Motivaton

A STUDY ON EMPLOYEE MOTIVATION
CHAPTER-1
1.1 INTRODUCTION
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to Hyderabad
Industries Ltd; Thrissur is mainly conducted to identify the factors which will motivate the employees and
the organizational functions in Hyderabad Industries Ltd, Thrissur.
Management’s basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human resources
in such a way to get maximum output to the enterprise and to develop the talent of people at work to
the fullest satisfaction. Motivation implies that one person, in organization context a manager,
includes another, say an employee, to engage in action by ensuring that a channel to satisfy those
needs and aspirations becomes available to the person. In addition to this, the strong needs in a
direction that is satisfying to the latent needs in employees and harness them in a manner that would
be functional for the organization.
Employee motivation is one of the major issues faced by every organization. It is the major task of
every manager to motivate his subordinates or to create the ‘will to work’ among the subordinates. It
should also be remembered that a worker may be immensely capable of doing some work; nothing
can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to
enthuse the employees to follow them. Hence this studies also focusing on the employee motivation
among the employees of Hyderabad Industries Ltd.
The data needed for the study has been collected from the employees through questionnaires and
through direct interviews. Analysis and interpretation has been done by using the statistical tools and
data’s are presented through tables and charts

1.2 RESEARCH PROBLEM

The research problem here in this study is associated with the motivation of employees of HYDERABAD
INDUSTRIES LIMITED, Thrissur. There are a variety of factors that can influence a person’s level of
motivation; some of these factors include
1.The level of pay and benefits,
2.The perceived fairness of promotion system within a company,
3.Quality of the working conditions,
4.Leadership and social relationships,
5.Employee recognition
6. Job security
7.career development opportunities etc.
Motivated employees are a great asset to any organisation. It is because the motivation and
Job
satisfaction is clearly linked. Hence this study is focusing on the employee motivation in
the
organisation. The research problem is formulated as follows:
What are the factors which help to motivate the employees?

1.3 SIGNIFICANCE OF THE STUDY
The study is intended to evaluate motivation of employees in the organization. A good motivational
program procedure is essential to achieve goal of the organization. If efficient motivational
programmes of employees are made not only in this particular organization but also any other
organization; the organizations can achieve the efficiency also to develop a good organizational
culture.
Motivation has variety of effects. These effects may be seen in the context of an individual’s physical
and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in
more than one way. This helps in retaining and nurturing the true believers
“who can deliver value to the organization. Proliferating and nurturing the number of
“true believers”1is the challenge for future and present HR managers.
1 HRM Review (The ICFI University Press) July 2008
2
This means innovation and creativity. It also means a change in the gear for HR polices and
practices. The faster the organizations nurture their employees, the more successful they will be. The
challenge before HR managers today is to delight their employees and nurture their creativity to keep
them a bloom.
This study helps the researcher to realize the importance of effective employee motivation. This
research study examines types and levels of employee motivational programmes and also discusses
management ideas that can be utilized to innovate employee motivation. It helps to provide insights to
support future research regarding strategic guidance for organizations that are both providing and
using reward/recognition programs.
1.4 OBJECTIVES OF THE STUDY

1.4.1 Primary objective
1. To study the important factors which are needed to motivate the employees.
1.4.2 Secondary Objective.
1. To study the effect of monetary and non-monetary benefits provided by the
organization on the employee’s performance.
2. To study the effect of job promotions on employees.
3. To learn the employee’s satisfaction on the interpersonal relationship exists in the
organization.
4. To provide the practical suggestion for the improvement of organization’s
performance.
1.5 RESEARCH HYPOTHESIS
A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the
researcher considers the outcome of an investigation will be. It is an informed/educated guess. It
indicates the expectations of the researcher regarding certain variables. It is the most specific way in
which an answer to a problem can be stated.
Research hypotheses are the specific testable predictions made about the independent and
dependent variables in the study. Hypotheses are couched in terms of the particular independent and
dependent variables that are going to be used in the study. The research hypothesis of this study is
as follows.
Ho: There is no significant relationship between incentives and employee’s performance.
Ho: There is no significant relationship between career development opportunities and
the
extent of employee motivation
Ho: There is no significant relationship between performance appraisal system and the
extent of motivation.
Ho: There is no significant relationship between interpersonal relationship in the
organization and extent of motivation
v
1.6 RESEARCH METHODOLOGY.
Research is a systematic method of finding solutions to problems. It is essentially an investigation, a
recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford
woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested
solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to
determine whether they fit the formulated hypothesis”2
1.6.1 Sampling Design.

