employees are agreed, 24%
of the respondents are neutral 11% of the employees disagreed this facility,4
% of the employees strongly disagreed this lighting facility provided to the
employees satisfied their facility.

56

TABLE 4.20
WATER FACILITY PROVIDED TO THE EMPLOYEES

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
9
25
31
5
5
75

PERCENTAGE
12
33
41
7
7
100

Source: primary data

Table No.4.20, gives about the level of satisfaction regarding the
water facility. 12% of the employees are strongly agree, 33% of the
employees are agreed. 41% of the respondents are neutral, 7% of the
employees disagreed their facility, and 7 % of the employees strongly
disagreed their water facility provided to the employees,

TABLE 4.21
SANITATION FACILITY PROVIDED TO THE EMPLOYEES

57

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
13
19
37
6
75

PERCENTAGE
17
25
49
8
100

Source: primary data

Table No.4.21, gives the detail about the level of satisfaction
regarding the sanitation facility. 17% of the employees strongly agreed. 25%
of the employees are agreed, 49% of the respondents are neutral, 8% of the
employees disagreed their facility, and 0 % of the employees strongly
disagreed this water facility provided to the employees.

TABLE 4.22
ANLYSIS OF SUPERIOR RELATIONSHIP

SATISFACTION

NO. OF

LEVEL
Strongly agree

RESPONDENTS
13
58

PERCENTAGE
17

Agree
Neutral
Disagree
Strongly Disagree
TOTAL

38
23
1
75

51
31
1
100

Source: primary data

This table shows that the analysis of relationship with superior. 17%
of the employees are strongly agreed, 51% of the employees agreed, 31% of
the respondents are neutral, 1% of the employees disagreed, 0 % of the
employees are strongly disagreed.

TABLE 4.23
WELFARE OF THE EMPLOYESS

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
10
26
29
8
2
75
59

PERCENTAGE
13
35
39
11
3
100

Source: primary data

This table reveals that the welfare of the employees. 13% of the
employees strongly agreed, 35% of the employees agreed, 39% of the
respondents neutral.11% of the employees disagreed, 3 % of the employees
strongly disagreed their employees welfare, 3% of the employees strongly
dissatisfied.

TABLE 4.24
ANALYSIS OF PROTECTION FACILITY
PROVIDED TO THE RESPONDENTS

LEVEL
YES
NO

NO. OF
RESPONDENTS
75
-

PERCENTAGE
100
-

Source: Primary data

This table reveals that 75% of the respondents accepted their
protection facility.

60

TABLE 4.25
ANALYSIS OF INCENTIVE POLICY
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
2
11
21
29
12
75

PERCENTAGE
3
15
28
39
16
100

Source: primary data

Table No.4.25 gives the detail about the level of satisfaction regarding
the incentive policy. 3% of employees strongly agreed, 15% of employees
agreed. 28% of the respondents are neutral, 39% of the employees disagreed
their policy, and 16 % of the employees strongly disagreed their incentive
policy provided to the employees.

61

TABLE 4.26
ANALYSIS OF RESPONDENTS SKILLS USED

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
16
26
24
9
75

PERCENTAGE
21
35
32
12
100

Source: primary data

This table encompasses the information regarding Skills used in the
organization. 21% of the employees strongly agreed, 35% of the employees
agreed, 32% of the respondents are neutral, 12% of the employees disagreed.
0 % of the employees strongly disagreed, so skills are put into full use in
work in the CETHAR VESSELS LIMITED.

62

TABLE 4.27
APPRECIATED IN NEW PLANS AND SUGGESTIONS
OF THE RESPONDENTS.
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
7
32
26
6
4
75

PERCENTAGE
9
43
35
8
5
100

Source: primary data

Out of the total number of respondents 9% of the employees strongly
agreed, 43% of the employees agreed, 35% of the respondents neutral, 8% of
the employees disagreed, 5 % of the employees Strongly disagreed their
analyzing the data.

TABLE 4.28

63

RESPONDENTS SATISFACTION WITH PROMOTION POLICIES

IN THE CVL
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
10
28
22
15
75

PERCENTAGE
13
37
29
20
100

Source: primary data

This table encompasses the information regarding their types of policy
available in the organization for its workers and agreed level of employees
an availing in their policies. Nearby 13% of the employees strongly agreed,
37% of the employees agreed, 29% of the respondents neutral, 20% of the
employees disagreed, 0% of the employees strongly disagreed their
Promotion policy to the employees.

