A STUDY ON EMPLOYEE MOTIVATION

PRIVATE LIMITED AT PUDUCHERRY

PROJECT REPORT SUBMITTED TO PONDICHERRY UNIVERSITY,

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE

OF

MASTER OF BUSINESS ADMINISTRATION

Submitted By

Name: VASANT.T

REGISTER NO: 22810456

Under the Guidance of

Mr. UTHAYAKUMAR.M

Assistant Professor
Department of Management Studies

CHRIST INSTITUTE OF TECHNOLOGY

(Affiliated to Pondicherry University)

Ramanathapuram- 605 502

FEB 2024

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 CHRIST INSTITUTE OF TECHNOLOGY
RAMANATHAPURAM, PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled

“A STUDY ON EMPLOYEE MOTIVATION PRIVATE LIMITED AT PUDUCHERRY” is
bonafide work done by Name: VASANT.T
[REGISTER NO:22810456] in partial fulfillment of the
requirement for the award of Master of Business
Administration by Pondicherry University during the
academic year 2023 – 2024.

HEAD OF DEPARTMENT GUIDE

Viva-Voce Examination held on

INTERNAL EXAMINER EXTERNAL

EXAMINER

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 ACKNOWLEDGEMENT

First and foremost I thank god for his blessings showered for completing the project
successfully.

I take this opportunity to express my deep senses of gratitude to Dr.S.R. SAM PAUL
M.E, Ph.D,B.L chairman, Christ institute of technology, Ramanathapuram.

I gratefully acknowledge the kindness of Dr.R.Vijayakumar principal Christ institute of

technology, Ramanathapuram,for giving me an opportunity to do the project work.

It is also our privilege to express my sincere thanks to shajahan.S manager in A STUDY

ON EMPLOYEE MOTIVATION PRIVATE LIMITED AT PUDUCHERRY, for having given me an opportunity
to do this project work in their esteemed organization.

I also bound to give my sincere thanks to Dr.Kadalarasane.T, Head of Department,

Department of Management studies. Christ institute of technology, Ramanathapuram for his
benevolent and noble assistance in doing the project.

I profoundly express my indelible indebtedness to Mr. UTHAYAKUMAR.M, Christ

institute of technology, Ramanathapuram, who through her immense knowledge greatly
helped & guided me in this endeavour, he who was very generous in suggesting improvements
and supervising this work all through & her constant interest and guidance helped us to
complete this projects.

Finally, I would like to thank my dear parents & family member’s and also wish to thank each
& every one of my faculties and my friends whose efforts and support made this project
success.

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 ABSTRACT

This project is entitled “ employee motivation” with reference to A STUDY ON EMPLOYEE

MOTIVATIN IN PALMETTO INDUSTRY PVT.LIMITED.”

In this company there re 2600 employees including the staff members. For this study, I have
chosen 100 as sample size.

This study helps to known the satisfaction level of employees with the motivational factors
used by the company. this project had been undertaken by the me to find out the need and wants
of employee. Under this study questionnaire which constituted question relating to the
employee expectation. The gathered data had been critically analyzed relating to employee
motivation.

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 CONTENTS

LIST OF TABLES………………………………………………………..(I)

LIST OF CHARTS………………………………………………........... (II)

CHAPTER PARTICULARS PAGE NO

INTRODUCTION 1
1.1 Introduction to the study 2

1 1.2 Need for the study 3

1.3 Scope for the study 4
1.4 Objectives of the study 5
1.5 Limitations of the study 6
Industry Profile
Company Profile 9

2
MAIN THEME OF THE PROJECT
2.1 Review of Literature 10
2.2 Research Methodology 23
2.3 Data analysis and Interpretation 26
RESULT AND CONCLUSION
3.1 Findings of the study 57
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3.2 Suggestions and Recommendations 61
3.3 Conclusion 62

BIBLIOGRAPHY 63
APPENDICES 64

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 LIST OF TABLE

TABLE TITLE OF TABLES PAGE No.

No.

1 SATISFIED WILLINGNESS TO WORK 27

2 SATISFIED WITH YOUR PRODUCTIVITY 29

3 RELATIONSHIP WITH IN WORK TEAM 31

4 CHANCE OF MOTIVATION 33

5 WORK ENVIRONMENT 35

6 INCENTIVES MOTIVATES 38

7 MOTIVATION PERFORMANCE 40

8 SELF MOTIVATED 40

9 SATISFIED WITH YOUR BREAK TIMING 42

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10 AFTER MOTIVATION YOUR PERFORMANCE 44

11 ORGANISATION ENCOURAGE ACHIVE

44
OBJECTIVES

12 ACHIVING THE TARGET 46

13 MOTIVATED THE EMPLOYEE 48

14 MOTIVATION CLASS FOR EMPLOYEE 48

15 50
PROVIDE INCENTIVE

16 CORRLATION ANALYSIS 52

17 CHI-SQUARE TEST 52

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 CHAPTER-1
1.1 INTRODUCTION TO THE STUDY

INTRODUCTION TO THE TOPIC

Employee motivation ,i.e. methods for motivating employees ,is an industrinsic and
internal drive to put forth the necessary effort and action towords work related activities it
has been broadly defined as the psychological forces that determine tha direction of a persons
behavior in an organization a persons level of effort and a person levels of persistence’’ also,
motivation can be thought of as the willingness to expend energy to achieve a goal or a
reward. Motivation at work has been defined as sum of the processes that influence tha
arousal., direction and maintenance of behaviors relevant to work settings motivated are
essential to the success of organization as motivated employees are generally more
productive at the work place .

Motivation is the impulse that an individual has in a job or activity to reaching an end goal.
There are multiple theories of how best to motive workers , but all agree that a well motivated
work force means a more productive work force

Taylorism

Fredrick winslow taylor was one of the first theorist to attempt to understand employee
motivation . his theory of scientific management , also referred to as taylorism ,analyzes the
productivity of the worforce. taylors basic theory of motivation is that workers are
motivated by money . he viewed employees not individuals, but as pieces of a larger
workforce; in doing so his theory stresses that giving employees individual tasks supplying
thems tha best tools and playing them based on their productivity was the best way to motive
them . taylors theory developed in the late 1890 and can still be seen today in industrial
engineering and manufacturing industries

Hawthorne effect

In the mid 1920 another theorist, Elton mayo ,began studying the workforce .his study of
the hawthone works lead him to his discovery of the hawthorn effect the hawthorne effort is
the idea that people change their behavior as a reaction to being observed .mayos research
and motivational theories were the start of the human relation school of management

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Job design
The design of employees job can have a significant effort on their job motivation. Job design
includes designing job that create both a challenging and interesting task for the employee
and is effective and efficient for getting the job done. four approaches to job design are

1.job simplification: the goal of this job design approach is to standardize and specialize
specialize tasks . this approach does not always lead to increased motivation because tha job
can become mundane over time .employee a greater variety of work

3.job rotation: the goal of this job design approach is to move workersto different tasks
periodically

4.job enrichment :the key to job design employee motivation this approach aims to
enhance the actual job by building up the employee through motivation factors

Several studies validate the effectiveness of using job design thechiques to increace
employee motivation a study conducted by campion and tayer used a job design
questionnaire to determine how job designs fostering motivation affected employees campion
and tayer found that with more motivational fetures have lower effort requirement a better
well being and fewer health complaints. the study a lso found that jobs scoring high on the
motivational subscale of the questionnaire contained employees who where more satisfied
and motivated had a higher rating pertaining to jog performance and had fewer absences .
hackman. Conducted a study pertaining to work redesign and how redesigning work could
improve productivity and motivation through job enlargement or enrichment. The studys
results found that redesigning a jog can improve the quality of the product or service that is
provided, increase the quantity of work, and can increase work satisfaction and motivation.
The last study on jog design was conducted by Dunham, who wanted to determine if there
was a relationship between job design characteristics and compensation requirements.
Dunham belived organizations where overlooking job ability requirements and compensation
when they enlarged or enriched employees jobs. The study found that organizations were not
taking into account the increased job ability requirements that job enrichments or
enlargements entail nor were the organizations increasing compensation for employees who
were given extra tasks and/or more complex tasks.

