CHAPTER-I INTRODUCTION

Motivation originally comes from the Latin word Movere., which means to move. It is derived from the word motive. Motivation is the action that impels or urges an individual to assume an attitude generally favorable towards his wor leading him to perform satisfactorily. It concerns the study of urges, drives, impulses, preference, aspirations etc., of people at wor , who, if, satisfied tend to promote and maintain high morale. Motivation is an internali!ed force. It is self generating, self controlling and self rewarding and not as sub"ect to e#ternal control as traditional management and organi!ational practices would have it. $s industrys problems of manpower utili!ation have continues to grow, so has the need to better understanding the comple#ity of employee motivation. Motivation is not simple or fi#ed human %uality that can be turned on and off with some sort of ey. &ut, there e#its no single techni%ue, no universal approach to ta e with all employees. Motivation has both short and long' range aspects. Motivation is a productivity factor in industry. Motivating a wor er is to create a need and desire on the part of a wor er to better his present performance. Motivation concerns itself with the will to wor . Motivation means inspiring persons with !eal to do wor for the accomplishment of ob"ectives of the organi!ation. (hus in simple words motivation may be defined as the willingness to e#ert high level of efforts towards organi!ational goals, conditioned by the efforts %uality to satisfy some individual needs.

Nature of Motivation: Types of Motivation: (he motivations are two types, where it encourage and discourage the human forces. (he following are type of motivation. Positive Motivation: *ositive motivation or incentive motivation is based on rewards. (he wor ers are offered incentives for achieving the desired goals. (he incentives may be in the shape of more pay, promotion, recognition of wor etc., positive motivation is achieved by the cooperation of employee and they have a feeling of happiness. (he real and positive motivation are responsible for placement high standard of performance, information ade%uate for self control and the participation of the wor er as a responsible citi!en in the plant community. Negative Motivation: +egative motivation or fear motivation is based on force or fear. ,ear causes employees to act in a certain way. In case, they do not act accordingly then they may be punished with demotions or lay offs. (he negative motivation act as a push mechanism. (he employee wor up to a level where punishment is avoided but this type of motivation causes anger and frustration. Motivation is an efficiency instrument in the hands of management to ma#imi!e efficiency of operations. It inspires employees to ma e best possible use of different factors of production. (he enterprise can ma e ma#imum use of its physical and financial resources. Motivation has a pervasive influence on the enterprise. $s a result labour absenteeism and turnover are low. Increased labour productivity in turn results in higher wages for employees. (his will reduce labour unrest and create better relations between management and wor ers. $n Motivation is internal to man. $ single motive can cause different behaviors Motives interact with the environment )

enterprise that offers abundant financial and

non'financial incentives en"oys reputation in the

labour mar et. (hese are important factors of motivation. (he individual manger should develop an appropriate motivation, performance appraisal, effective supervision, "ob satisfaction, depending upon the organi!ation culture, management vision, mission and philosophy and the maturity level of the employees and the manager has to analy!e and understand variety of needs and has to use variety of rewards to satisfy them. Fa tors to !otivate "or#ers: (o motivate, three factors are re%uired a- (ric le the mind b- (ouch the heart c- (rain the hand *rovide for basic needs *roper "ob design a- .ob rotation b- .ob enlargement c- .ob enrichment

*roper placement /et e#amples of high standard +ecessary information to wor ers /ense of freedom 0pportunity of participation

$%$ NEED OF THE &TUD'

(he study is intended to evaluate motivation of employees in the organi!ation. $ good motivational program procedure is essential to achive goal of the organisation. if efficient motivational program of employees are made not only in this particular organi!ation but also any other organi!ation1 the organi!ation can achive the efficiency also to develop a good organi!ational culture. Motivation has variety of effects. (hese effects may be seen in the conte#t of an individuals physical and mental health, productivity, absenteeism and turnover. 2mployee delight has to be managed in more then one way. (his helps in retaining and nurturing the believers.

$%( O)*ECTI+E& OF THE &TUD'

Pri!ary o,-e tives: (he main ob"ect of the research is to study the important factor which are needed to motivate the employees. &e on.ary o,-e tives: (o study the effect of monetary and non monetary benefits provided by the organi!ation on the employees performance. (o study the effect of "ob promotions on employees.

(o learn the employees satisfaction on the interpersonal relationship e#ists in the organi!ation.

(o provide the practical suggestion for the improvement of organi!ation s performance.

$%/ &I0NIFICANCE OF THE &TUD'

Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organi!ation. (he following results may be e#pected if the employees are properly motivated. 3. (he wor force will better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. (he management provides them with cooperate voluntarily with the management and will contribute their ma#imum towards the goals of the enterprise. 4. 5or ers will tend to be as efficient as possible by improving upon their s ills and nowledge so that they are able to contribute to the progress of the organi!ation .(his will also result in increased productivity. 6. (he rates of labors turnover and absenteeism among the wor ers will be low. 7. (here will be good human relations in the organi!ation as friction among the wor ers themselves and between the wor ers and the management will decrease. 8. (he number of complaints and grievances will come down .$ccident will also be low. 9. (here will be increased in the %uality and %uality of products. 5astage and scrap will be less. &etter %uality will also increased the public image of the business.

$%1 &COPE OF THE &TUD'

(o identify what motivates people for better performance. (o identify the study of providing motivational factors and to formulate steps to be more effective. (o identify the most influencing Motivation factors. (o identifying the ways and means to motivate employees leading to increase performance through which the company can attain its goals and ob"ectives.