TABLE 4.29
ANALYSING OF PROMOTION IN THEIR ORGANISATION BESED
SATISFACTION

NO. OF

64

PERCENTAGE

LEVEL
Purely Merit based
Purely Seniority

RESPONDENTS
5
23

7
31

based
Partially Merit based

47

63

75

100

and Partially
Seniority based
TOTAL
Source: primary data
This table represents the promotion policy provided in the
organization basis. It shows 7% of respondents are purely merit based,
secondly 31% of respondents are purely seniority based and finally 63% of
the respondents are partially merit based and partially seniority based.

TABLE 4.30
RESPONDENTS SATISFACTION
WITH TRANSFER POLICIES

SATISFACTION

NO. OF

LEVEL

RESPONDENTS

65

PERCENTAGE

Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

22
18
17
13
5
75

29
24
23
17
7
100

Source: primary data

This table encompasses the information regarding these types of
policy available in the organization for its workers and agreed level of
respondents an availing in their policies. Nearby 29% of the respondents
strongly agreed, 24% of the respondents agreed, 23% of the respondents
neutral, 17% of the employees disagreed, 7% of the employees strongly
disagreed their transfer policy to the employees.

TABLE 4.31
ANALYSIS OF GIVEN FREEDOM TO IMPLEMENTING NEW
IDEAS OF THE RESPONDENTS
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
12
27
26
6
4
75
66

PERCENTAGE
16
36
35
8
5
100

Source: primary data

Table No.4.32, gives the detail about the level of satisfaction
regarding the freedom given to the employee. 16% of the respondents
strongly agreed, 36% of the respondents agreed, 35% of the respondents are
neutral, 8% of the disagreed, 5% of the respondents strongly disagreed.

TABLE 4.32
ANALYSIS OF IMPLEMENTING A NEW PROGRAMME

SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
11
31
24
5
4
75

Source: primary data

67

PERCENTAGE
15
41
32
7
5
100

This table reveals about the implementing of a new programme.15 %

of the respondents strongly agreed, 41% of the respondents agreed, 32% of
the respondents are neutral, 7% of the respondents disagreed, 7 % of the
employees strongly disagreed.

TABLE 4.33
ANALYSIS OF TECHNOLOGICAL IMPROVEMENT
SATISFACTION

NO. OF

LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL

RESPONDENTS
25
19
27
4
75

PERCENTAGE
33
25
36
5
100

Source: primary data

This table suggests about the technological improvement in the
CETHAR VESSELS LIMITED. 33% of the employees strongly agreed,
25% of the employees agreed, 36% of the respondents neutral, 5% of the
employees disagreed their technological improvement. 0 % of the employees
strongly disagreed.
68

FREQUENCY TABLE
TABLE 4-34
PHYSIOLOGICAL NEEDS

LEVEL
High
Low
TOTAL

NO. OF
RESPONDENTS
32
43
75

PERCENTAGE
43
57
100

Source: Primary data

The physiological needs shows that 43% respondents high level and
57% respondents low level of their overall physiological needs. Next comes
the analysis of safety needs of the workers.

69

TABLE 4-35
SAFETY NEEDS

LEVEL
High
Low
TOTAL
Source: Primary data

NO. OF
RESPONDENTS
36
39
75

PERCENTAGE
48
52
100

The safety needs show that 48% respondents high level and 52%
respondents low level of their overall safety needs. Next comes the analysis
of social needs of the workers.

TABLE 4-36
SOCIAL NEEDS
70

LEVEL
High
Low
TOTAL

NO. OF
RESPONDENTS
36
39
75

PERCENTAGE
48
52
100

Source: Primary data

The social needs show that 48% respondents high level and 52%
respondents low level of their overall social needs. Next comes the analysis
of esteem needs of the workers.

TABLE 4-37
ESTEEM NEEDS

LEVEL
High

NO. OF
RESPONDENTS
39
71

PERCENTAGE
52

Low
TOTAL

36
75

48
100

Source: Primary data

The esteem needs show that 52% respondents high level and 48%
respondents low level of their overall esteem needs. Next comes the analysis
of self actualization needs of the workers.