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Rewards
Using rewards as motivators divides employee motivation into two
categories; intrinsic and extrinsic motivation. Intrinsic rewards are internal, psychological
rewards such as a sense of accomplishment or doing something because it makes one feel
good. Extrinsic rewards that other people give to you such as a money,
compliments ,bonuses, or trophies. This applies to Douglas MeGregors Scientific Theory that
formed Theory X, which applies to the extrinsic wants of employees. The basis for the
motivation is supervision structure and money. Scientific Theory is based on the employee
don’t want to work so they have to be forced to do their job and enticed with monetary
compensation theory y also derived from Mcgregons theory

says that employees are motivated by intrinsic or personal reward witch his different factors
can be used to to heighten the intrinsic benefit that employee are receiving at their job ’’

Many studies have been conducted concerning how motivation is affected by rewards
resulting in conflicting and inconsistent outcome pierce, Cameron, bank and so conducted a
study to examine how extrinsic rewards affect people intrinsic motivation when the rewards
are based on increasingly higher performance criteria pierceetal. Found that rewarding people
for meeting a graded lelevl of performance which got increasing more difficult spent more
time on the studys activities and experienced on increase in intrinsic motivation participants
who were not rewarded at all or only rewarded for maintaining a constant level of
performance whigh got increasingly more difficult spent more time on the study activities
and experienced an increase in intrinsic motivation participants who were not rewarded at all
or only rewarded for maintaining a constant level of performance experience less intrinsic
motivation .another study that examined the effects of extrinsic rewards on intrinsic
motivation was conducted by wiersma .wiersma conducted a meta analysis to summarize the
inconsistent results of past studies . the meta –analysis by wiersma concluded that when
extrinsic reward are given by chance they reduce intrinsic motivation .results is support when
task behavior is measured during a free-time period .however, it is not supported when task
performance is measured when the extrinsic reward is in effect .wiersma also found that these
results cannot be genearalized to all situation . a study conducted by earn also examined the
effects of extrinsic rewardson intrinsic motivation earn wanted to know if extrinsic rewads
affected a persons intrinsic motivation . earn wanted to know if extrinsic rewards affected a
persons intrinsic motivation based on the subjects locus control. Earn found that pay

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increasese decreased intrinsic motivation for subjects with an external locus of control
whereas pay increased intrinsic motivationfor subjects with an internal locus of control. The
study also found that when the controlling aspect of the extrinsic reward was made pertinent
by making pay dependenst on a certain amount of performance , higher pay undermined the
intrinsic motivation of subjects and their locus of control was not relevant

Intrinsic rewards ; job characteristic model

See also ; work motivation and job satisfaction

The job charactersistics model JCM ,as designed by hackman and Oldham attempts to use
job design to improve employee intrinsic motivation . they show that any job can be
described in terms of five key job characteristics ;

1.skill variety –the degree to which the job requires the use of skills and talents

2. task identity- the degree to which the job has contributed to a identifiable larger project

3-task significance –the degree to which the job affects the lives or of work of other people

4-the degree to which the employee has independence , freedom and discretion in carrying
out the job

5-task freedom – the degree to which the employee is provided with clear ,
specific ,detailed ,actionable information about the effectivenedd of his or job performance
The JCM links the core job dimensions listed above to critical psychological states which
results in increased employee intrinsic motivation. This forms the basis of this “employee
growth-need strength”. The core dimensions listed above can be combined into a single
predictive index, called the Motivating Potential Score.

Employee participation

1. Increase employee participation by implementing quality control “circles”. Quality

control circles involve a group of five to ten problem solving employees that come
together to solve work-related problems such as reducing costs, solving quality
problems, and improving production methods. Other benefits from quality control
circles include an improved employee-management relationship, increased individual
commitment, and more opportunities for employee expression and self-development.

A study by Marks et al focused on assessing the effect that quality circles had on
participating employees and found that the attitudes of employees who participated in
quality circles were influenced in the areas concerning participation, decision making,

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 and group communication. Although group communication was influenced,
communication through the organization as a whole was not and neither was employee’s
personal responsibility for their work. The results of this study suggest that quality circles
can provide employees with informational and social support that can help increase their
motivation.

2. Increase motivation through employee participation by using open-book management.

Open-book management is when a company shares important financial data with
employees. Sharing the information empowers employees by putting trust into them.
Employees become personally and meaningfully involved with the organization
beyond just doing their assigned tasks, which increases their motivation and
production Open book management is a four-step process. The first step involves
employers sharing financial data which their employees. Employees need to know
how the company, as a whole, is doing financially. Next, employers must teach their
employees how to read and interpret the financial data. Employees can look at all the
data at company gives them; however, to understand the data, they must know how to
interept the numbers. Third, employers should treat their employees like partners to
promote increased employee motivation. The last step involves employers paying
their employees a fair share of profits through bonuses and incentives. Bonus numbers
must be attached to numbers that employees see regularly and can influence the
financial data. With these steps in mind, the friction between employees and between
employee/management can be drastically reduced.
Four factors must exist for any employee participation program to be successful

• Have a profit-sharing or gain-sharing plan where both the employer and employee
benefit
• Implement a long-term employment relationship to instill job sercurity
• Make a concerted effort to build and maintain group cohesiveness  Provide
protection of the individual employee’s rights

Quality-of-work-life programs

Work-life balance is an employee’s perception of how a proper balance between personal

time, family care, and work are maintained with minimal conflict. Employers can use
worklife balance as a motivational technique by implementing quality-of-work-life programs.
Examples of such programs include flextime, workplace wellness, and family support.
Flexible work schedules can allow an employee to work whenever they can as long as a
certain number of hours are worked each week and some employers allow their employees to
work from home sometimes employers utilize flextime schedules that allow employees to
arrive to work when they choose within specified limits. A wellness program can involve
having an exercise facility, offering counseling, or even having programs set up to help

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employees lose weight or stop smoking cigarettes family support programs involve help with
parenting, childcare, and some programs allow employees to leave for family purposes

One study found that men often identify themselves with their career and work roles
while women often identified themselves with the roles of mother, wife, friend, and daughter.
The Sloan Foundation found that even though women enjoy working as much as men,
women prefer to work nights and weekends if time needs to be made up instead of cutting
their hours. A study conducted by the Alliance for Work-Life Progress surveyed employees to
find out the type of workplace flexibility employees say they would like to use in the
following year. Burruset al. found that 71 percent of people want and occasional opportunity
to adjust their schedule, 57 percent want to work from a location other than their office, 73
percent want to make their work-life flexibility arrangement official, and 12 percent want to
work fewer hours.

Employee Engagement

A motivated employee becomes engaged in their workplace. Employee engagement is an

important part of an organization’s success. Research has found that organizations with
engaged employees have three times higher profit margins compared to organizations with
disengaged employees. Shareholder returns, operating income, and revenue growth have also
had higher financial performance in employee engaged organizations. In addition, employee
engagement is linke to lower absenteeism within an organization. Employers who practice
employee motivation and engagement techniques in their organization will likely see an
increase in overall business performance.

Maslow’s hierarchy of needs

Abraham Maslow viewed motivation as being based off a hierarchy of needs, of which a
person cannot move to the next level of needs without satisfying the previous level. Maslow’s
hierarchy starts at the lowest level of needs, basic physiological needs. Basic physiological
needs include air. Water, and food. Employers who pay at least a minimal living wage will
meet these basic employee needs the next level of needs is referred to as safety and security
needs. This level includes needs such as having a place to live and knowing one is safe.
Employers can meet these needs by ensuring employees are safe from physical, verbal and/or
emotional hazards and have a sense of job security. The third level of needs is social
affiliation and belonging. This is the need to be social, have friends, and feel like one belongs
and is loved. Implementing employee participation programs can help fulfill the need to
belong. Rewards such as acknowledging an employee’s contributions can also satisfy these
social and love needs. The fourth level on the hierarchy is esteem needs. This level is
described as feeling good about one’s self and knowing that there is meaningful, valuable,
and has a purpose. Employers should use the job design technique to create jobs that are
important to and cherished by the employee. These first four needs, Maslow called D-Needs
(deficient).

The last level Maslow described is called self-actualization Maslow called this the B-Need
(being). This level refers to people reaching their potential states of well-being. An employer
who ensures that an employee is in the right job and has all other needs met will help the

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employee realize this highest need. “Maslow further expand self-actualization into four
needs: cognitive, aesthetic, self-actualization, and self-transcendence.

Herzberg’s two-factor theory

Frederick Herzberg developed the two-factor theory of motivation based on satisfiers and
dissatisfies, Satisfiers are motivators associated with job satisfaction while dissatisfies are
motivators associated with hygiene or maintenance satisfiers include achievement, directly
related to rewards attainable from work performance and even the nature of the work itself.
Dissatisfies are extrinsic motivators based on the work environment, and include a
company’s policies and administration such as supervision, peers working conditions, and
salary. Herzberg believed providing for hygiene and maintenance needs could prevent
dissatisfaction but not contribute to satisfaction. Herzberg also believed that satisfiers hold
the greatest potential for increased work performance. Work-life programs are a form of
satisfier that recognizes the employee’s life outside of work which, in turn, helps motivate the
employee. Improving a job to make it more interesting can improve the overall satisfaction
an employee is experiencing on the job. A dissatisfied looked at by employees is how
relationships from with colleagues Colleagues play an important role of the workplace as
they are all interacting daily. Forming high quality relationships with peers can extrinsically
improve employee motivation.

Vroom’s expectancy theory

The expectancy theory of motivation was established by Victor Vroom with the belief that
motivation is based on the expectation of desired outcomes. The theory is based on four
concepts: valence, expectancy, instrumentality and force. Valence is the attractiveness of
potential rewards, outcomes, or incentives. Expectancy is a person’s belief that they will or
will not be able to reach the desired outcome. Instrumentality is the belief that a strong
performance will be well rewarded. Force is a person’s motivation to perform. In general,
people will work hard when they think that it is likely to lead to desired organizational
rewards. Vroom thought that people are motivated to work toward a goal if they believe the
goal is worthwhile and if they perceive that their efforts will contribute to the achievement of
the goal.

Force = Valence x Expectancy x Instrumentality

Locke’s goal theory

As Human Relations management took hold, increasing intrinsic motivation and

attending to individuals became an larger concern for employers. Increasing intrinsic
motivation could be achieved through the Goal Setting Theory by Edwin A. Locke.
Employers that set realistic and challenging goals for their employees create employee
motivation. By allowing employees to engage in their job, and achieve satisfaction when

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reaching a goal it can entice them to want to keep setting new goals to reach new successes
and yield superior performance. The theory is logical because employees are going to set
more difficult goals but the goals will be attainable with increased effort. Once in the pattern
of setting goals, employees can also develop goal commitment, where they are more likely to
stick to jobs until they are finished.