A sample design is a finite plan for obtaining a sample
from a given population. Simple random sampling is
used for this study.
1.6.2 Universe.
The universe chooses for the research study is the
employees of Hyderabad Industries Ltd.
1.6.3 Sample Size.

Number of the sampling units selected from the
population is called the size of the sample.
Sample of 50 respondents were obtained from the
population.
1.6.4 Sampling Procedure.
The procedure adopted in the present study is probability sampling,
which is also known as chance sampling. Under this sampling design,
every item of the frame has an equal chance of inclusion in the sample.
1.6.5 Methods of Data Collection.

The data’s were collected through Primary and secondary
sources.
1.6.5.1 Primary Sources.

Primary data are in the form of “raw material” to which
statistical methods are applied for
the purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s
collected through questionnaire.
1.6.5.2 Secondary Sources.

Secondary data’s are in the form of finished products as they
have already been treated
statistically in some form or other.
The secondary data mainly consists of data and information collected

from records, company websites and also discussion with the
management of the organization. Secondary data was also collected
from journals, magazines and books.
1.6.6 Nature of Research.

Descriptive research, also known as statistical research, describes data
and characteristics about the population or phenomenon being studied.
Descriptive research answers the questions who, what, where, when
and how.
Although the data description is factual, accurate and systematic, the
research cannot describe what caused a situation. Thus, descriptive
research cannot be used to create a causal relationship, where one
variable affects another. In other words, descriptive research can be said
to have a low requirement for internal validity.
1.6.7 Questionnaire.
A well defined questionnaire that is used effectively can gather
information on both overall performance of the test system as well as
information on specific components of the system. A defeated
questionnaire was carefully prepared and specially numbered. The
questions were arranged in proper order, in accordance with the
relevance.
1.6.8 Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating
and ranking questions.
1.6.9 Pre-testing
A pre-testing of questionnaire was conducted with 10 questionnaires,
which were distributed and all of them were collected back as completed
questionnaire. On the basis of doubts raised by the respondents the
questionnaire was redialed to its present form.
1.6.10 Sample
A finite subset of population, selected from it with the objective of
investigating its properties called a sample. A sample is a representative
part of the population. A sample of 50 respondents in total has been
randomly selected. The response to various elements under each
questions were totaled for the purpose of various statistical testing.
1.6.11. Variables of the Study.

The direct variable of the study is the employee motivation
Indirect variables are the incentives, interpersonal relations,

career development
opportunities and performance appraisal system.
1.6.12. Presentation of Data.