TABLE 4-38
SELF ACTUALISATION NEEDS

LEVEL
High
Low
TOTAL

NO. OF
RESPONDENTS
36
39
75

Source: Primary data

72

PERCENTAGE
48
52
100

The self actualization needs show that 48% respondents high level and
52% respondents low level of their overall Self actualization needs. Next
comes the analysis of overall motivational level of the employees.

TABLE 4-39
MOTIVATION IN ALL

LEVEL
High
Low
TOTAL

NO. OF
RESPONDENTS
38
37
75

PERCENTAGE
51
49
100

Source: Primary data

The over all motivation level show that 51% respondents high level
and 49% respondents low level of their overall motivation level.

73

HYPHOTHESIS
TABLE NO 40
DISTRIBUTION OF THE RESPONDENTS BY THEIR
MOTIVATION FACTORS
S.No
1

Variables

No of Respondents
(N:75)

Percentage

Physical needs
Low
32
42.7
High
43
57.3
Mean : 16.7733 / Median: 17.0000 / S.D: 5.10848 / Min: 6 / Max : 29
Safety needs
Low
36
48
High
39
52
Mean : 21.5600 / Median: 22.0000 / S.D: 6.89348 / Min: 10 / Max : 37
Social needs
Low
36
48
High
39
52
Mean : 13.5200 / Median: 14.0000 / S.D: 4.47926 / Min: 5 / Max : 23
Esteem needs
Low
39
52
High
36
48
74

Mean : 14.2000 / Median: 11.0000 / S.D: 5.62811 / Min: 6 / Max : 25

Self actualization needs
Low
39
52
High
36
48
Mean : 8.9200 / Median: 8.0000 / S.D: 3.65676 / Min: 4 / Max : 18
Over all motivation needs
Low
38
50.7
High
37
49.3
Mean : 74.9733 / Median: 72.0000 / S.D: 25.47971/ Min: 31 / Max : 132

Physiological needs shows that their physical needs 57.3 percent of

the respondents were in low level and remaining 42.7 percent of the
respondents were in high level.
Safety needs shows that their safety needs 52 percent of the
respondents were in high level and remaining 48 percent of the respondents
were in low level.
Social needs shows that their social needs 52 percent of the
respondents were in low level and remaining 48 percent of the respondents
were in high level.
Esteem needs shows that their esteem needs 52 percent of the
respondents were in low level and remaining 48 percent of the respondents
were in high level.

75

Self actualization needs shows that their self actualization needs 52

percent of the respondents were in low level and remaining 48 percent of the
respondents were in high level.
Over all motivation needs shows that their overall motivation needs
50.7 percent of the respondents were in low level and remaining 49.3
percent of the respondents were in high level.

4.2. HYPOTHESIS RELATED TABLES AND INTERPRETATION

Table No 4.2.1
DIFFERENCE BETWEEN AGE OF THE RESPONDENTS AND
THEIR VARIOUS DIMENSIONS OF MOTIVATION ASPECTS.

Sl.No
1

Variables

SS

Df MS

Mean

Statistical
inference

Physiological needs
Between Groups 13.294 3 4.431
G1 =
G2 =
G3 =
Within Groups 5.053 71 .071 G4 =
Safety needs
Between Groups 16.825 3 5.608
G1 =
G2 =