Employees that work alongside their employers in the goal-setting process have the
intrinsic benefit of participating in decision, which can lead to higher motivation as they are
empowered in their workplace. As employees reach these personally set goals, management
can reinforce those efforts by showing recognition toward their success.

Locke and Latham’s five goal setting principles

Dr. Gray Latham collaborated with Edwin Locke to expand upon his goal setting theory of
motivation with five key principles designed to motivate the accomplishment and completion
of a particular objective. These five key principles align closely around the SMART goal
setting strategy designed to define objectivity and achievability. The five key principles are:

1. Clarity: Clear goals are measurable and not ambiguous which gives clear definition as
to the expectation of the particular task.
2. Challenge: People are often motivated by the anticipated significance upon successful
completion of the particular task.
3. Commitment: There is a direct correlation between employees motivation to complete
an objective and their involvement in establishing the goal and its boundaries.
4. Feedback: Consistent feedback during the objective completion process provides
clarity of expectations, ability to adjust difficulty, and the opportunity to gain
recognition.
5. Complexity: People in a highly demanding environment typically already have a high
level of motivation, but it is important that the goal does not overwhelm the individual
to maintain motivation.

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 1.2OBJECTIVES OF THE STUDY

Primary objectives

 A study on employee motivation in The PALMETTO INDUSTRIES

PVT.LTD.

Secondary objectives

 To identify the motivational level of the employees in palmetto industries pvt

ltd
 To adopt stitable measures for the improvement of employee performance.

 To identify the level of satisfaction in the income provided to the employee.

 To analyse the factors, which make employees, dissatisfied

 To measure the effectiveness of the training and development in the

organization.

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 1.3 NEED FOR THE STUDY

The needs for the study are given below such as follows.

• To study and know the employee motivation scenario in “PALMETTO INDUSTRIES

PVT. LTD.”.
• To know the employee satisfied level with the motivation factors undertaken by the
company.
• To identify how the organization motivates the employees.
• To measure the level of performance before and PLAMETTO INDUSTRIES er
motivation to find out the improvement factors for motivating the employees.

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 1.4 Scope of the study :
• The present study aims to find out the level of workers motivation.
• The study explores the views expressed by the Respondents about the motivation and
providing solutions in and attempt to develop a better system.
• The study is conducted taking into consideration only the workers of Anglo French
Textiles Limited.
• The importance of studying employee motivation is to understand the internal
satisfaction in the minds of every employee.
• The study helps to know some employees satisfaction level and some employee’s
dissatisfaction level.
• The findings of this study help the company to implement the expectation from the
employees.
• This study helps the company to know whether the motivation undertaken is strongly
accepted and also to know the lacking in the employee motivation.

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 1.5 LIMITATIONS:

 Some employees were having little difficulty in expressing the views even though the
answer to the questions.
 Time period of this study is also very short.
 As the workers are not literate enough, it was difficult to get the responses from them.
 Employees of the company are not aware of what is motivation means.
 Most of the employees didn’t come forward to give opinion about the management so
only it didn’t provide me to derive a concrete solution.
 The study was limited only to one company i.e. PLAMETTO INDUSTRIES
PVT.LTD.
 The study is based on only 100 samples.
 The study only based on employs side. It is not covering the staffs.

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 INDUSTRIES PROFILE

Palmetto Industries International, Inc., headquarter in Augusta ,Georgia, is a global

manufacturer and distributor of flexible polymer package products. Established in 1994,
palmetto industries is one of the largest suppliers of flexible intermediate bulk containers
(FIBC's) in north America and owns and operates a manufacturing center in India. palmetto
owns about 100,000 feet of global warehouse space and provides packaging solutions to
customers throughout North and South America, Europe, Asia, and Africa.

REASONS TO PARTNER WITH PALMETTO

PALMETTO INDUSTRIES' GOAL IS TO PROVIDE THE BEST PACKAGING SOLUTIONS WHILE

MAINTAINING THE HIGHEST LEVEL OF PRODUCT QUALITY AND CUSTOMER CARE.

YOU'LL BE WORKING WITH A MANUFACTURE OF CROHMIQ STATIC DISSIPATIVE FABRIC

UNDER LICENSE FROM TEXENE FOR ALL TYPE D APPLICATIONS.

YOU'LL BE SATISFIED TO KNOW WE HOLD THE FOLLOWING

CERTIFIATIONS:ISO2200:2005,ISO9001:2000,HACCP, AND BRC.

YOU'LL ENJOY LEAD TIMES WHAT ARE AMONG THE SHORTEST IN THE INDUSTRY BECAUSE
WE MANUFACTURE IN VOLUME AND OUR LOGISTICS CHAIN IS UNPARALLELED.

YOU'LL BE WORKING WITH A COMPANY WITH DECADES OF EXPERIENCE . PALMETTO IS THE

FIRST NORTH AMERICAN FLEXIBLE PACKAGING COMPANY TO OWN A 100% VERTICALLY
INTEGRATED PRODUCTION FACILITY IN INDIA . PALMETTO SERVES AS AN ESSENTIAL LINK
BETWEEN SUPPLIERS AND CONSUMERS THROUGHOUT THE WORLD.

YOU'LL BE ABLE TO TRACT YOUR ORDER IN REAL TIME . YOU CAN PINPOINT YOUR
INVENTORY, ORDERS AND SHIPMENTS - 247/365 THROUGH OUR WEB SITE.

YOU'LL ENJOY COMPETITIVE SHIPPING COSTS. OUR EXCLUSIVE AGREEMENTS WITH

LAND AND OCEAN FREIGHT COMPANIES GUARANTEE COMPETITIVE COSTS AND FACILITATE
ONTIME DELIVERIES.

YOU'LL HAVE ACCESS TO NATIONAL GLOBAL WAREHOUSES WITH INVENTORY CONTROL

PROGRAMS IN PLACE.

YOU'LL BE WORKING WITH A COMPANY COMMITTED TO RESPECTING OUR WORLD

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THROUGH GREENS APING OPERATIONS SUCH AS REDUCING ,REUSING OR RECYCLING WASTE,
HARVESTING RAINWATER, UTILIZING RENEWABLE POWER SOURCES AND BUYING LOCAL
PRODUCT.

SUSTAINABILITY POLICY

PALMETTO INDUSTRIES IS ONE OF NORTH AMERICA'S LEADING FIBC AND PACKAGING

COMPANIES WITH A BUSINESS FOUNDED UPON MANUFACTURING INNOVATION , GLOBAL

MANUFACTURING AND VALUE-ADDED PRODUCTS. WITH THIS HERITAGE, PALMETTO INDUSTRIES

HAS A LONG-STANDING COMMITMENT TO ENVIRONMENTAL STEWARDSHIP AND SUSTAINABLE

BUSINESS PRACTICES THAT GUIDES HOW WE COLLECT , PROCESS AND RECYCLE MATERIALS AND

HOW WE SAFELY OPERATE OUR FACILITIES. WE ARE COMMITTED TO MAKING A

POSITIVE IMPACT ON THE COMMUNITIES IN WHICH WE OPERATES BY CONDUCTING BUSINESS IN A
SAFE, ENVIRONMENTALLY SOUND , COOPERATE AND CHARITABLE MANNER .WE WILL
CONSTANTLY STRIVE TO SUSTAIN AND IMPROVE OUR BUSINESS SUCCESS , ELIMINATING WASTE
AND DRIVING COSTS FROM OUR PROCESS THROUGH CONTINUOUS IMPROVEMENT INITIATIVES ,
WHILE HELPING OUR CUSTOMERS DESIGN PACKAGING THAT IS SUSTAINABLE THOUGHT -OUT ITS
LIFE CYCLE.

PALMETTO'S COMMITMENT TO CONTINUES IMPROVEMENT AND REDUCING OPERATING COSTS

WILL BE EXECUTED IN A MANNER THAT WILL MINIMIZE THE ENVIRONMENTAL IMPACT OF OUR
OPERATIONS AND PRODUCTS , WITH THE GOAL OF EXCEEDING CUSTOMERS ' EXPECTATIONS ON

SUSTAINABILITY.

PALMETTO INDUSTRIES WILL CONSTANTLY WORK TO;

REDUCE WASTE AND MATERIALS CONSUMPTION

REDUCE ENERGY CONSUMPTION AND GREEN HOUSE GAS EMISSIONS

REDUCE WATER CONSUMPTION AND ENHANCE WATER REUSE

REDUCE THE TOTAL ENVIRONMENTAL IMPACT OF OUR PACKAGING PRODUCTS

CREATE A SAFE OPERATING ENVIRONMENT FOR OUR CO- WORKERS

IMPROVE RECYCLABILITY AND COMPUTABILITY OF OUR PRODUCTS

PROVIDE RECYCLING AND WASTE SOLUTIONS TO OUR COMMUNITIES AND CUSTOMERS

WORK WITH OUR CUSTOMER TO DEVELOP INNOVATIVE PACKAGING SOLUTIONS THAT MEET COST

21
AND PERFORMANCE EXPECTATIONS; OPTIMIZE MATERIALS AND ENERGY USE; AND MINIMIZE
ENVIRONMENTAL IMPACT TO INDIVIDUALS AND COMMUNITIES THROUGHOUT THE PACKAGE LIFE

CYCLE

ALL PALMETTO EMPLOYS ARE RESPONSIBLE FOR OBSERVING AND ADVANCING OUR

ENVIRONMENTAL SUSTAINABILITY POLICY. THE COMPANY 'S SUSTAINABILITY LEADERSHIP

TEAM HAS OVERALL RESPONSIBILITY FOR OVERSEEING THE COMPANY'S ENVIRONMENTAL

PERFORMANCE . THE SUSTAINABILITY LEADERSHIP TEAM REGULARLY REPORT PROGRESS TO

RECEIVE DIRECTION FROM THE CHIEF EXECUTIVE OFFICER AND THE BOARD OF DIRECTORS
PALMETTO INDUSTRIES IS COMMITTED TO PERIODICALLY REVIEWING THE EFFECTIVENESS OF ITS

SUSTAINABILITY POLICY AND INITIATIVES, AND TO CONTINUOUSLY IMPROVING AGAINST OUR

SUSTAINABILITY GOALS TO CREATE VALUE FOR OUR STAKEHOLDERS.