The data are presented through charts and tables.
1.6.13. Tools and Techniques for Analysis.
Correlation is used to test the hypothesis and draw inferences.
CHAPTER-4
4. ANALYSIS AND INTERPRETATION OF DATA
4.1 DESCRIPTIVE STATISTICS
4.1.1 Response about the support from the HR department
(Table 4.2)
Management is interested in motivating the
employees
54
40
3
10
20
30
40
50
60
Strongly
Agree
Agree
Netural
Disagree
Strongly
Disagree
Series1
(Chart 4.2)
INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the
management is
interested in motivating the employees.
4.1.3 The type of incentives motivates you more
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
1
Financial Incentives
15
30
Non financial Incentives
18
Both
26
52
Total
50
100
(Table 4.3)
35
The type of incentives motivates you more
30%
18%
52%
Financial Incentives
Non Financial Incentives
Both
(Chart 4.3)
INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial
and non
financial incentives will equally motivate them.
4.1.4 Satisfaction with the present incentives scheme
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Highly satisfied
18
36
Satisfied
29
58
Neutral
Dissatisfied
0
5
Highly satisfied
Total
50
100
(Table 4.4)
36
Satisfaction with the present incentives provided by
the organization
36%
58%
6%
0%
0%
0%
10%
20%
30%
40%
50%
60%
70%
Highly
Satisfied
Satisfied
Netural
Dissatisfied
highly
Dissatisfied
(Chart 4.4)
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present
incentive scheme
of the organization.
4.1.5The company is eagerness in recognizing and acknowledging
employee’s work
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
18
54
Agree
29
58
Neutral
Disagree
Strongly Disagree
Total
50
100
(Table 4.5)
37
Eagerness of the company in acknowledging the
work of employees
36%
58%
6%
0%
0%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Agree
Agree
Netural
Disagree
Strongly
Disagree
(Chart 4.5)
INTERPRETATION
From the study, 58% of employees agreed that the company is eager in
recognizing and
acknowledging their work, 36% strongly agreed and only 6% showed neutral
response.
4.1.6.1 Periodical increase in salary
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
1
Strongly Agree
12
24
Agree
23
46
Neutral
Disagree
18
Stron
gly Disagree
Total
50
100
(Table 4.6)
38
Periodical increase in salary
24%
46%
6%
18%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree
Netural
Disagree
Strongly
Disagree
Series1
(Chart 4.6)
INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in
the salary.
4.1.6.2 Job Security existing in the company.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
15
30
Agree
18
36
Neutral
11
22
Disagree
Strongly Disagree
Total
50
100
(Table 4.7)
39
Job security exist in the company
30%
36%
22%
6%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Strongly Agree
Agree
Netural
Disagree
Strongly Disagree
(Chart 4.7)
INTERPRETATION
The table shows 35% of employees agree with good job security exist in the
company.
4.1.6.3 Good relations with the co-workers.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
15
30
Agree
27
54
3
Neutral
16
Disagree
Strongly Disagree
Total
50
100
(Table 4.8)
40
Good relations with co-workers
30%
54%
16%
0%
0%
0%
10%
20%
30%
40%
50%
60%
Strongly Agree
Agree
Netural
Disagree
Strongly Disagree
(Chart 4.8)
INTERPRETATION
The table shows 54% of the respondents agree that they have good relations
with co-worker.
4.1.6.4 Effective performance appraisal system.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
10
20
Agree
23
46
Neutral
16
Disagree
12
Strongly Disagree
Total
50
100
(Table 4.9)
41
Effective performance appraisal system.
20%
46%
16%
12%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly Agree
Agree
Netural
Disagree
Strongly Disagree
(Chart 4.9)
INTERPRETATION
The table shows 46% of the respondents agree to effective performance