$%2 RE&EARCH METHODO3O0'

:esearch in common parlance refers to a search for nowledge. 0ne can also define research as a scientific and systematic search for pertinent $%4%$ RE&EARCH DE&I0N: :esearch design is a specified framewor for controlling the data collection. It is the basic plan which guides the data collection and analysis phase of the research pro"ect. $ good design will ma e sure the information gathered is consistent with the study ob"ective and economical. (he analysis is done with the help of statistical tools. ;ence this is a descriptive research which tries to analy!e the views of respondents using, the information collected from them. $%4%( DE&CRIPTI+E RE&EARCH: <escriptive research includes surveys and fact = findings en%uiries of different inds. (he ma"or purpose of <escriptive research is description of the state of affairs as it e#ists at present. (he main characteristic of this method is that the researcher has no control over the variables1 he can only report what has happened or what is happening. $%4%/ NATURE OF DATA (his report was formulated on the basis of both primary as well as /econdary data. Pri!ary Data: (his refers to data collected by the researcher from their original sources. (his study is based on primary data. (he primary data collected through personal interview with the structured %uestionnaire.

&e on.ary Data: >ompany *rofile .ournals Maga!ines Internet

$%4%1 METHOD OF DATA CO33ECTION (he data were collected through structured %uestionnaire. $%4%2 &AMP3IN0 METHOD /ampling is a tool, which helps to now characteristics of the universe ?orpopulation by e#amining only a small part of it. &a!p5ing Te 6ni7ue: >onvenience /ampling $%4%4 TOO3& U&ED FOR ANA3'&I& (he data collected was analy!ed by using statistical tools. (he following tools were used for this study *ercentage $nalysis >hi' s%uare test

$%8 )AC90ROUND OF THE &TUD' COMPAN' AND INDU&TR' PROFI3E

COMPAN' PROFI3E
T6e &A9THI +INA'A0A &PINNIN0 MI33&: +EERRIAMPATT' on 49.43

acres of land in (he veeriampatty @illage, Athangarai (alu , Brishnagiri district. (he mill was registered under /ocieties $ct on 3C.DC.3CE3 and commenced on D4.33.3CE7 with an installed spindle capacity of 4884D. (he main aim for the establishment of the &A9THI +INA'A0A &PINNIN0 MI33& is to provide employment opportunities to the <own trodden people of 448 $di'dravidas, 448 /ri Lan a :epatriates and 3D9 persons in other categories and supplying of cotton yarn and staple fibre yarn at reasonable prices to the *rimary 5eavers /ocieties.

&HARE CAPITA3: (he authori!ed share capital of the Mill was :s.F8D la hs. (he details of share holding are given belowG /l +o. 3. 4. 6. $ & > *rimary 5eavers /ocieties 0ther Institutions Individuals (otal H:0A* /;$:2 ;0L<2: +0.0, /;$:2/ 393 9 3 39E 1:;;:4<< $:(1:12:<<< $<< $:(=://:8<< /;$:2 >$*I($L

?I+ :A*22/-

10

3A'OUT: (he mill is constructed in a land measuring an e#tent of 49.43 acres. (he built up area is 38488 s%.ft.consisting of a separate cotton godown, ,actory &loc and $dministrative 0ffice &loc , >ycle /hed, >anteen and :est /hed. PO>ER (he sanctioned power capacity of mill is C8D B@$. 0ut of this 4DD B@$ was surrendered on $pril I 0ct 4DDC I 4D3D in order to save power cost. (he permitted B@$ as on date is F8D B@$. (he ma#imum recorded B@$ is F6D <ecember 4D3D. (he transformer capacity of the mill is 38DD B@$ at present. It is advisable to give a load of up to 9D percentage of transformer capacity as per norms. ;owever, the mill is at present utili!ing F8D B@$ of F8 percentage of capacity. (he present power cost incurred by the mill is around :s.3C.DD la hs. $ sum of :s. 6D.D3 la hs is available as /ecurity <eposit with (+2&. &TAFF ? >OR9ER& (he mill is having 79 staff in the different categories wor ing in $dministrative and ,actory of the mills. (here are 66F wor ers on roll and wor ers as gate collies.

11

OR0ANI@ATION CHART

12

PRODUCT PROFI3E (he company manufactures cotton yarn I cone yarn of different types of 7Ds, 74s, 97s, EDs, 3DDs. Purposes of pro.u tion: (he origination should produce for the handloom purpose only Future prospe tive an. gro"t6: (he company aims to moderate the e%uipment and to attain the profit. Pro.u tion pro ess /a thi @inayaga /pinning Mills totally C steps are used to produce the cotton yarn, in this mill totally three ta es place. 2ach shift caries, J hours. ,or this mill per day 7DDD g is enough production, according to the mar et demand only the production ta es place. It has eight of production process they are, &tep-$: &lue room is the first stage in this stage the bunch of cottons is called as bales. (he bale contains different varieties of cotton that are to be mi#ed together and then the mi#ed cotton are to be put inside the machine the entire wor is done under a pipe connection which carries cotton to all the units. &lue room >arding <rawing brea er <rawing ?:/&/imple# /pinning $utoconer and winding

13

&tep-(: >arding is the second stage in this mi#ed cottons are to be purified and then the purified cotton are collected in a can sliver can. In this stage itself the wastages are being omitted in the v e#cel room which contains wastes, here two types of wastages are being separated they are, <ust mi#ed cotton ,ull dust

Dust !iAe. otton:In this the unwanted wastes are being omitted, the dust mi#ed cotton is not considered as a waste that cotton has some rate in the mar et. Fu55 Dust:,ull dust is nothing but the dust which is separated from the cotton. &tep-/: In this stage after carding the cotton are sent to the drawing brea er in this drawing brea er E silver cans are inserted and from that 4 silver are the output. In drawing brea er the cotton is compressed and given out 4 slivers. &tep-1:(he compressed sliver are sent to drawing ?:/&-, in this the compressed eight sliver cans are inserted and from that eight sliver only one sliver is the final output in this process. &tep-2:$fter the drawing :/& stage the simple# stage ta es place in this simple# stage 377 bobbins are used. In this each bobbin is converted from a single sliver.