EMPLOYEE WELEFARE

IN AN INDUSTRY WHERE INDIAN MANUFACTURING COMPANIES TYPICALLY HAVE ABOUT A

70% EMPLOYEE TURNOVER RATE, PALMETTO INDUSTRIES INDIA BOASTS JUST A5% TURNOVER
RATE . WE CREDIT THIS TO SEVERAL PROGRAMS INITIATED TO MAXIMIZE EMPLOYEE RETURNS.
ALL OF OUR EMPLOYEES (500+) ARE PROVIDED ON CAMPUS HOUSING AND PHYSICIANS,
CONTINUOUS EDUCATION ON PRACTICES OF PUBLIC HEALTH ,WORK SAFETY AND PERSONAL
CLEANLINESS AND, 100%TUITION COVER AGE FOR THE ENTIRE SCHOOLING OF OUR EMPLOYEE 'S
CHILDREN AND/OR SPOUSES. ON QUARTERLY BASIS, PHYSICIANS AND OTHER MEDICAL

VOLUNTEERS SET -UP AT THE MANUFACTURING PLANT AND PERFORM GENERAL RECOGNIZES

THE IMPORTANCE OF CULTURE INTEGRATION AND ITS IMPACT ON OUR OPERATIONS : THUS ,OUR
EMPLOYEES IN INDIA PRACTICE YOGA DAILY .FURTHERMORE WERE RAISED. WE WILL CONTINUE
TO OFFER FREE LESSONS ON AWARENESS IN AREAS RELATED TO HEALTH , SAFETY, AND
EDUCATION.

IN AN INDUSTRY WHERE INDIAN MANUFACTURING COMPANIES TYPICALLY HAVE ABOUT

A70% EMPLOYEE TURNOVER RATE, PALMETTO INDUSTRIES INDIA BOASTS JUST A5% TURNOVER
RATE.

ENVIRONMENTAL

PALMETTO RECOGNIZES ENVIRONMENTAL CONSERVATION AS A PERTINENT FACTOR IN OUR

DAILY LIVES NOW AND IN THE FUTURE. TO ACHIEVE THE GOALS OF A PEACEFUL AND

ENVIRONMENTAL FOR OUR GENERATION AND THOSE TO COME ,WE REUSE , RECYCLE AND REBUY.

22
Reusing serves as a key component to environmentally beneficial landscaping. Reuse of
products prolongs the useful life off these materials, thus delaying final disposal or recycling.
Many items can be reused effectively without adding much time or energy. Our factory in
India utilizes renewable energy resources such as wind and solar, which augments our
monthly energy consumption. In addition, we incorporate a rainwater harvesting system to
supplement our landscaping needs.

Recycling is the segregation, collection, storage, and removal of recyclable or compostable

materials from the municipal solid waste stream. We recycle all our products hundred percent
by allowing all bags from our from our customers, whether clean, dirty, damaged, and etc. to
be recovered and processed on a convenient and processed on a convenient and consistent
frequency.

Rebuying involves re-thinking purchasing habits. We look for products that meet our needs
have a better environmental profile than our previous products purchases. Our factory in
India utilizes only materials that are native to the region and country whenever possible.

FOOD GRADE CLEAN ROOM

• FIBC Bags: Food Grade clean room

• We ensure that our facilities conform to FDA directives relating to food grade
manufacturing.
• Class
• Segment targeted:
• Pharma
• Food

Special Products

Our food grade bulk bags are specially designed for the food and pharmaceutical
industries. Because we are a vertically integrated manufacturer of FIBCs, the processes
involved in production are all under our control and supervision. We ensure that our
processes and facilities conform to FDA directives relating to manufacturing materials that
come into contact with food. All employees received updated documented training on
hygienic standards of processing food grade Bags and we are continuously upgrading our
production facility to achieve the highest standards for food safety.

23
GLOBAL SUPPLY CHAIN

NOW, WHAT GOOD DOES IT AMOUNT TO IF ONE has the best of a manufacturing
facilities but isn’t able to reach ones products on time to the customer? Palmetto rightly
addresses this question by assigning top priority to its supply chain, the likes of which has
few equals in the industry.

With over 5oo,ooo square feet of warehouse space across the globe, palmetto effectively
closes the loop in managing its supply chain right from storing inventory down to reduction
of lead times and in facilitating distribution. Proprietary agreements with land, sea and air
freight companies have enabled Palmetto to guarantee deliveries with a high degree of
consistency, time PALMETTO INDUTRIES er time.

The company SCM is well and truly propped by its TPM (total Packaging Management].
The TPM agenda of Palmetto features product supply, apart from all aspects of procurement
and distribution such as ordering, tracking, unloading, receiving, inventory management and
in-situ in-situ evaluation.

INVENTORY MANAGEMENT

Palmetto has incorporated a web based inventory management program that allows
customers to have immediate access to their orders status as well as inventory levels.
Information is real time and continuously update.

Palmetto Industries has over 5oo,ooo square feet of warehouse space available globally to
store inventory, reduce lead times and facilitate distribution. We incorporate exclusive
agreements with and ocean freight companies to guarantee competitive and consistent
deliveries. We have an excellent relationship with customs officials globally that assures
facilitated container processing. Once processed by customs, containers will be routed to any
of our warehouses. Many bags warehoused until required releases.

Currently and at any given point in time, we have over 2oo,ooo bags in the US. We
maintain about 8-1o percentage of the annual usage for most of our customers in our
warehouses.

The inventory bags are palletized and maintained in a clean environment. We also
maintain over 5oo,ooo bags at some of our customers sites on consignment. Most of our
maintain at least one months inventory.

24
TOTAL PACKAGING MANAGEMENT

Palmetto offers a complete management program for all packaging items. This includes
but is not limited to the complete supply of all packaging and all aspects of its procurement
and distribution such as ordering, tracking, unloading, receiving, inventory management and
on site inspection and evaluation.

Palmetto Industries is the Flexible Packaging company in driving down costs and
increasing capacity in order to service our growing customers needs. We are globally
increasing our vendor base and investing in spatial equipment to continually increase
capacity. Our ability to leverage high volume raw material purchase and extreme freight
discounting has pushed us ahead of the competition and has paved the way for our long-term
vision of becoming the largest FIBC supplier in the world.

Palmetto Industries International Inc. offers both FTL [full truck load] and LTL [less than
full truck load] options to ship our products within the US, as well as overseas. By working
with several freight companies, we are able to provides shipping at a reasonable cost with
total customer satisfaction in mind.

Your pricing is given either with FOB or DEL rates.

1. FOB[freight on board]- freight costs are not factored into your pricing, but are added to
you invoice.
2. DEL[delivered]-freight costs have been included in your pricing.

25
 COMPANY PROFILE

IN 1994 Shankar Balan started palmetto industries in Augusta, Georgia and began making
bags in a factory off Tobacco Road. In the first year, with less than 2o employees, Palmetto
generated over one million in sales.

In 1995 Palmetto Industries established joint ventures in India and became the first
company to construct an FIBC bag overseas in India. In just its over three million in revenue,
Palmetto Industries was recognized as the 6 th fastest growing business by Entrepreneur
Magazine.

In 1996 Palmetto Industries was once again ranked in the top 2o of Entrepreneur
Magazines fasted growing, coming in at the 16th fastest growing company. One year later in
1997 Palmetto created its first supplier relationship in China.

Via acquisition of supplier assets Palmetto Industries India Private Limited was
established in Pondicherry, India in 2oo6. With over 1oo,ooo square feet of manufacturing
space, Palmetto Industries becomes the first vertically FIBC manufacturer with
manufacturing capabilities in India.

Between 2oo8 and 2oo9 Palmetto Industries received ISO:9OO1, ISO:22OOO and
HACCP certifications.

Today, Palmetto Industries has explained our sales forces in the USA and added strategic
warehouses within the USA and Europe to better serve our US and International customer
bases. We have dedicated ourselves to not only provide the highest quality product in the
industry but to do so while providing customer service to our clients.

NOTE FROM CEO

Thank you for visiting our website. Since opening our doors over 2O years ago, Palmetto
has emerged as a customer manufacturer of FIBCs. Our foresight and tenacity has helped us
thrive through tumultuous economic conditions. Our primary goal is to continuously serve
our customers. That is why are one f the largest manufacturers and distributors of FIBCs in
North America.