76

1.1579 F = 62.270
2.0000 P < 0.05
2.0000 Significant
2.0000
1.0526 F = 210.160
2.0000 P < 0.05

G3 = 2.0000 Significant
G4 = 2.0000
3

Within Groups 1.895 71 .027

Social needs
Between Groups 16.825 3 5.608
G1 =
G2 =
G3 =
G4 =

1.0526 F = 210.160
2.0000 P < 0.05
2.0000 Significant
2.0000

G1 =
G2 =
G3 =
G4 =

1.0000 F = 447.063
1.9412 P < 0.05
2.0000 Significant
2.0000

G1 =
G2 =
G3 =
G4 =

1.0000 F = 447.063
1.9412 P < 0.05
2.0000 Significant
2.0000

G1 =
G2 =
G3 =
G4 =

1.0000
F=0
2.0000 P < 0.05
2.0000 Significant
2.0000

Within Groups 1.895 71 .027

Esteem needs
Between Groups 17.779 3 5.926

Within Groups .941 71 .013

Self Actualization
needs
Between Groups 17.779 3 5.926

Within Groups .941 71 .013

Motivation overall
Between Groups 18.747 3 6.249

Within Groups .000

71 .000

G1:20-30yrs / G2: 31-40yrs / G3: 41-50yrs / G4: 51and above

77

The anova F test reveals that there is a significant difference

between the respondents from age in the various areas of physiological,
safety, social, esteem, self needs of motivation needs. However in the overall
dimensions is no significant as well as no value is seen.
Research hypothesis - 1
There is a significant difference between the respondents age and
various dimension of motivation.
Null hypothesis
There is no significant difference between the respondents age and
various dimension of motivation.
Statistical test
One way analysis (F test) was applied for above table.
Findings
It was found there is no significant difference between the
respondents age and various dimension of motivation on the calculated
table value of f-test is less than the table value hence the hypothesis holds
true and null hypothesis is rejected
Research hypothesis - 1
There is a significant difference between the respondents age and
various dimension of motivation

78

TABLE NO 4.2.2
DIFFERENCE BETWEEN THE RESPONDENTS GENDER
VARIOUS DIMENSIONS OF MOTIVATION

Sl.no

Variables

1 Physiological
needs
2 Safety needs
3 Social needs
4 Esteem needs
5 Self

Std.

Statistical

Deviation

inference

1.4754

.50354

T = -3.878

2.0000
1.4098
2.0000
1.4098
2.0000
1.3607
2.0000
1.3607

.00000
.49588
.00000
.49588
.00000
.48418
.00000
.48418

P <0.05 significant
T = -4.430
P <0.05 significant
T = -4.430
P <0.05 significant
T = -4.915
P <0.05 significant
T = -4.915

Gender

Mean

Male

61

Female
Male
Female
Male
Female
Male
Female
Male

14
61
14
61
14
61
14
61

Actualisation
79

needs
Female

14

2.0000

.00000

P <0.05 significant

Male

61

1.3770

.48867

T = -4.745

Female

14

2.0000

.00000

P <0.05 significant

6 Motivation
overall

Df = 7
The above table indicates the difference between the respondents from
male and female with regard to the various dimensions of motivation.
The student t test reveals that there is a significant difference
between the respondents from male and female with regard to the various
dimensions of motivation.
Research Hypothesis: 2
There is a significant difference between the gender of the
respondents with regard to their various dimensions of motivation.
Null Hypothesis:
There is no significant difference between the gender of the
respondents with regard to their various dimensions of motivation.
Finding
The students test was applied and a significant difference was found
wherein respondents who are male have a higher level of dysfunction in
these areas when compared with those who are female. Hence the null
hypothesis is rejected and the research hypothesis is accepted.
Research Hypothesis: 2
80

There is a significant difference between the gender of the

respondents with regard to their various dimensions of motivation

\
TABLE NO 4.2.3
ASSOCIATION BETWEEN FAMILY MEMBERS AND VARIOUS
DIMENSIONS OF MOTIVATION

S.No

Variable

Physiological need

Family members
Less
2 to 4 Above 4
than 2
(n:30) (n:11)
(n:34)

Statistical
Inference
X2=67.305
Df =2

Low

32

P < 0.05

High

30

11

Significant

Safety Needs

X2=67.521
Df =2

Low

34

P < 0.05

High

28

11

Significant

Social Needs

X2 = 67.521
Df = 2

81

Low

34

P < 0.05

High

28

11

Significant

Esteems Needs

X2 = 58.307
Df = 2

Low

34

P < 0.05

High

25

11

Significant

Self actualization
needs

X2 = 58.307
Df = 2

Low

34

P < 0.05

High

25

11

Significant

Motivation Overall

X2 = 68.131
Df=2

Low

34

P < 0.05

High

26

11

Significant

The above table shows that chi-square test reveals that there is a
significant association between the family members of the respondents and
the various dimensions of their motivation.
Research hypothesis 3

82

There is a significant association between the family members and

various dimension of motivation by the respondents.
Null hypothesis
There is no significant association between the family members and
various dimension of motivation by the respondents.
Statistical test
Chi square test was used to test the above hypothesis.
Findings
There is a significant association between the family members and
various dimension of motivation by the respondents. Hence the null
hypothesis is rejected the research hypothesis is accepted
Research hypothesis 3
There is a significant association between the family members and
various dimension of motivation by the respondents