14

&tep-4:(he si#th stage is the spinning stage, this spinning is a huge machine which contains 34DD needles then in this each bobbin is "oined with a single needle totally 34DD bobbins are used in this stage, from bobbin we get each cops. &tep-8: In this stage two machines are used they are, Auto oner:$fter the spinning stage the each cops are sent to the autoconer, from that autoconer each cone is being given as ;output. (his autoconer is the new machine which done all its wor through machine coding, in this all the instructions are being inserted in the machine. It is a machine wor . It wor s faster and produces large no of cones. >in.ing:It is also same as the autoconer in this highly man power is used here it is an older machine it is slower than the autoconer. It produces fewer cones. &tep-;:$fter the finishing of all these stages the cones are collected and pac ed, then the pac aged goods are sent for mar et where trade process ta es place. $utoconer 5inding

15

INDU&TR' PROFI3E
India is currently the worlds top 3D producers of the te#tiles. Indian te#tile industry is one among the top 3D producers of the te#tiles in the world. It has and continues to be the bac bone of the Indian economy. (he te#tile industry promises to be one of the most attractive growth mar ets in the world. /ince there is a continuous demand for the clothes and there is a continuous growth for the te#tile industry. (he te#tile mar et in India is of total self'sufficiency with an appropriate mi# of the local te#tile mar ers, foreign players, and private Indian players so as to develop a globally competitive industry. (he sector has made significant contribution in terms of ,ore# earnings and employment is one of the mainstays of the economy. /ince the 3CCDs, the business environment in India has changed. (he economy is e#posed to a greater degree of e#ternal competition, more liberal trade and investment policies, and improvements in the balance of the payments and foreign e#change positions. (he liberali!ation has stimulated a wave of moderni!ation and within the countrys clothing industry too. &oth international and national players have been vying for a share of the Indian clothing mar et. (he growth of the cotton spinning sector, in the terms of capacity, received an impetus in 3CC3 with the deli censing of spindle age. Installed spindle age has been rising steadily since then. In 3CC3, the number of spindles installed was around 49.4F million and the number of went to nearly 6D million in 3CC8 ?in non'ssi-. (he total spindles installed by 4DD3 are estimated to have gone up to 68.86 million. ;owever, adverse factors such as the /outheast $sian crisis, worldwide economic slowdown and increased costs hit the spinning industry which could not benefit the e#panded capacity. (he phenomenal rise in the cotton prices in the 3CC7'C8 seasons added a new dimension to the economies of the spinning sector. $ll these were reflected in the stagnant production in the past four years. >otton spun yarn production ?e#cluding blended and 3DD percent non'cotton yarn- declined from 4,436 million Bg in 3CCF'CE to 4,499.E million Bg in 4DDD'4DD3 spindle

16

capacity utili!ation, which was F9 percent in 3CC3'C4, had gone up to E8 percent in 3CC9'CF, fell to FC percent in3CCE'CC before bouncing bac to E8 percent in 4DDD'4DD3. (he share of spinning capacity of the south Indian mills ?includes small scale spinning units- in all India capacity is estimated to be around 8D percent. $s on march 63, 4DD4, the spinning capacity of the southern mills was 3C.86 million spindles while the all India capacity was 6E.66 million. <uring 4DDD'D3, while the powerloom sector had consumed nearly 74 percent of the total yarn produced, handlooms had consumed around 46 percent was e#ported. $ ma"or portion of the cotton yarn e#ports is to the non'%uota countries. 5hile it started with fine counts, a wide range of counts, a wide range of counts are being e#ported now. In 3CC3, e#ports to %uota countries were 63.94 million and to non'%uota countries were EC.7C million Bg. in 4DD3, these were 76.E6 million Bg and 736.96 million Bg respectively. (hus the percentage of the e#ports to %uota countries came down from around 49 percent in 3CC3 to about nine percentages in 4DD3 during 3CC7'4DD4, some of the ma"or destinations for Indian cotton yarn e#ports had been /outh Borea, &angladesh and ;ong Bong. $ccording to a report on $chieving brea through growth in cotton te#tile e#port. India has a large and modern spinning industry and a ma"or portion of its capacity is in the original sector. (he cotton yarn spinning units could capitali!e on the growth in yarn imports e#pected in ey $sian destination. India has a very large te#tile industry and one of the largest in the world. It is the single largest organi!ed industry of India. It employs over 34 la hs wor ers. (he total sales income of 93 ma"or companies in this industry aggregate to :s. 3D,DDDcrore. (he industry presents an interesting picture of the coe#istence of four sectors is hadi, handlooms, power looms and organi!ed mills. >otton te#tiles are most significant segment in this entire sector. *resently the value of cotton te#tiles made in the country is more than :s.68DDcrore per annum. (he consumption has been shifting consistently towards modern, blended, dyed and printed goods. In general there has been an upward shift in clothing taste and consumers now prefer good %uality and durable products. (his has prompted several entrepreneurs in the te#tile industry to change their product mi#. Ander new policy sophisticated garment manufacturing machines which are not manufactured in India are not allowed to be imported under the open general license ?0HL- more over new policy
17

has allowed large firms to setup garment manufacturing units. (he te#tile industry of India is obviously receiving new input which is provided a faster growth to the industry.