26
 We are confident that we can help you accomplish your goals-better products, lower costs,
and fewer issues. Our sales team will be delighted to demonstrate to you how we can better
serve your needs.

We look forward to working with you. Please to do not hesitate to call me or anyone in
our company, if we can me or anyone in our company, if we can be of service.

Palmetto Industries International

PALMETTO AUGUSTA

Palmetto International

Established in 1994 by Shankar Balan in Augusta, Georgia, Palmetto Industries offers a

full array of flexible packaging products. Our corporate headquarters is located in
Grovetown, Georgia, just outside of Augusta, and serves as the hub of our North American
distribution network.

Our products include Bulk Bags, WPP/BOPP Bags, Intermodal Liners and Drop Cloths,
We operate vertically integrated manufacturing facilities in India and selective facilities in
China and Mexico

With decades of experience, our dedicated management team is able to service all of your
flesible packaging needs living up to your highest customer service expectations.

PALMETTO INDIA

OUR FACTORY

 Our state-of-the-art facility position Palmetto as the only company with a global
headquarters in the US to own a vertically integrated FIBC manufacturing facility
overseas
 BRC certification
 ISO 22OOO:2OO8; Food Safety Management System for direct food packaging
material
 ISO 9OO1:2OOO; Quality Management System
 HACCP certification
 UN certification

27
 Entire plant of nearly 12O,OOO sp. Ft. constructed area operates under Clean Room
Operating Conditions.
 Designated single entrance to the plant with controlled health and hygiene check.
 Double door system ensures air locking to maintain positive so when one door is
opened the other one remains closed.
 Individual lockers for employees and visitors to keep their personal belongings and
loose items.
 Entry of all workers is mandatory through a disinfectant feet-wash passage.
 Non-contact hand wash system with electronic sensors.
 Mandatory use of factory footwear ,and hair-nets/hair-caps. For entire workforce, no
jewelry items are permitted inside the plant.
 Canteen and eating areas are separate from the manufacturing section/ food and water
are not allowed inside the manufacturing area.
 Prohibition of the se of tobacco and related products within the entire factory
premises.
 Walls are clad with tiles, ceiling, is covered with E Board, light fitting is shatterproof
all windows sealed, all glass used in the production facility are toughened.
 Coving is utilized in finishing section.
 Pavement in factory area is done with compact tiles to prevent dust in air.

 Walking only through designated walkways.

 Restricted entry in the Liner and Finishing Sections.
 Use of Disposable gloves for working making Liners.

Our employees in India are provided on campus housing and physician, continuous
education on practices of public health, work safety and personal cleanliness and,
1OO percentage coverage for the entire schooling of our employees children and/or
spouses. Palmetto also recognizes in India practice Yoga daily.
Furthermore, Palmetto has increased our presence in the nearby towns where most of
our employees were raised. Palmetto will continue to offer free lessons on awareness
in areas related to health, safety, and education.

28
 OUR PEOPLE
Palmetto Industries has an excellent team of trained and dedicated people to serve
the needs of both large and small companies. From account managers that are trained
specialists, to top-notch researchers in polymer science, we offer a comprehensive and
in depth talent and experience pool.

 PRODUCTS
 APC/PEANUT BAGS
 FIBC BAG TYPES AND STYLES
 WOVEN POLYPROPYLENE FABRIC
 BULK BAG GLOSSARY
 LINERS
 CROHMIQ LICENSED
 UN CERTIFIED
 PALM PAKS/BOPP
 INTERMODAL BULK CONTAINER LINERS
 SPECIAL PRODUCTS

MULTIWALL PAPER BAGS

Multiwall Paper Bags offer a safe, efficient and durable packaging solution for
a wide array of products such as; pet food, seed, material, chemicals, yard waste and
more. Our professional and knowledgeable sales staff can work with you to tailor
make a bag according to your needs.

PP WOVEN BAGS

PP Woven bags are some of the most widely chosen bags in the packaging industry
due to their versatility, flexibility and strength. PP Woven bags are lightweight,
resistant to tearing, do not degrade when wet and offer great cost savings, both

29
directly an indirectly, we can laminate these bags with BOPP film to offer
highresolution printing for your specific needs

SAND BAGS

Palmetto Industries International, Inc offers UV stabilized polypropylene woven

sand bags. They are strong, light, durable and easy to use. Our custom sand bags meet
and exceed the reuirements for any project or site . we at palmetto industries
international , inc construct these bags with flexibility in mind . they are a great an
inexpensive durable solution for floods, erosion , control, as well as highway barrier
applications. Our sand bags san tubes come in many shapes and sizes. Custom
printing is also available.

30
 CHAPTER II
MAIN THEME OF THE PROJECT

2.1 REVIEW OF LITERATURE

EMPLOYEE MOTIVATION:

John Chao Hong (1995): Everyone works in expectation of some rewards, and welfare is
one of them. In order to understand the impact of employee benefits on employees'
workmotivation and productivity, questionnaires were sent to corporations which had
undertaken employee benefit programmers. Some of the significant results of this study are:
employee benefit programmers have greater impact on work-motivation than on productivity;
monetary benefit programmers are most highly valued by both executives and workers; there
is a cognitive gap between management and worker on the importance of employee benefit
programmers; different genders have different benefit demands; unmarried employees, more
than married employees, perceive that employee benefits have a greater impact on job
performance. Employees with different education levels and positions perceive different
employee benefit impacts; and employee benefit programmers have greater influence on
younger employees' job performance.

NaliniGovindarajalu (2004) : A theoretical framework for environmental performance by

looking at the crucial employer and employee factors affecting environmental performance.
The model focuses on the integration between top management commitment, employee
empowerment, rewards, feedback and review, and environmental performance. Suggestions
for managers on implementing core concepts from the model, in addition to the challenges
they may encounter are discussed throughout the article.

PoojaGarg, RenuRastogi (2006): Purpose – The paper aims to identify the key issues of job
design research and practice to motivate employees' performance.

Design/methodology/approach – The conceptual model of Hack man and Oldham's job

characteristics has been adopted to motivate employees' performance.

31
Findings – The paper finds that a dynamic managerial learning framework is required in
order to enhance employees' performance to meet global challenges.

Practical implications – Traditional outcomes will certainly remain central to the agenda. But
some wider developments are to be incorporated within organizational systems so as to
motivate employees for better sperformance.

Originality/value – The paper may be of value to researchers and practitioners in the

management development field for offering enhanced jobs to employees leading to improved
performance.

Jari-Erik Nurmi (2004) : A person-oriented view to examine what kind of motivational

orientations employees have, and how they contribute to their well-being. Two separate
studies were carried out. A total of 286 white-collar workers employed in a public sector
educational institution in a middle-sized town in Central Finland participated in the first
study (116 men and 170 women). All the participants filled in Little's Personal Project
Analysis and burnout inventory, a work ability index, Beck's Depression and Diener's
Satisfaction with life scales. Analysis of the results found four motivational orientations,
work-, self-, hobby- and health-orientations among the employees. The work-orientation was
related to burnout and low working ability, the self-orientation was related to depression and
burnout, and the hobby- and health-orientations were related to high life-satisfaction. Study
2, conducted among 186 IT workers replicated the main results. The results are discussed in
relation to workaholism and well-being at work.

Guvence G. Alpander, K.D.Carter (1991): A comparative study of employee needs patterns

in eight international subsidiaries of a multinational corporation. Although in each country
the need to control one's work environment emerges as the most dominant need, four
different needs patterns are identified. The resulting patterns suggest that specific strategies
are necessary for employee motivation in different cultural environments. Strategies that
enhance work motivation in one country should be reviewed carefully before being
transferred to another.

DimitrisManolopoulos (2007): Purpose – The purpose of this paper is to advance the

understanding of the relationship between work motivation and organizational performance
in the extended public sector, by testing empirically common elements of existing theoretical
frameworks.

Design/methodology/approach – A unique questionnaire-based survey was carried out in

three organizations/corporations where the state is the major stakeholder. Of the 1,000
questionnaires distributed, 454 were returned and included in the analysis. By using
descriptive statistics the provision of extrinsic rewards and intrinsic motives in the extended
public sector of Greece was identified.

Findings – Findings show that the public sector in Greece is more likely to provide extrinsic
than intrinsic rewards, however the latter seems to be related to better organizational
outcomes. Both individuals' ability and demographic characteristics are core determinants of
employees' motivational preferences.

32
Research limitations/implications – The core of this paper tests empirically the relationship
between intrinsic and extrinsic motivation with performance in a country of EU “periphery”.
Caution should be exercised in generalizing the results for more advanced economies.

Practical implications – Organizational leaders and public management in Greece need to

conceive work motivation as a complex system and recognize the importance of intrinsic
incentives.

Originality/value – There is currently limited evidence on the impact of motivation in the

performance of the extended public sector. This research is one of the very few that has been
made from the perspective of employees. To the extent of the author's knowledge, this is the
first time that a detailed public sector level analysis on work motivation.

AbimbolaAbifarim (1997) : Reports on a survey conducted to investigate the level of

motivation among librarians and Para-professional staff in Nigerian university libraries using
the questionnaire method to elicit the necessary data. Major variables considered are: training
opportunities, frequency of development, work environment, promotion prospects, sabbatical
leave, communication and management style. Also attempts a brief definition of motivation
and examines the views of a few classical writers on the subject. Reveals a general
dissatisfaction with all the variables but one, i.e. frequency of development. All the
respondents agreed with the frequency of development of staff in their respective libraries.
Suggests some practical ways of motivating staff. Chief among these is the management
style of university librarians going out to see for themselves what is going on in the various
sections of the libraries. By this, university librarians will be able to observe their staff at
work, talk to them in their various offices on a regular basis and be able to carry out on-
thespot assessment, listen and praise staff as the case may be.