appraisal system
existing in the company.
4.1.6.5 Effective promotional opportunities in present job,
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
9
18
Agree
26
52
Neutral
18
Disagree
Strongly Disagree
Total
50
100
(Table 4.10)
42
18%
52%
18%
6%
6%
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree
Netural
Disagree
Strongly
Disagree
Effective promotional opportunities in present job
(Table 4.10)
INTERPRETATION
The table shows 52% of the respondents agree with effective promotional
opportunities in
their present job.
4.1.6.6 Good safety measures existing in the organization.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
15
30
2
Agree
23
46
Neutral
Disagree
12
Strongly Disagree
Total
50
100
(Table 4.11)
43
30%
46%
6%
12%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree
Netural
Disagree
Strongly
Disagree
Good safety measures existing in the organization.
(Chart 4.11)
INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety
measure existing in
the company.
4.1.6.7 Performance appraisal activities are helpful to get motivated.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
1
Strongly Agree
18
Agree
23
46
Neutral
12
Disagree
Strongly Disagree
18
Total
50
100
(Table 4.12)
44
Performance appraisal activities are helpful to get motivated
18%
46%
12%
6%
18%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly Agree
Agree
Netural
Disagree
Strongly Disagree
(Chart 4.12)
INTERPRETATION
The table shows 46% of the respondents agree that the performance appraisal
activities are
helpful to get motivated.
4.1.6.8 Support from the co-worker is helpful to get motivated
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
12
20
Agree
29
46
Neutral
Disagree
12
Strongly Disagree
Total
50
100
(Table 4.13)
45
Support from the co-worker is helpful to get motivated
24%
58%
0%
12%
6%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly Agree
Agree
Netural
Disagree
Strongly Disagree
(Chart 4.13)
INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-
worker is helpful
to get motivated.
4.1.6.9 Career development opportunities are helpful to get motivated
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Strongly Agree
10
20
Agree
26
52
Neutral
Disagree
Strongly Disagree
16
Total
50
100
(Table No.4.14)
46
20%
52%
4%
8%
16%
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(Chart 4.14)
INTERPRETATION
The table shows 52% of the respondents agree that the career development
opportunities are
helpful to get motivated.
4.1.7 Factors which motivates you the most.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Salar
y increase
21
42
2
Promotion
15
30
Leave
Motivational talk
10
Recognition
12
Total
50
100
(Table 4.15)
47
42%
30%
6%
10%
12%
Salary increase
Promotion
Leave
Motivational talk
Recognition
(Chart 4.15)
INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in
salary will
motivate them the most.
4.1.8 Incentives and other benefits will influence your performance
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Influence
32
64
Does not influence
12
24
No opinion
12
Total
50
100
(Table 4.16)
48
64%
24%
12%
Influence
Does not influence
No opinion
(Chart 4.16)
INTERPRETATION
The table shows 64% of the respondents responded that incentives and other
benefits will
influence their performance
4.1.9 Management involves you in decision making which are connected to
your department.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Yes
47
94
No
Occasionally
Total
50
100
(Table 4.17)
49
94%
0%6%
Yes No Occasionally
(Chart 4.17)
INTERPRETATION
The table shows 94% of the respondents agree that they the Management
involve them in
decision making which are connected to your department.
4.2 INFERENTIAL STATISTICS
Ho: There is no significant relationship between incentives and employee’s

performance.
Mean
Std.
Deviation
Incentives
1.72
.573
50
Employee
performance
1.50
.707
50
Correlations
Incentives
Employee
performance
Incentives
Pearson Correlation
.655(**)
50
Sig. (2-tailed)
.000
Sum of Squares
and Cross-products
16.080
13.000
Covariance
.328
.265
N
50
50
Employee
performance
Pearson Correlation
.655(**)
Sig. (2-tailed)
.000
.
Sum of Squares
and Cross-products
13.000
24.500
Covariance
.265
.500
50
50
** Correlation is significant at the 0.01 level (2-tailed).
Inference:
Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis
that is “There is no significant relationship between incentives and employee’s
performance” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between incentives and employee’s

performance.
Ho: There is no significant relationship between career development

opportunities and the
Mean
Std.
Deviation
career
development
opportunities
3.70
1.035
50
extent of
motivation
3.36
1.317
45
Correlations
career
development
opportunities
extent of
motivation
career
development
opportunities
Pearson
Correlation
.909(**)
51
Sig. (2-tailed)
.000
Sum of Squares
and Cross-
products
52.500
52.111
Covariance
1.071
1.184
50
45
extent of
motivation
Pearson
Correlation
.909(**)
Sig. (2-tailed)
.000
.
Sum of Squares
and Cross-
products
52.111
76.311
Covariance
1.184
1.734
45
45
Inference:
that is
“There is no significant relationship between career development opportunities

and the
extent of employee motivation” is rejected and an alternative hypothesis is
framed.
H1: There is significant relationship between career development opportunities
and the
Ho: There is no significant relationship between performance appraisal system

and the
extent of motivation.
Mean
Std.
Deviation
Performance
appraisal system
2.40
1.143
50
Extent of
Motivation
2.60
1.355
50
Correlations
performance
appraisal
system
Extent of
Motivation
Performance
appraisal system
Pearson
Correlation
1
.962(**)
Sig. (2-tailed)
.000
Sum of Squares
and Cross-
64.000
73.000
52
A STUDY ON EMPLOYEE MOTIVATIONproducts
Covariance
1.306
1.490
50
50
Extent of
Motivation
Pearson
Correlation
.962(**)
1
Sig. (2-tailed)
.000
.
Sum of Squares
and Cross-
products
73.000
90.000
Covariance
1.490
1.837
50
50
Inference:
that is
“There is no significant relationship between performance appraisal system and

the
extent of motivation” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between performance appraisal system and