18

$%; RE+IE> OF 3ITERATURE

0rganisations re%uire a number of resources, strategies and techni%ues in order to succeed. ,rom capital, to a business site and to employees, all of these are essential for a business to wor . 5hile these components are significant, values, particularly motivation, is also recognised as a vital business element, especially in enabling organisational transformation and enhancement. Motivation permits the business owners and employees to be resourceful, responsible and productive in performing daily business tas s, which in turn helps in uniting the business with its consumers. &y means of motivating the employees, managers are able to encourage them to wor towards a common goal. (his business principle also helps the employees to become more productive, enabling enhancement and transformation to place. $ccording to >reech ?3CC8-, motivation is typically defined by psychologists as a stimulation that causes the creation of aroused, sustained and directed behavior. (his behavior in turn leads individuals to wor and perform towards goal achievement. /everal authors had also studied on the principal concept behind motivation. Breitner ?3CC8- for instance, has defined motivation as the psychological process that results to a directional and purposeful behavior. Motivation is also defined as the tendency to behave in an appropriate manner to attain certain needs ?&uford, &edeianI Lindner, 3CC8-. (he introduction of several researches on employee motivation has also introduced a number of theories e#plaining the factors that motivate employees. (hese theories include the need'hierarchy theory and the two'factor theory. (he need'hierarchy theory of Maslow ?3C76- is among the first motivation theories that had been introduced. In this theoretical model, Maslow noted five levels of employee needs, which include the physiological, social, ego, safety and self' actualising needs. ,rom his wor , Maslow is a challenging process and that motivation basically wor s through a series of needs that are arranged in a certain level. ;ersberg on the other hand ?;ersberg, MausnerI/nyderman, 3C8C- had classified motivation into two factors. (hese two factors are motivators and hygienes. Intrinsic or motivator factors pertain to recognition,

19

achievement and attainment of "ob satisfaction. $lternatively, e#trinsic or hygiene factors refer to "ob security and payments. &ased from these theoretical perspectives, it is clear that employees would have to receive something in return in order to encourage them to wor productively towards transformation and enhancement. (here are many specific ways on how the theories of motivation can be applied in actual wor settings. Hranting due promotion is one e#ample. &enham ?3CC6- stated that promotion is also synonymous to career success where employees are given higher responsibilities or place on higher authority levels. *romotion is considered an important element of human resource management as it encourages employees to perform with %uality. (his also represents a significant aspect of the internal selection system. (he organisational members affective reactions towards their "ob and to the company are also influenced significantly based on their promotional opportunities ?.ohnston et al., 3CC6-. $s e#plained by the theories of Maslow and ;ersberg, motivation can help in drawing out the best each employee can provide1 this can be achieved by promotion. $nother means of applying the theories of motivation is through the employment of business coaches, a role which managers themselves can play. /imilar to sports, a business coach helps in ma ing the business grow and succeed. (he business coach is one who serves as the mentor, counselor and tutor of an organisation. (hey are very much related to motivations theories as they act as inspirations for the employees to improve and remain challenged ?;alle, 3CCC-. $ccording to +yman and (hach ?4DD4-, business coaching can be done through holistic coaching, performance coaching, content coaching or through manager as coach. ,urthermore, the process can be done in various setting such as one'on'one coaching, focus group coaching or organisational coaching. ;alle ?3CCC- noted that business coaching has a number of significant purposes in the organisation, particularly in relation to transformation and enhancement. ,or instance, this techni%ue helps in motivating the employees, especially when problems or issues arise. (hrough business coaches, the essence of teamwor is emphasised. Moreover, by providing polite

20

criticisms to the employees, they are able to realise their wea points, resulting to developed and more efficient wor ers. (he ability of business coaches to guide the employees also helps in bringing about transformation in their wor ing s ills and performance1 this transformation occurs as business coaches stimulate the wor ers to search for new s ills and methods that would help them cope with various business challenges. &usiness coaches also help in identifying the strong points of the wor ers and assist in enhancing them further. &usiness coaching is also related to the enhancement factor as it utilises the concept of constant evaluation. &y monitoring both the strengths and wea nesses of the employees, business coaches are able to send in the right feedbac s to each employee, which would allow for continuous enhancement in their s ills and wor attitudes ?;alle, 3CCC-.

21

$%= 3IMITATION& OF THE &TUD'

(he study is carried only on the basis of data collected from employee of sa thi vinayaga spinning mills p ltd. (here is a chance of bias in the respondents response /ome of the respondents were hesitating to co'operate as they believe that the information given by them may be used against them in future. (he information given by the employee may be sub"ective to an e#tent.

22

CHAPTER-II DATA ANA3'&I& AND INTERPRETATION TA)3E NO (%$ A0E >I&E C3A&&IFICATION OF THE RE&PONDENT&

&%NO 3 4 6 7

PARTICU3AR& &elow 4D year 43'6D year 63'7D year $bove 7D year TOTA3

NO% OF RE&PONDENT& 3D 76 6D 3F $<<

PERCENTA0E 3D 76 6D 3F $<<

/ourceG *rimary <ata INFERENCE: ,rom the above table it is inferred that 3DK of respondents below 4Dyears, 76K of respondents are belonging to the age group of 43'6D, 6DK of respondents are belonging to age group of 63'7D, and 3FK of respondents above 7Dyears

23

CHART NO (%$ A0E >I&E C3A&&IFICATION OF THE RE&PONDENT&

24

TA)3E

NO

(%(

0ENDER

>I&E

C3A&&IFICATION

OF

THE

RE&PONDENT&

PARTICU3AR& &%NO Male 3 ,emale 4 (0($L

NO% OF RE&PONDENT& FD 6D 3DD

PERCENTA0E FD 6D 3DD

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly FDK of the respondents are belonging to the male and 6DK of the respondents are belonging to the female.

25

CHART NO (%( 0ENDER >I&E C3A&&IFICATION OF THE RE&PONDENT&

CHART NO: 02 GENDER WISE CLASSIFICATION OF RESPONDENTS

30%

Male Female

70%

26

TA)3E NO (%/ EDUCATIONA3 BUA3IFICATION OF THE RE&PONDENT&

&%NO 3 4 6 7 8

PARTICU3AR& Ander Hraduate *ost Hraduate *rofessional <egree <iploma 0thers TOTA3

NO% OF RE&PONDENT& 3F 79 43 C F $<<

PERCENTA0E 3F 79 43 C F $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 3FK of the respondents have under Hraduate, 79K of the respondents have *ost Hraduate43K of the respondents have professional degree, CK of the respondents diplomo, FK of the respondents other %ualification.