Randy K.Chiu, Vivienne Wai-Mei-Luk (2002): A paper reports two studies involving data
collected from 583 participants in Hong Kong and 121 participants in the People’s Republic
of China (PRC), and examines the most popular compensation components offered by
organizations to employees and participants’ perceptions regarding the five most important
compensation components to retain and motivate people in Hong Kong and PRC,
respectively. Results suggested that in Hong Kong, base salary, merit pay, year-end bonus,
annual leave, mortgage loan, and profit sharing were the most important factors to retain and
motivate employees. In China, base salary, merit pay, year-end bonus, housing provision,
cash allowance, overtime allowance, and individual bonus were the most important factors to
retain and motivate employees. Results are discussed in light of economic, geographic, and
culture-related factors.

Douglas Kruse, Richard Freeman (2004): What enables some employee ownership firms
to overcome the free rider problem and motivate employees to improve performance? This
study analyzes the role of human resource policies in the performance of employee
ownership companies, usingemployee survey data from 14 companies and a national sample
of employee-owners. Between-firm comparisons of 11 ESOP firms show that an index of
human resource policies, nominally controlled by management, is positively related to

33
employee reports of co-worker performance and other good workplace outcomes (including
perceptions of fairness, good supervision, and worker input and influence). Within-firm
comparisons in three ESOP firms, and exploratory results from a national survey, show that
employee-owners who participate in employee involvement committees are more likely to
exert peer pressure on shirking co-workers. We conclude that an understanding of how and
when employee ownership works successfully requires a three-pronged analysis of: (1) the
incentives that ownership gives; (2) the participative mechanisms available to workers to act
on those incentives; and (3) the corporate culture that battles against tendencies to free ride.

Gloria E.Miller, Julie I.A Rowney (1999): A paper reports on an exploratory study into the
extent of diversity management initiatives in organizations in one Canadian city. Diversity
management originated in the USA where it is reportedly being embraced by many
organizations and where it has become the basis of a large consulting business. Although a
diverse workforce and workplace diversity management are often argued to be critical to
organizational competitiveness, little is known about how Canadian organizations are
reacting.

Katarina Salmela-Aro (2004): A study utilizes a person-oriented view to examine what kind
of motivational orientations employees have, and how they contribute to their well-being.
Two separate studies were carried out. A total of 286 white-collar workers employed in a
public sector educational institution in a middle-sized town in Central Finland participated in
the first study (116 men and 170 women). All the participants filled in Little's Personal
Project Analysis and burnout inventory, a work ability index, Beck's Depression and Dinner’s
Satisfaction with life scales. Analysis of the results found four motivational orientations,
work-, self-, hobby- and health-orientations among the employees. The work-orientation was
related to burnout and low working ability, the self-orientation was related to depression and
burnout, and the hobby- and health-orientations were related to high life-satisfaction. Study
2, conducted among 186 IT workers replicated the main results. The results are discussed in
relation to work holism and well-being at work.

Bruce and peptone (1999) propose an interesting viewpoint according to which managers
cannot motivate

Employees; managers can only influence what employees are motivated to do.

The role of facilitating quality subordinate-superior communication channels has been

prasied by shields (2007)

34
In the terms of its positive contribution in boosting employee morale. Shields (2007) stresses
two specific advantages of such a practice that relate to offering employees a chance to raise
their concerns and put across

Their point regarding various aspects of their jobs, as well as , supplying them the feeling of
engagement and

Appreciation.

According to Lockley (2012) offering training and development programs that effectively
contributes to personal

And professional growth of individuals is another effective employee motivation strategy. At

the same time,

Lockely (2012) warns to be increased, ideally they need to be devised and implemented by a
third party with

Relevant competency and experience.

Alternative working patterns such as job-rotating, jop-shaeing, and flexible working have
been branded as effective

Motivational tools by Loops (2012) . moreover, Llopis (2012) argues that motivational aspect
of alternative

Working patterns along with its other benefits are being appreciated by increasing numbers of
organizations, however, at the same time; many organizations are left behind from benefiting
from such opportunities.

An interesting viewpoint regarding the issue has been proposed by wylie(2004), according to
which members of

Management primarily should be able to maintain the level of their own motivation at high
levels in order to engage

In effective motivation of their subordinates. Accordingly, Wylie (20004) recommends

managers to adopt a proactive approach in terms of engaging in self- motivation practice.

Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible

motivational tools such as

35
Celebrations of birthdays and other important dates with the participation of whole team
Bruce and Pepitone

(1999) propose an interesting viewpoint according to which manager cannot motivate

employees; managers can only influence what employees are motivated to do.

The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by shields
(2007) in terms of the its positive contribution in boosting employee morale. Shields (2007)
stresses two specific advantages of such a practice that relate to offering employees a chance
to raise their concerns and put across their points regarding various aspects of their jops, as
well as, supplying them with the feeling of engagement and appreciation.

According to Lockley (2012) offering training and development programs that effectively
contributes to personal and professional growth of individuals is another effective employee
motivation strategy. At the same time, Lockley (2012) warns that in order for motivational
aspects of training and development initiatives to be increased, ideally they need to be
devised and implemented by a third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have
been branded as effective m otivational tools by Llopis (2012). Moreover ,Llopis (2012)
argues that motivational aspects of alternative working patters along with its other benefits
are being appreciated by increasing numbers of organizations, however, at the same time;
many organizations are left behind from benefiting from such opportunities.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according
to which members of management primarily should be able to maintain the level of their own
motivation at high levels in order to engage in effective motivation of their subordinates. ,
Wylie (2004) recommends managers to adopt a proative approach in terms of engaging in
self-motivation practices.

Furthermore,WYLIE (2004) recommends concentrating on specific variations of intangible

motivational tools such as celebrations of birthdays and other important dates with the
participations of whole team

According to Thomas (2009) the main challenge of motivation in workplaces is identifying

what motivates each individual differences have been specified by Thomas (2009) as the
major obstruction for management in engaging in employee motivation in an effective
manner

Lockely (2012), on the other hand, addresses the same issue focusing on cross-cultural
difference between employees in particular. Namely, culture can be explained as knowledge,
pattern of behaviour, values, norms and traditions shared by members of a specific group
(kreitner and Cassidy,2012), and accordingly, cross- cultural differences is perceived to be a
major obstruction in the way of successful employee motivation .

This point has been explained by Lockley (2012) by insisting that certain practices such as
engaging in constructive arguments and dialogues in workplace canprove to be highly

36
motivational for the representatives of Western culture, whereas the same set of practices can
prove to be counter- productive for employees from Asian countries due to vast cross-cultural
differences.

Llopis (2012) draws attention to the increasing relevance of the work –life balanceproblem
for modern employees and stresses its negative impact on the level of employee motivation.
Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of work
–life balance in personal level, management inverstment on the level of employee motivation
can be wasted.

This viewpoint is based on Hierarchy of needs theoretical framework proposed by Abraham

Maslow (1943), according to which there is a certain hierarchy for individual needs ,and
more basic human needs need to be satisfied in order for the next level needs to serve as
motivators.

According to Thomas (2009) the main challenge of motivation in workplace is identifying

what motivates each individual employee taking into account his or her individual
differences. In other words, individual difference have been specified by Thomas (2009) as
the major obstruction for management in engaging in employee motivation in an effective
manner.

Lockley (2012),on the other hand addresses the same issue focusing on cross-cultural
differences between employees in particular. Namely ,culture can explained as knowledge,
pattern of behaviour , values, norms and traditions shared by members of a specific group
(kreitner and Cassidy,200012),and accordingly,corss-curtural difference is perceived to be a
major obstruction in the way of successful employee motivation.

37
 2.2 RESEARCH METHODALAGY

Research:
The advance learners dictionary English “a carefully investigation or inquire
especially through search for new fact in any branch of knowledge’’.
Redman and more define research as a “systematized effort to gain new knowledge”.
Research design:
A plan of proposed study prepare by research activities be performed in this proposed
study before he undertakes his research work is called “ research design”.
Sample size:
100 respondents we are selected for the survey in the various departments.
Data used:
Both primary data and used in the study.
Sources of data:

1. Primary data

2. Secondary data

1. Primary data
Primary date were collected through survey from the using the questioner helps to
reorganize the employee regarded their jobs and to find out the job performance in the
company as well the job.
2. Secondary data
Secondary data need for conducting this research work were collected form
brochures of the company and employee profile book internet and various journals
etc.
Data collection method:
The survey method is used to collect the data.
Type of question:
The following are type of question which are used in this research.

38
 1. Dichotomous question:
Dichotomous question are type question normally, two opinion such as yes/ no.
2. Multiple choice question:
This type of question more than two options to express the employees view.