the extent
of motivation.
Ho: There is no significant relationship between interpersonal relationship in the
organization and extent of motivation.
Mean
Std.
Deviation
Employee
relations
1.86
.670
50
Extent of
motivation
2.18
1.119
50
Correlations
Employee
relations
Extent of
motivation
Pearson
Correlation
.877(**)
Sig. (2-tailed)
.000
53
Sum of Squares
and Cross-
products
22.020
32.260
Covariance
.449
.658
N
50
50
Pearson
Correlation
.877(**)
Sig. (2-tailed)
.000
Sum of Squares
and Cross-
products
32.260
61.380
Covariance
.658
1.253
50
50
Inference:
that is
“There is no significant relationship between interpersonal relationship in the

organization
and extent of motivation.” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between interpersonal relationship in the

organization
and extent of motivation.

CHAPTER-5
5.1 SUMMARY
This document aims at providing employees and management members with the
information that can be beneficial both personally and professionally. Every
business enterprise has multiple objectives including of adequate profit for
payment of a reasonable rate of return to the owners and for investment in
business through satisfaction of customers, maintenance of a contended
workforce and creation of a public image. The basic job of management of any
54
business is the effective utilization of available human resources, technological,

financial
and physical resources for the achievement of the business objectives.
This project entitled as “Employee motivation” was done to find out the factors
which will motivate the employees. The study undertakes various efforts to
analyze all of them in great details. The researcher in this project at the outset
gives the clear idea of the entire department existing in the company. From the
study, the researcher was able to find some of the important factors which
motivate the employees. Factors like financial incentives and non financial
inventive, performance appraisal system, good relationship with co-workers,
promotional opportunities in the present job, employee participation in decision
making are very much effect the level employee motivation. It is also clear from
the study that the company is so eager in motivating their employees and their
present effort for it so far effective.
The human resources can play an important role in the realization of the
objectives. Employees work in the organization for the satisfaction of their needs.
If the human resources are not properly motivated, the management will not be
able to accomplish the desired results. Therefore, human resources should be
managed with utmost care to inspire, encourage and impel them to contribute
their maximum for the achievement of the business objectives.
5.2 FINDINGS
The findings of the study are follows
The Hyderabad Industries Limited has a well defined organization structure.
There is a harmonious relationship is exist in the organization between

employees
and management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the company.
55
Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees
safety.
From the study it is clear that most of employees agrees to the fact that
performance
appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the
employees.
5.3 SUGGESTIONS
The suggestions for the findings from the study are follows
•
Most of the employees agree that the performance appraisal activities are
helpful to get motivated, so the company should try to improve performance
appraisal system, so that they can improve their performance.
56
Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
Organization should give importance to communication between employees and

gain
co-ordination through it.
Skills of the employees should be appreciated.
Better carrier development opportunities should be given to the employees for

their
improvement.
If the centralized system of management is changed to a decentralized one, then

there would be active and committed participation of staff for the success of the
organization
5.4 LIMITATIONS OF THE STUDY
The limitations of the study are the following
The data was collected through questionnaire. The responds from the
respondents
may not be accurate.
57
•
The sample taken for the study was only 50 and the results drawn may not be
accurate.
Since the organization has strict control, it acts as another barrier for getting
data.
Another difficulty was very limited time-span of the project.
Lack of experience of Researcher.
5.5 CONCLUSION
The study concludes that, the motivational program procedure in HYDERABAD

INDUSTRIES LTD is found effective but not highly effective. The study on
employee motivation highlighted so many factors which will help to motivate the
employees. The study was conducted among 50 employees and collected
information through structured
58
questionnaire. The study helped to findings which were related with employee
motivational
programs which are provided in the organization.
The performance appraisal activities really play a major role in motivating the
employees of the organization. It is a major factor that makes an employee feels
good in his work and results in his satisfaction too. The organization can still
concentrate on specific areas which are evolved from this study in order to make
the motivational programs more effective. Only if the employees are properly
motivated- they work well and only if they work well the organization is going to
benefit out it. Steps should be taken to improve the motivational programs
procedure in the future. The suggestions of this report may help in this direction.
5.6 SCOPE FOR FUTURE RESEARCH
The present study on employee motivation helps to get clear picture about the
factors which motivates the employees. This in turn helps the management to
formulate suitable policy to motivate the employees. Hence, the motivational
level of the employees may also change.
59