27

CHART NO (%/ EDUCATIONA3 BUA3IFICATION OF THE RE&PONDENT&

28

TA)3E NO (%1 OPINION OF THE RE&PONDENT& RE0ARDIN0

INCENTI+E& PRO+IDED )' THE OR0ANI@ATION

&%NO 3 4 6 7 8

PARTICU3AR& ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3

NO% OF RE&PONDENT& 7D 46 43 37 4 $<<

PERCENTA0E 7D 46 43 37 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 7DK of the respondents highly satisfied, 46K of the respondents satisfied, 43K of the respondents satisfied to an e#tent, 37K of the respondents dissatisfied, 4K of the respondents highly dissatisfied regarding the incentives provided by the company.

CHART NO (%1 OPINION OF THE RE&PONDENT& RE0ARDIN0 INCENTI+E& PRO+IDED )' THE OR0ANI@ATION

29

TA)3E NO (%2 OPINION OF THE RE&PONDENT& RE0ARDIN0 >OR9IN0 HOUR& IN THE COMPAN'

ON

30

&%NO 3 4 6 7 8

PARTICU3AR& ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3

NO% OF RE&PONDENT& 87 6E 7 4 4 $<<

*2:>2+($H2 87 6E 7 4 4 3DD

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 87K of the respondents are ;ighly /atisfied, 6EK of the respondents are satisfied, 7K of the respondents satisfied to an e#tent, 4K of the respondents dissatisfied, 4K of the respondents highly dissatisfied regarding the special bonus provided by the company during festival days.

CHART NO (%2 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON >OR9IN0 HOUR& IN THE COMPAN'

31

TA)3E NO (%4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE RE>ARD& 0I+EN )' THE COMPAN' FOR THEIR PERFORMANCE

PARTICU3AR&

NO% OF

PERCENTA0E

32

&%NO 3 4 6 7 8 ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3

RE&PONDENT& 83 63 37 4 4 $<< 83 63 37 4 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 83K of the respondents are ;ighly /atisfied, 63K of the respondents are satisfied, 37K of the respondents satisfied to an e#tent, 4K of the respondents dissatisfied, 4K of the respondents highly dissatisfied regarding the rewards providing by the company.

CHART NO (%4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE RE>ARD& 0I+EN )' THE COMPAN' FOR THEIR PERFORMANCE

33

TA)3E NO (%8 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON THEIR &A3AR' PAID IN THE COMPAN'

&%NO 3 4 6

PARTICU3AR& ;ighly /atisfied /atisfied /atisfied to an e#tent

NO% OF RE&PONDENT& 87 6E 6
34

PERCENTA0E 87 6E 6

7 8

<issatisfied ;ighly <issatisfied TOTA3

6 4 $<<

6 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 87K of the respondents are ;ighly /atisfied, 6EK of the respondents are satisfied, 6K of the respondents satisfied to an e#tent, 6K of the respondents dissatisfied, 4K of the respondents highly dissatisfied regarding the method of appreciation.

CHART NO (%8 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON THEIR &A3AR' PAID IN THE COMPAN'

35

TA)3E NO (%; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE PROMOTION PO3IC' OF THE OR0ANI&ATION

&%NO 3 4 6 7 8

PARTICU3AR& ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied

NO% OF RE&PONDENT& 33 49 43 68 F

PERCENTA0E 33 49 43 68 F

36

TOTA3

$<<

$<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 33K of the respondents are ;ighly /atisfied, 49K of the respondents are satisfied, 43K of the respondents satisfied to an e#tent, 68K of the respondents dissatisfied, FK of the respondents highly dissatisfied regarding the method of promotion.

CHART NO (%; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE PROMOTION PO3IC' OF THE OR0ANI&ATION

37

CHART NO:08 OPINION OF THE RESPONDENTS REGARDING THE PROMOTION POLICY IN THE ORGANISATION

7%

11%

35%

26%

Highly Satisfied Satisfied Satisfied to an extent Dissatisfied Highly Dissatisfied

21%

TA)3E NO (%= OPINION OF THE RE&PONDENT& RE0ARDIN0 DE0REE OF MOTI+ATION RECEI+ED FROM 'OUR &UPERIER

PARTICU3AR&

NO% OF RE&PONDENT&

PERCENTA0E

38

&%NO 3 4 6 7 8 ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3 77 37 33 4C 4 $<< 77 37 33 4C 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly77K of the respondents are ;ighly /atisfied, 37K of the respondents are satisfied, 33K of the respondents satisfied to an e#tent, 4CK of the respondents dissatisfied, 4K of the respondents highly dissatisfied regarding the level of freedom in ta ing "ob related decisions.

CHART NO (%= OPINION OF THE RE&PONDENT& RE0ARDIN0 DE0REE OF MOTI+ATION RECEI+ED FROM 'OUR &UPERIER

39

CHART NO:09 OPINION OF THE RESPONDENTS REGARDING THE LEVEL OF FREEDOM IN TAKING JOB RELATED DECISIONS

2%

29%

44%

Highly Satisfied Satisfied Satisfied to an extent Dissatisfied Highly Dissatisfied

11%

14%

TA)3E NO (%$< OPINION OF THE RE&PONDENT& A)OUT THE ENCOURA0EMENT PRO+IDED )' THE COMPAN' FOR 0I+IN0 &U00E&TION& FOR THE IMPRO+EMENT OF >OR9

PARTICU3AR&

NO% OF RE&PONDENT&

PERCENTA0E

40

&%NO 3 4 6 7 8 ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3 66 8D 34 6 4 $<< 66 8D 34 6 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 66K of the respondents are ;ighly /atisfied, 8DK of the respondents are satisfied, 34K of the respondents satisfied to an e#tent, 6K of the respondents dissatisfied, 4K of the respondents highly dissatisfied about the encouragement provided for giving suggestion to improve wor .