TABLE NO 4.2.4
KARL PEARSONS CO-EFFICIENT OF CORRELATION
BETWEEN EDUCATIONAL QUALIFICATION AND VARIOUS
DIMENSIONS OF MOTIVATION

83

Sl.No

Variable

Correlation
Value

Statistical
Inference
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant

Physiological

0.889

Safety needs

0.847

Social Needs

0.847

Esteems Needs

0.823

Self actualization

0.823

P >0.05
Not Significant

Motivation overall

0.831

P >0.05
Not Significant

The above table shows that there is no correlation between the

educational qualification of the respondents and their various dimensions of
motivation.
Research hypothesis 4
There is a significant relationship between the educational
qualification and various dimension of motivation by the respondents.
Null hypothesis
There is no significant relationship between the educational
qualification and various dimension of motivation by the respondents.
Statistical test
Karl Pearsons coefficient of correlation was used to test the above
hypothesis.
Findings
84

There is no significant relationship between the educational

qualification and various dimension of motivation by the respondents. Hence
the null hypothesis is accepted the research hypothesis rejected.
Research hypothesis 4
There is a significant relationship between the educational
qualification and various dimension of motivation by the respondents.

TABLE NO 4.2.5
DIFFERENCE BETWEEN THE RESPONDENTS MARITAL
STATUS AND VARIOUS DIMENSIONS OF MOTIVATION

85

S.No
1

Variable

Mean

Std.
Deviation

Physiological Needs

Statistical
Inference
T= - 11.673

Married ( N=40)

1.2000

0.40510

p<0.05

Un Married (N = 35)

2.0000

0.00000

Significant

Safety Needs

T= - 17.510

Married ( N=40)

1.1000

0.30382

p<0.05

Un Married (N = 35)

2.0000

0.00000

Significant

Social Needs

T= - 17.510

Married ( N=40)

1.1000

0.30382

p<0.05

Un Married (N = 35)

2.0000

0.00000

Significant

Esteem Needs

T= - 36.450

Married ( N=40)

1.0250

0.15811

p<0.05

Un Married (N = 35)

2.0000

0.00000

Significant

Self Actualization

T= - 36.450

Married ( N=40)

1.0250

0.15811

p<0.05

Un Married (N = 35)

2.0000

0.00000

Significant

Motivation Overall

T= - 25.441

Married ( N=40)

1.0500

0.22072

Un Married (N = 35)

2.0000

0.00000

Df = 73

86

p<0.05
Significant

The above table indicates the difference between the respondents from
married and unmarried with regard to the various dimensions of motivation.
The student t test reveals that there is a significant difference
between the respondents from married and unmarried with regard to the
various dimensions of motivation.
Research Hypothesis: 5
There is a significant difference between the marital status of the
respondents with regard to their various dimensions of motivation.
Null Hypothesis:
There is no significant difference between the marital status of the
respondents with regard to their various dimensions of motivation.
Finding
The studentt test was applied and a significant difference was found
wherein respondents who are married have a higher level of dysfunction in
these areas when compared with those who are unmarried. Hence the null
hypothesis is rejected and the research hypothesis is accepted
Research Hypothesis: 5
There is a significant difference between the marital status of the
respondents with regard to their various dimensions of motivation.

87

TABLE NO 4.2.6
KARL PEARSONS CO-EFFICIENT OF CORRELATION
BETWEEN INCOME AND VARIOUS DIMENSIONS OF
MOTIVATION
Correlation

Statistical

Value

Inference
P >0.05

Sl.No

Variable

Physiological

0.749

Safety needs

0.768

Social Needs

0.768

Esteems Needs

0.789

Self actualization

0.789

Motivation overall

0.781

Not Significant
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant

The above table shows that there is no correlation between the income
of the respondents and their various dimensions of motivation.

Research hypothesis 6

88

There is a significant relationship between the income and various

dimension of motivation by the respondents.
Null hypothesis
There is no significant relationship between the income and various
dimension of motivation by the respondents.
Statistical test
Karl Pearsons coefficient of correlation was used to test the above
hypothesis.
Findings
There is no significant relationship between the income and various
dimension of motivation by the respondents. Hence the null hypothesis is
accepted the research hypothesis rejected
Research hypothesis 6
There is a significant relationship between the income and various
dimension of motivation by the respondents.