Statistical Tools
1. Correlation Method
2. Chi-square Test
1.CORRELATION
Definition of correlation According to croxoton and cowden, The relationship of quantitative
nature, the appropriate statically tools for discovering and measure the relationship and
expressing it in brief formal is known as correlation.
Significance of study of correlation:
Correlation is useful physical and social science. In this book we are study the uses of
correlation in business.
 Correlation is very useful to study the relationship between variable like price
and quality demand .
 To the business ,it helps to establish costs, sales ,price and other related variables.
 Some variable show some kind of relationship; correlation analysis helps in
measure sing the degree of relationship between variable like supply and demand,
price and supply, income and expenditure, etc.
 The relationship between variables can be verified and tested for significance,
which the help of the correlation analysis.
 The effect of correlation s to reduce the range of uncertainty of our prediction.
 Sample error can also be calculated.
 Correlation is the basis for the concept for the concept of regression and atio of
variation.

Correlation formula

39
2.CHI-SQUARE TEST
Chi square test is applied to test the goodness of fit to verify distribution of observed
data with assumed theoretical distribution. Therefore, it is a measure to the divergence of
actual and expected frequencies. It great use in satisfaction, specially in sample studies, and
expected frequencies, and the exent to which the difference can be ignored, because of
fluctuation in sampling describes t If there is no different the actual and expected
frequencies, is zero. Thus, the chi-square test Discrepancy between theory and observation.

Characteristics of test:
 Test is based on events or frequencies, whereas in theoretical distribution the test is
based on mean and standard deviation.
 To draw inferences, this test is applied, especially testing the hypothesis but not
useful for estimation.
 The test can be used between the entire set of observed and expected frequencies.
 For every increases in the number of degree of freedom, a new distribution is formed.

Assumption
 All must be the observed must be independents.
 All the events must be mutually exclusive.
 There must be large observations.
 For comparison purpose, the data must be should be original units.
 The expected frequencies of any cell should not be less than 5. If it is less than, 5, it
should be pooled with the frequency from adjacent item.
 The sample data must be drawn at random basis. Chi-square formula;

Chi- square
Oi = Observed Frequency
Ei= Expected Frequency.

40
 2.3 data Analysis and Interpretation

TABLE-2.3.1.1

GENDER
S.NO Particulars No. of Respondents Percentage (%)

1 Male 70 70%

2 Female 30 30%

Total 100 100%

Inference ; From the above table indicate that 70%of the respondents are male, 30%of the
respondents are female.

CHART -2.3.1.1

30%

Male
Female

70%

41
 TABLE-2.3.1.2

AGE LEVEL
S.NO Particulars No. of Respondents Percentage (%)
1 18-25 14 14%
2 25-35 44 44%
3 35-45 30 30%
4 45 and above 12 12%

Total 100 100%

Inference:From the above indicates that 44%of the respondents are belongs to age group of
25-35 years.30%of the respondents are belongs to age 35-45. 14%of the respondents are
belongs age of 18-25. 12% of the respondents are belongs to age group of above 45 years.

CHART -2.3.1.2

50%
44%
40%
18-25
30% 30%
25-35
20% 14% 35-45
45 Above
10% 12%

0%
18-25
25-35
35-45
45 Above

42
 TABLE-2.3.1.3

EXPERIENCE
S.NO Particulars No. of Respondents Percentage (%)

1 1-5 50 50%
2 5-10 14 14%
3 10-15 22 22%
4 15and above 14 14%

Total 100 100%

Inference:The above table infers that 50% of the respondents having 1-5 years experience.
22% of the respondents having 10-15 years experience.14% of the respondents having 5-10
years experience.14% of the respondents having above 15 years experience.

43
CHART -2.3.1.3
60%

50%
50%

40%
1 to 5
30% 5 to10
22% 10 to 15
20% Above 15
14% 14%

10%

0%
1 to 5 5 to10 10 to 15 Above 15

44
 TABLE-2.3.1.4

MARTIL STSTUS
S.NO Particulars No. of Respondents Percentage (%)
1 Married 70 70%
2 Unmarried 30 30%

Total 100 100%

Inference:From the above table 70% of the respondents are married. 30% of the
respondents are unmarried employees.

CHART -2.3.1.4

80%
70%
70%

60%

50%

40% unmarried
30%
married
30%

20%

10%

0%
married unmarried

45
 TABLE-2.3.1.5

QUALIFICATION
S.NO Particulars No. of Respondents Percentage (%)
1 Higher secondary 26 26%

2 Diploma 34 34%
3 Under graduated 20 20%
4 Technical education 20 20%

Total 100 100%

Inference:The above table infers that 34% of the respondents having diploma, 26% of
the respondents having secondary, 20% of the respondents are having technical education.

CHART -2.3.1.5

34%
35%

30%
26%
25%
20% 20%
20% Higher Secondary

15% Diploma
Under Graduated
10%
Technical Education
5%

0% Higher Secondary
Higher Diploma Under Technical
Secondary Graduated Education

46
 TABLE-2.3.1.6

SALARY
S.NO Particulars No. of Respondents Percentage (%)
1 Below-10000 22 22%
2 10000-15000 34 34%
3 15000-15000 22 22%
4 Above-20000 22 22%

Total 100 100%

Inference:

The above table infers that 34% of the respondents having 10000-15000 salary,22% of the
respondents having below 10000 salary, 22% of the respondents having 15000-20000
salary,22% of the respondents having above 20000 salary

CHART -2.3.1.6

22% 22%

Below 10000
10000-15000
15000-20000
Above 20000
22%

34%

47
 TABLE-2.3.1.7

SATISFIED WILLINGNESS TO WORK

S.NO Particulars No. of Respondents Percentage(%)
1 Highly satisfied 24 24%
2 Satisfied 34 34%
3 Dissatisfied 30 30%
4 Highly dissatisfied 14 14%
Total 100 100%
Inference:

From above indicates that 34% of the respondents are having satisfied willingness to work,
30% of the respondents are having dissatisfied, 24% of the respondents are having highly
satisfied ,14% of the respondents are having highly dissatisfied.

CHART – 2.3.1.7

14%
24%

Highly Statisfied
Statisfied
Dissatisfied
30%
Highly DisStatisfied

34%

48
 TABLE-2.3.1.8

SATISFIED WITH YOUR PRODUCTIVITY

S.NO Particulars No. of Respondents Particulars(%)
1 High 40 40%
2 Below 28 28%
3 Middle 26 26%
4 No opinion 6 6%
Total 100 100%
Inference:

The above table infers that 40% of the respondents are having highly productivity,28% of the
respondents are having below productivity,26% of the respondents are having middle
productivity,6% of the respondents are having No opinion productivity.

CHART -2.3.1.8

45%
40%
35%
30%
No opinion
25%
Middle
20% 40%
Below
15% 28% 26% High
10%
5%
6%
0%
High Below Middle No opinion

49
TABLE-2.3,1.9

RELATIONSHIP WITH IN WORK TEAM

S.NO Particulars No. of Respondents Particulars(%)
1 Excellent 44 44%
2 Good 30 30%
3 Poor 22 22%
4 Very poor 4 4%

Total 100 100%

Inference:

The above table infers that 44% of the respondents are excellent relationship with work
team, 30% of the respondents are having good relationship,22% of the respondents are
having poor, 4%of the respondents are having very poor.

CHART -2.3.1.9
50%
44%
45%

40%
35%
30%
30%
Excellent
25% 22%
Good
20%
Poor
15%
Very poor
10%
4%
5%
0%
Excellent Good Poor Very poor

50
TABLE-2.3.1,10

ANY CHANCE OF MOTIVATION YOU

S.NO Particulars No. of Respondents Particulars(%)
1 Yes 70 70%
2 No 30 30%

Total 100 100%

Inference:

From the analysis of the above table70% of the respondents are says yes chance of
motivation,30% of the respondents are says no chance of motivation.

CHART -2.3.1.10

30%

Yes
No

70%

51
TABLE-2.3.1.11

FEEL YOUR WORK ENVIRONMENT

S.NO Particulars No. of Respondents Particulars(%)
1 Highly satisfied 18 18%
2 Satisfied 38 38%
3 Dissatisfied 34 34%
4 Highly dissatisfied 10 10%

Total 100 100%

Inference:

The above table infers that 38% of the respondents are satisfied working environment, 34%
of the respondents are having dissatisfied,18% of the respondents are having highly
satisfied,10% of the respondents are having highly dissatisfied.

CHART -2.3.1.11
40% 38%

35% 34%

30%

25%
Highly satisfied
20% 18% Satisfied
Dissatisfied
15%
Highly dissatisfied
10%
10%

5%

0%
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

52
TABLE-2.3.1.12

TYPE OF INCENTIVES MOTIVATES YOU ARE MORE

S.NO Particulars No. of Respondents Particulars(%)
1 Financial incentive 60 60%
2 Non financial incentive 32 32%
3 Both 8 8%
TOTAL Total 100 100%
Inference:

The table indicate that 60% of the respondents are having financial incentives, 32% of the
respondents are having non-financial incentive, 8% of the respondents are having incentives
motivates are both.

CHART -2.3.1.12

8%

Financial incentives
32%
Non-financial incentives
Both
60%

53
TABLE-2.3.1.13

MOTIVATION INCREASE YOUR PERFORMANCE

S.NO Particulars No. of Respondents Particulars(%)
1 Strongly agree 36 36%
2 Agree 24 24%
3 Disagree 24 24%
4 Strongly disagree 16 16%

Total 100 100%

Inference:

The table show that 36% of the respondents are having increases motivation performance
helps in strongly agree,24% of the respondents are having in agree, 24% of the respondents
are having disagree , 16% of the respondents are having strongly disagree.