CHART NO (%$< OPINION OF THE RE&PONDENT& A)OUT THE ENCOURA0EMENT PRO+IDED )' THE COMPAN' FOR 0I+IN0 &U00E&TION& FOR THE IMPRO+EMENT OF >OR9

41

CHART NO:10 OPINION OF THE RESPONDENTS ABOUT THE ENCOURAGEMENT PROVIDED FOR GIVING SUGGESTIONS TO IMPROVEMENT

3% 12%

2%

33%

50%

Highly Satisfied

Satisfied

Satisfied to an extent

Dissatisfied

Highly Dissatisfied

TA)3E NO (%$$ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE PH'&ICA3 >OR9IN0 CONDITION&

&%NO 3 4

PARTICU3AR& ;ighly /atisfied /atisfied

NO% OF RE&PONDENT& 89 66
42

PERCENTA0E 89 66

6 7 8

/atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3

F 4 4 $<<

F 4 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that 89K of the respondents are ;ighly /atisfied, 66K of the respondents are satisfied, FK of the respondents satisfied to an e#tent, 4K of the respondents dissatisfied, 4K of the respondents highly dissatisfied about the physical wor ing conditions in the organi!ation.

CHART NO (%$$ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE PH'&ICA3 >OR9IN0 CONDITION&

43

TA)3E NO (%$( OPINION OF THE RE&PONDENT& RE0ARDIN0 THE 0RE+INCE HAND3IN0 PROCEDURE OF THE COMPAN'

&%NO 3 4 6 7 8

PARTICU3AR& ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied

NO% OF RE&PONDENT& 8D 74 7 7 +IL

PERCENTA0E 8D 74 7 7 +IL

44

TOTA3

$<<

$<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly8DK of the respondents are ;ighly /atisfied, 74K of the respondents are satisfied, 7K of the respondents satisfied to an e#tent, 7K of the respondents dissatisfied, DK of the respondents highly dissatisfied regarding the method grievance handling procedure.

CHART NO (%$( OPINION OF THE RE&PONDENT& RE0ARDIN0 THE 0RIE+ANCE HAND3IN0 PROCEDURE OF THE COMPAN'

45

TA)3E NO (%$/ OPINION OF THE RE&PONDENT& RE0ARDIN0 THEIR RE3ATION&HIP >ITH &UPERIOR&

&%NO 3 4 6 7 8

PARTICU3AR& ;ighly /atisfied /atisfied /atisfied to an e#tent <issatisfied ;ighly <issatisfied TOTA3

NO% OF RE&PONDENT& 7D 84 8 6 +IL $<<

PERCENTA0E 7D 84 8 6 +IL $<<

/ourceG *rimary <ata

46

INFERENCE: ,rom the table it is inferred that nearly 7DK of the respondents are ;ighly /atisfied, 84K of the respondents are satisfied, 8K of the respondents satisfied to an e#tent, 6K of the respondents dissatisfied, DK of the respondents highly dissatisfied regarding their relationship with superiors.

CHART NO (%$/ OPINION OF THE RE&PONDENT& RE0ARDIN0 THEIR RE3ATION&HIP >ITH &UPERIOR&

47

TA)3E NO (%$1 OPINION OF THE RE&PONDENT& A)OUT THE &ATI&FIED >ITH THE >OR9IN0 CONDITION

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 87 6E 6 6 4 $<<

PERCENTA0E 87 6E 6 6 4 $<<

/ourceG *rimary <ata INFERENCE:

48

,rom the table it is inferred that nearly 87K of the respondents are strongly agree, 6EK of the respondents are agree, 6K of the respondents are agree to an e#tant, 6K of the respondents are disagree 4K, of the respondents are strongly disagree that indifferent supervision may affect the wor .

CHART NO (%$1 OPINION OF THE RE&PONDENT& A)OUT THE &ATI&FIED >ITH THE >OR9IN0 CONDITION

49

TA)3E NO (%$2 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE &PECIA3 >A0E& PRO+IDED )' THE COMPAN' FOR THEIR )E&T PERFORMANCE

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 7D 7E E 4 4 $<<

PERCENTA0E 7D 7E E 4 4 $<<

/ourceG *rimary <ata INFERENCE:

50

,rom the table it is inferred that nearly that special wage increase should 7DK of the respondents are strongly agree, 7EK of the respondents are agree, EK of the respondents are agree to an e#tant, 4K of the respondents are disagree 4K, of the respondents are strongly disagree given to the employees who do their "obs very well

CHART NO (%$2 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE &PECIA3 >A0E& PRO+IDED )' THE COMPAN' FOR THEIR )E&T PERFORMANCE

51

TA)3E NO (%$4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE IMPORTANCE OF THE COMPAN' RETIREMENT )ENEFIT&

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 46 87 36 C 3 $<<

PERCENTA0E 46 87 36 C 3 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 46K of the respondents are strongly agree, 87K of the respondents are agree, 36K of the respondents are agree to an e#tant, CK of the respondents are disagree 3K, of the respondents are strongly disagree that the company retirement benefits are important factors in eeping employees on their "obs.

52

CHART NO (%$4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE IMPORTANCE OF THE COMPAN' RETIREMENT )ENEFIT&
CHART NO:16 OPINION OF THE RESPONDENTS REGARDING THE IMPORTANTS OF COMPANY RETIREMENT BENEFITS

9%

1% 23%

13%

St ongly !g ee !g ee !g ee to an extent Disag ee St ongly Disag ee

54%

53

TA)3E NO (%$8 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE *O) &ECURIT' IN THE COMPAN'

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 89 69 7 4 4 $<<

PERCENTA0E 89 69 7 4 4 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 89K of the respondents are strongly agree, 69K of the respondents are agree, 7K of the respondents are agree to an e#tant, 4K of the respondents are disagree 4K, of the respondents are strongly disagree that the "ob security is important to employees.

54

CHART NO (%$8 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE *O) &ECURIT' IN THE COMPAN'

55

TA)3E NO (%$; OPINION OF THE RE&PONDENT& RE0ARDIN0 EBUIPMENT& PRO+IDED FOR THE >OR9

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 4C 76 37 33 6 $<<

PERCENTA0E 4C 76 37 33 6 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 4CK of the respondents are strongly agree, 76K of the respondents are agree, 37K of the respondents are agree to an e#tant, 33K of the respondents are disagree 6K, of the respondents are strongly disagree that they having good e%uipment to wor which is important to employees.