The factors that motivate the employees may change with change in time
because the needs of employees too change with change in time. So continuous
monitoring and close observation of factors that motivate the employees is
necessary to maintain a competent work force. Only with a competent work
force an organization can achieve its objective. Moreover, human resource is the
most valuable asset to any organization. A further study with in dept analysis to
know to what extent these factors motivate the employees is required.
60
A Project on Employee Motivation by Shahid Kv, chavakkad
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bookish32left a comment
Hello Sir, I am sathish, doing my MBA final year. I have read your project and it is
excellent from a students perspective. I am also doing a project on motivation. I
will be grateful if you colud share with me the questionnaire you have
employed.If that is not possible you could suggest me how you arrived at the
questionnaire.My email is thirdeye1987@yahoo.in
about 3 hours ago
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Dulangamkleft a comment
Hi Sir,this was very interesting and helped me a lot.can you please send the
questionarie of this research to dulangamk@yahoo.com
02 / 01 / 2011
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Sizzling Khanleft a comment
Hi sir.I love your research report its very interesting and useful for students like
us. sir can you send me the questionnaire of your this project
sitarakhan21@hotmail.com
01 / 31 / 2011
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Kalai Vasuleft a comment
hai
09 / 03 / 2010
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Fred Swaggaholic Wokoleft a comment
u guys r really doing a gud worl
08 / 02 / 2010
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Motivaton

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Motivaton

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A STUDY ON EMPLOYEE MOTIVATION

the organizational functions in Hyderabad Industries Ltd, Thrissur.

be functional for the organization.

among the employees of Hyderabad Industries Ltd.

data’s are presented through tables and charts

1.2 RESEARCH PROBLEM

motivation; some of these factors include

1.The level of pay and benefits,

2.The perceived fairness of promotion system within a company,

3.Quality of the working conditions,

4.Leadership and social relationships,

What are the factors which help to motivate the employees?

program procedure is essential to achieve goal of the organization. If efficient motivational

A STUDY ON EMPLOYEE MOTIVATION

using reward/recognition programs.

1.4 OBJECTIVES OF THE STUDY

A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the

researcher considers the outcome of an investigation will be. It is an informed/educated guess. It

which an answer to a problem can be stated.

determine whether they fit the formulated hypothesis”2

1.6.1 Sampling Design.

1.6.3 Sample Size.

1.6.5 Methods of Data Collection.

1.6.5.1 Primary Sources.

1.6.5.2 Secondary Sources.

The secondary data mainly consists of data and information collected

1.6.6 Nature of Research.

1.6.8 Nature of Questions Asked.

1.6.11. Variables of the Study.

Indirect variables are the incentives, interpersonal relations,

1.6.12. Presentation of Data.

Management is interested in motivating the

interested in motivating the employees.

4.1.3 The type of incentives motivates you more

Non financial Incentives

The type of incentives motivates you more

financial incentives will equally motivate them.

4.1.4 Satisfaction with the present incentives scheme

Satisfaction with the present incentives provided by

4.1.5The company is eagerness in recognizing and acknowledging

Eagerness of the company in acknowledging the

4.1.6.1 Periodical increase in salary

Periodical increase in salary

4.1.6.2 Job Security existing in the company.

Job security exist in the company

4.1.6.3 Good relations with the co-workers.

Good relations with co-workers

4.1.6.4 Effective performance appraisal system.

Effective performance appraisal system.

The table shows 46% of the respondents agree to effective performance

existing in the company.

4.1.6.5 Effective promotional opportunities in present job,

Effective promotional opportunities in present job

their present job.

4.1.6.6 Good safety measures existing in the organization.

Good safety measures existing in the organization.

4.1.6.7 Performance appraisal activities are helpful to get motivated.

Performance appraisal activities are helpful to get motivated

helpful to get motivated.

4.1.6.8 Support from the co-worker is helpful to get motivated

Support from the co-worker is helpful to get motivated

4.1.6.9 Career development opportunities are helpful to get motivated