TABLE NO 4.2.7
89

KARL PEARSONS CO-EFFICIENT OF CORRELATION

BETWEEN EXPERIENCE AND VARIOUS DIMENSIONS OF
MOTIVATION

Sl.No

Variable

Correlation
Value

Statistical
Inference
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant
P >0.05
Not Significant

Physiological

0.797

Safety needs

0.808

Social Needs

0.808

Esteems Needs

0.823

Self actualization

0.823

P >0.05
Not Significant

Motivation overall

0.818

P >0.05
Not Significant

The above table shows that there is no correlation between the

experience of the respondents and their various dimensions of motivation.
Research hypothesis 7
There is a significant relationship between the experience and various
dimension of motivation by the respondents.
Null hypothesis
There is no significant relationship between the experience and
various dimension of motivation by the respondents.
Statistical test
90

Karl Pearsons coefficient of correlation was used to test the above

hypothesis.
Findings
There is no significant relationship between the experience and
various dimension of motivation by the respondents. Hence the null
hypothesis is accepted the research hypothesis rejected
Research hypothesis 7
There is a significant relationship between the experience and various
dimension of motivation by the respondents.

CHAPTER V
91

FINDINGS AND SUGGESTIONS

FINDINGS
1. Male workers are 81%, Female workers are 19%. Male
respondents are higher than the female workers.
2. Most (39%) of the respondents are technical holders.
3. Majority 53% of respondents are married
4. 51% of the respondents are having 20-30 years of experience.
5. Nearly 45% of the respondents having less than 2 members.
6. 43% of the respondents posses experience of below 5 years.
7. 35% of the workers under income level are below 5000.
8. Most of the respondents (37%) satisfied with present salary.
9. 52% respondents have agreed their standard of living.
10.52% of the respondents are neutral regarding their sufficient and
equal salary for the work doing.
11.47% of the respondents are also neutral regarding their bonus
provided by the company.

92

12.41% respondents have neutrally satisfied with canteen facility.

13.33% of the respondents are neutral regarding their overtime
wages provided in the organization.
14.Only 16% of respondents are strongly agreed the Job security.
15.48% of the respondents are neutral regarding their adequate
provision for the employees in career advancement.
16.48% of the respondents are neutral regarding with their no
increment for the additional qualification.
17.36% of the respondents are neutral regarding their rest room
facility.
18.39% of the respondents are also neutral regarding their
ventilation facility.
19.Only 4% of the respondents strongly disagreed their lighting
facility.

20.41% of the respondents are also neutral regarding their water

facility.
21.49% respondents neutral regarding their sanitation facility.

93

22.Only 17% of the respondents are strongly agreed the good

relationship with the superior.
23.75% respondents fully satisfied with protection facility.
24.Most (39%) of workers disagreed this incentive policy provided
in the organization.
25.35% of the respondents are agreeing their skills are put into full
use in the CETHAR VESSELS LIMITED.
26.43% respondents agreed for new plans and suggestions.
27.39% respondents agreed their training policy.
28.Mostly 37% respondent agreed their promotion policy. It is not
full satisfied to the employees.

29.63% of the respondents are said promotion decision is partially

merit based and partially seniority based given in the
organization.
30.29% of the employees are strongly agreed their transfer policy.

94

31.41% of the respondents neutral regarding the implementing of

their new programme.

SUGGESTIONS
In order to provide better satisfaction to the workers, the following
are some of the suggestions
1. Many

numbers

of

technical

holders

prevailing

in

organization, so essential training must be provided to them.

95

the

2. Money is not the only to motivate the workers. The industry can
motivate their workers way by of giving career development and
a challenging working environment.
3. In the industry there was a lot of skilled category which
comprises of technicians, hence they should be sent for more
refresher training.
4. Unskilled category can be exposed to career development
programme.
5. Promotion or increase in salary can be offered for the additional
qualification acquired by employees.
6. Essential guidance facilities must be provided to the employees
for reducing the waste time and the wealth of an organization.

CONCLUSITION

It may be concluded from the summary of findings and suggestions

that the CETHAR VESSELS LIMITED has been successful in avoiding
dissatisfaction among the workers. But it should be remembered the absence
of dissatisfaction does not ensure satisfaction. The researcher would derive
satisfaction and a sense of accomplishment, if only present study forms the

96

basis for all future studies in the related fields. A successful enterprise stands
on sound management, which gets effective result through the people.

97