56

CHART NO (%$; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE 0OOD EBUIPMENT PRO+IDED FOR THE >OR9

57

TA)3E NO (%$= OPINION OF THE RE&PONDENT& RE0ARDIN0 THE ADDITIONA3 RE&PON&I)I3IT' TO PERFORM THE *O) )ETTER

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 3C 6D 76 7 7 $<<

PERCENTA0E 3C 6D 76 7 7 $<<

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 3CK of the respondents are strongly agree, 6DK of the respondents are agree, 76K of the respondents are agree to an e#tant, 7K of the respondents are disagree 7K, of the respondents are strongly disagree that the having additional responsibility to perform the "ob better

CHART NO (%$= OPINION OF THE RE&PONDENT& RE0ARDIN0 THE ADDITIONA3 RE&PON&I)I3IT' TO PERFORM THE *O) )ETTER
58

TA)3E NO (%(< OPINION OF THE RE&PONDENT& RE0ARDIN0 THE NECE&&IT' OF &PECIA3 TA&9 TRAININ0

59

&%NO 3 4 6 7 8

PARTICU3AR& /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree TOTA3

NO% OF RE&PONDENT& 79 3F 4C 8 6 $<<

PERCENTA0E 79 3F 4C 8 6 $<<

/ourceG *rimary <ata INFERENCE: +early 79K of the respondents are strongly agree, 3FK of the respondents are agree, 4CK of the respondents are agree to an e#tant, 8K of the respondents are disagree 6K, of the respondents are strongly disagree to an e#tent regarding special tas training.

CHART NO (%(< OPINION OF THE RE&PONDENT& RE0ARDIN0 THE NECE&&IT' OF &PECIA3 TA&9 TRAININ0

60

TA)3E NO (%($ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE RECRUITMENT PROCEDURE )' THE COMPAN'

PARTICU3AR&

NO% OF RE&PONDENT&
61

PERCENTA0E

&%NO 3 4 6 7 8 /trongly $gree $gree $gree to an e#tent <isagree /trongly <isagree (0($L 3DD 4F 4E 67 C 4 3DD 4F 4E 67 C 4

/ourceG *rimary <ata INFERENCE: ,rom the table it is inferred that nearly 4FK of the respondents are strongly agree, 4EK of the respondents are agree, 67K of the respondents are agree to an e#tant, CK of the respondents are disagree 4K, of the respondents are strongly disagree that to providing the opportunities for the higher studies.

CHART NO (%($ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE RECRUITMENT PROCEDURE )' THE COMPAN'

62

CHI- &BUARE TE&T

CA3CU3ATION: I

;D (here is no significant relationship between educational level of employees and promotional policy of the company%

63

;3 (here is significant relationship between educational level of employees and promotional policy of the company.

E.u ation Ander Hraduate *ost Hraduate *rofessional <iploma 0thers

&atisfie. 37 63 39 8 8 8$

Dissatisfie. 6 38 8 7 4 (=

Tota5 3F 79 43 C F $<<

O 37 63 39 8 8 6 38 8

E 34.DF 64.99 37.C3 9.6C 7.CF 7.C6 37.43 9.DC

CO-ED 3.C6 '3.99 3.DC '3.6C D.D6 '3.C6 D.FC '3.DC

64

CO-EDL( 6.F4 4.F9 3.3C 3.C6 D.DDDC 6.F4 D.94 3.3C

CO-EDE(FE D.6DE D.DE7 D.DFC D.6D4 D.DDD4 D.F87 D.D77 D.3C8

7 4

4.93 4.D6

3.6C 'D.D6

3.C6 D.DDDC

D.F6C D.DDD7 (%2<4

<egree of freedomM?r'3- ?c'3M ?8'3- ?4'3M7 (able value M C.7EE CONC3U&ION: (he calculated value of >hi'/%uare value is less then the table value. /o Ho

is accepted. (here is no significant relationship between educational level of employees and promotional policy of the company%

CHI- &BUARE TE&T

CA3CU3ATION: II

;D (here is no significant relationship between gender of the employees and relationship with superiors ;3 (here is significant relationship between gender of the employees and relationship with superiors

0ENDER

&ATI&FIED
65

DI&&ATI&FIED

TOTA3

Male ,emale

78 3E 4/

48 34 /8

FD 6D $<<

O 78 3E 48 34

E 77.3 3E.C 48.C 33.3

CO-ED D.C 'D.C 'D.C D.C

CO-EDL( D.E3 D.E3 D.E3 D.E3

CO-EDE(FE D.D3E D.D74 D.D63 D.DF6 D.397

<egree of freedom M?r'3- ?c'3M ?4'3- ?4'3M3 (able value M 6.E73

66

CONC3U&ION: N (he calculated value of >hi'/%uare value is less then the table value. /o Ho is accepted. (here is no significant relationship between educational level of employees and promotional policy of the company%

CHAPTER-III &UMMMARIE& OF FINDIN0&: &U00E&TION& AND CONC3U&ION /%$ FINDIN0&

+early 6DK of respondents are lying under the age group of 43'6D years followed by 6DK of respondents are under the age group of 63'7D.

+early 7DK of the respondents are ;ighly /atisfied and 46K of the respondents are satisfied regarding the incentives provided by the company. +early 87K of the respondents are ;ighly /atisfied and 6EK of the respondents are satisfied regarding the special bonus provided by the company during festival days. +early 83K of the respondents are ;ighly /atisfied and 63K of the respondents are satisfied regarding the rewards provided by the company for their performance.
67

+early 87K of the respondents are ;ighly /atisfied and 6EK of the respondents are satisfied regarding the method of appreciation. +early 68K of the respondents are dissatisfied and FK of the respondents are highly dissatisfied regarding the method of promotion. +early 77K of the respondents are ;ighly /atisfied and 4CK of the respondents are dissatisfied regarding the level of freedom given by the company in ta ing "ob related decisions.

+early 66K of the respondents are highly satisfied and 8DK of the respondents are satisfied regarding encouragement provided by the company for giving suggestions for the improvement of wor .

+early 89K of the respondents are highly satisfied and 66K of the respondents are satisfied regarding wor ing environment providing in the company. +early 8DK of the respondents are highly satisfied and 74K of the respondents are satisfied regarding the method of grievance handling procedure in the company. +early 7DK of the respondents are highly satisfied and 84K of the respondents are satisfied regarding relationship with superiors in the company. +early 87K of the respondents are strongly agreed and 6EK of the respondents agreed regarding indifferent supervision affecting the peoples wor . +early 7DK of the respondents are strongly agreed and 7EK of the respondents agreed regarding special wage increases who do their "ob very well. +early 44K of the respondents are strongly agreed and 87K of the respondents agreed regarding important of company retirement benefits of employees. +early 89K of the respondents are strongly agreed and 69K of the respondents agreed regarding "ob security is important to employees. +early 79K of the respondents are strongly agreed and 4CK of the respondents agree to an e#tent regarding special tas training. (here is no significant relationship between educational level of employees and promotional policy of the company% (here is no significant relationship between educational level of employees and promotional policy of the company.
68

/%( &U00E&TION&

(he company may implement proper motivational programme to the wor ers. (o change the attitude of the employees regarding promotional policies prevailing in that company to give counselling to the unsatisfied employees to change their attitude positively. (he company has to follow some motivational programme given below, which will improve the performance. &est employee of the year. (he company should recogni!e the performance at proper time. In the organi!ation the wor ers "ob is routine, repetitive, removing all challenges and ma ing the wor er a part of machine culture. (his will lead to frustration and boredom. (his can be reduced by, .ob :otation .ob 2nlargement
69

.ob 2nrichment

70

/%/CONC3U&ION

Motivation itself is not a cause and effect relationship rather than it is a comple# phenomenon. (he motivation has influences on the performances and it plays a vital role in every organi!ation. (he best way to motivate the employee are providing individual recognition, good wor ing conditions, informal groups and effective supervision leads to increase performance of the employees through which the company can attain goals and ob"ectives.

71

ANNEGURE A &TUD' ON EMP3O'EE& MOTI+ATION IN &A9THI +INA'A0A &PINNIN0 MI33&CPD3 TD%

3. +ame 4. $ge G G a- &elow 4D Oears b- 43'6D Oear c- 63'7D Oears d- $bove 7D Oears 6. Hender G a- Male b- ,emale

7. 2ducational Pualification a- A.H e- 0thers 8. <esignation G b- *.H c- *rofessional <egree d- <iploma

9. Oears of 2#perience in the >ompanyG F. 5hat is your opinion on the incentives provided by the companyQ a-;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied E. 0pinion on 5or ing- ;our a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied C. e- ;ighly <issatisfied e- ;ighly <issatisfied

(he reward given for your performance a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend
72

d- <issatisfied

e- ;ighly <issatisfied

3D. you are satisfied regarding salary paid by the organi!ation a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

33. (he promotion policy in your organi!ation. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

34. <egree of motivation received from your superior a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

36. (he encouragement provided for giving suggestions for improvements. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

37. (he wor ing environmentNwor ing conditionsQ a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

38. Method of grievance handling procedure in your organi!ation. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

39. Oour relationship with superiors. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

3F. $re you satisfied with the wor ing conditionQ

73

a-

;ighly satisfied b- /atisfied c- /atisfied to an e#tend e- ;ighly <issatisfied

d- <issatisfied

3E. /pecial wage increases should be given to good performance a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

3C. (he company retirement benefits to employees is important a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

4D. .ob security is important to employees. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied

43. (o wor , good tools and e%uipment is important to employees. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tendd- <issatisfied <issatisfied 44. (he employees are given additional responsibility to perform the "ob better. a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied <issatisfied 46. /pecial tas training is necessary for the employees a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tendd- <issatisfied <issatisfied 47. 5hat is your opinion regarding recruitment procedureQ a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend d- <issatisfied e- ;ighly <issatisfied e- ;ighly e- ;ighly e- ;ighly

48. *lease offer your valuable suggestion for enhancing your motivation level on
74

the "ob RRRRRRRRRRRRRRRRRRRRRRRRRRR..

)I)3IO0RAPH'

Bothari, research methodology, third edition1 +ew <elhi. Memorial1 *ersonnel Management, (welth 2dition, +ew <elhi. L.M.*rasad1 0rgani!ation &ehavior1 /econd 2dition1 /ultan hand I sons, +ew <elhi. (ripathi. *ersonnel Management and Industrial relation1 (welfth 2dition1 +ew <elhi. www.indiatrim.com

Referen es: &enham, * 3CC6, <eveloping 0rgani!ational (alentG (he Bey to *erformance and *roductivity, SAM Advanced Management Journal, vol. 8E, no. 3, pp. 67S. &uford, .$, .r., &edeian, $H, I Lindner, .: 3CC8, Management in Extension, 6rd edn, 0hio /tate Aniversity 2#tension, >olumbus, 0hio. >reech, : 3CC8, 2mployee Motivation, Management Quarterly, vol. 69, no. 4, pp. 66S. ;alle, : 3CCC, >oaching in a teaming environment, Program Manager, ?March'$pril-, p. 6E.

75

.ohnston, M et al 3CC6, $n e#ploratory investigation into the relationships between promotion and turnoverG a %uasi'e#perimental longitudinal study, Journal of Management, vol. C, no. 3, pp. 66'7C.

Breitner, : 3CC8, Management, 9th edn, ;oughton Mifflin >ompany, &oston. Maslow, $; 3C76, $ theory of human motivation, Psychological Review, ?.uly-, pp. 6FD'6C9.

76