CHART -2.3.1.13

40%

35%

30%

25%
Strongly Disagree
20% Disagree
36%
15% Agree
24% 24% Strongly Agree
10%
16%
5%

0%
Strongly Agree Agree Disagree Strongly Disagree

54
TABLE-2.3.1.14
SELF MOTIVATED
S.NO Particulars No. of Respondents Particulars(%)
1 Yes 70 70%
2 No 30 30%

Total 100 100%

Inference:

From the analysis of the above table 70% of the respondents says yes self-motivated, 30% of
the respondents of says no self-motivated.

CHART -2.3.1.14

30%

Yes
No

70%

55
TABLE-2.3.1.15

SATISFIED WITH YOUR BREAK TIMING

S.NO Particulars No. of Respondents Particulars(%)
1 Normal 36 36%
2 Low time 30 30%
3 Extend time 34 34%

Total 100 100%

Inference:

The table show that 36%of the respondents with break timing normal,34% of the
respondents having extend time ,30% of the respondents are having low time.

CHART -2.3.1.15
37%
36%
36%

35%
34%
34%

33%
Normal
32%
Low time
31%
Extend time
30%
30%

29%

28%

27%
Normal Low time Extend time

56
TABLE-2.3.1.16

AFTER MOTIVATION YOUR PERFORMANCE

S.NO Particulars No. of Respondents Particulars(%)
1 Excellent 46 46%
2 Poor 20 20%
3 Good 22 22%
4 Satisfied 12 12%

Total 100 100%

Inference:

The table show that 46% of the respondents are after motivation performance are helps in
excellent ,22% of the respondents are having good,20% of the respondents are having
poor ,12% of the respondents are having satisfied.

CHART -2.3.1.16

50% 46%
45%
40%
35%
30% Excellent
25% Poor
20% 22%
20% Good
15% Satisfied
10% 12%
5%
0%

Excellent
Poor
Good
Satisfied

57
TABLE-2.3.1.17

TOURE PROGRAM ARANGED IN YOUR INDUSTRY

S.NO Particulars No. of Respondents Particulars(%)
1 Yes 52 52%
2 No 48 48%
Total 100 100%
Inference:

From the analysis of the above table 52% of the respondents of says yes arranged program in
industry, 48% of the respondents are says no program arranged in industry.

CHART -2.3.1.17

48% Yes
52% No

58
TABLE-2.3.1.18

ORGANISATION ENCOURAGE ACHIVE OBJECTIVES

S.NO Particulars No. of Respondents Particulars(%)
1 Insurance 20 20%
2 Medical 34 34%
3 Transport 40 40%
4 Canteen 6 6%

Total 100 100%

Inference:

The above table show that 40% of the respondents are encourage achieve objective are
transport, 34% of the respondents are having medical, 20% of the respondents are having
insurance ,6% of the respondents are having canteen.

CHART -2.3.1.18

40% 40%

35% 34%

30%

25% Insurance
20%
20% Mmedical

15% Transport

10% Canteen

5% 6%
0%

Insurance
Mmedical
Transport
Canteen

59
TABLE-2.3.1.19

APPRECIATIVE FOR ACHIVING THE TARGET

S.NO Particulars No. of Respondents Particulars(%)
1 Award 36 36%
2 Rewards 28 28%
3 Promotional channels 36 36%

Total 100 100%

Inference:

From the above table show that 36% of the respondents are having achieving the target of
award , 36% of the respondents are having promotional channels,28% of the respondents
are having rewarda.

CHART -2.3.1.19
40%
36% 36%
35%

30% 28%

25%

Award
20%
Reward
15% Promational channels

10%

5%

0%
Award Reward Promational channels

60
TABLE-2.3.1.20

MANAGEMENT REALY INTEREST MOTIVATED THE EMPLOYEE

S.NO Particulars No. of Respondents Particulars(%)
1 Strongly agree 38 38%
2 Agree 20 20%
3 Disagree 22 22%
4 Strongly disagree 20 20%

Total 100 100%

Inference:

The table indicates that 38%of the respondents are really interested in motivation strongly
agree, 22%of the respondents are having disagree, 20%of the respondents are having agree,
20%of the respondents are having strongly disagree.

CHART -2.3.1.20
40%

35% Strongly Disagree

30% Disagree
Agree
25%
Strongly Agree
20%
38%
15%

10% 20% 22% 20%

5%

0%
Strongly Agree Agree Disagree Strongly Disagree

61
TABLE-2.3.1.21

ORGANISATION CONDUCT ANY MOTIVATION CLASS FOR

EMPLOYEE
S.NO Particulars No. of Respondents Particulars(%)
1 Yes 58 58%
2 No 42 42%

Total 100 100%

Inference:

From the analysis of the above table 58%of the respondents are says yes organization conduct
motivation class, 42%of the respondents are says no motivation class for employees.

CHART -2.3.1.21

42%
Yes
No
58%

62
TABLE-2.3.1.22

BASED UPON PROVIDE INCENTIVE

S.NO Particulars No. of Respondents Particulars(%)
1 Hard working 38 38%

2 Team co-ordination 34 34%

3 Target achievement 28 28%
Total 100 100%
Inference:

From the table it is inferred that 38% of the respondents are having provide incentive of
hard working ,34% of the respondents are having team co-ordination,28% of the
respondents are having target achievement.

CHART -2.3.1.22

28%

38%

Hard working
Team co-ordination
Target achievement

34%

TABLE-2.3.2.1

63
 CORRLATION ANALYSIS

Organization conduct self-motivation vs class for employee

S.No Particulars Really interested Increase your
Motivation employee performance

1 Strongly agree 19 18

2 Agree 10 12

3 Disagree 11 12

4 Strongly disagree 10 08

50 50

S.No x y

64
1. 19 18 6.5 5.5 42.25 30.25 35.75

2. 10 12 -2.5 -0.5 6.25 0.25 1.25

3. 11 12 -1.5 -0.5 2.25 0.25 0.75

4. 10 08 -2.5 -4.5 6.25 20.25 11.25

∑𝑑𝑥𝑑𝑦
= ∑𝑑 𝑥 2 ×∑𝑑 𝑦 2
co-relation

Inference:

Correlation co-efficient is highly positive, so it can be interpreted that respondents opinion

about motivation which really motivates you and respondents opinion about really
interested in motivation the employee service is highly correlated.

65
TABLE-2.3.2.2

CHI-SQUARE TEST

Organization conductself-motivation Vs class for employees.

Organization conduct self-motivation 35 15 50

Class for employees 29 21 50

Total 64 36 100

HYPOTHESIS:

Ho: There is no significance relationship between the employees

Creativity and convey problems.

H1:There is significance relationship between the employee creativity and

convey problem

Notes:

Oi = Observed Frequency

Ei= Expected Frequency.

66
Calculation:
(Observed (Expected
frequency) frequency) (Oi-Ei) (Oi-Ei)2
Oi Ei
35 32 3 9 0.28
15 18 -3 9 0.5
29 32 -3 9 0.28
21 18 3 9 0.5
Total 1.56

Chi- square

Degrees of Freedom at 5%

Level of Significance=n-1

=4-1

=3

Table value =9.837

Calculated Value=1.56

Science the calculated value of 𝑥2 is lesser than table value. So, Null Hypothesis is
accepted.

Inference:

There is relationship between Incentive for hard work and motivation scheme for
employee`s.

CHAPTER-3

67
 3.1 FINDINGS FROM THE STUDY

 70% of the respondents are male.

 44% of the respondents are 25-35 age working employee.
 50% of the respondents experience are 1-5 years.
 70%% of the respondents are married.
 34% of the respondents are qualification in diploma.
 34% of the respondents are 10000- 15000 salary.
 34% of the respondents are satisfied willingness to work.
 40% of the respondents are highly satisfied with you productivity.
 44% of the respondents are excellent employee motivation relationship with the
work team.
 70% of the respondents says yes change of motivation.
 38% of the respondents are satisfied feel your working environment.
 60% of the respondents are financial incentive motivates you are more.
 36% of the respondents are strongly agree motivation increase your performance.
 75% of the respondents says yes self-motivated.
 36% of the respondents are normal with you break timing.
 46% of the respondents are excellent after motivation your performance.
 52% of the respondents says yes tour program arranged in your industry.
 40% of the respondents are transport encourage you to achieving objectives.
 36% of the respondents are aware achieving the target, 36% of the respondents are
promotional channels achieving the target.
 38% of the respondents are management really interested in motivation the
employee.
 58% of the respondents are says yes motivation class for employee.
 38% of the respondents are hardworking based upon provided incentive.

68
3.2.SUGGESTIONS AND RECOMMERNDATIONS OF THE STUDY:

 The company can provide work environment facility to the employees. The
management can invest certain amount in working environment and fulfill employee
needs. It is used improved productivity.
 The management can provide really interested in motivation the employee in which
they can achieve the target.
 The organization can select the best performance for every year in which it will make
the employee to perform well during the training period and during the work time.
 The organization can training program in systematic manner for the employees to
improve the productivity level in the concern.
 The organization encourage the employee provide incentive to independently in
which they can do their job well be motivating aspect for them.
 The concern should arrange training programmed and motivation class to the
employee in periodical interval. It will create efficiency of work as well as efficiency
of the concern.

69
 3.3 CONCLUSION

 The study conducted at RANE(MADRAS)PVT.LTD. with the “Employee

Motivation’’ In the present situation, every organization should provide motivation
to the employee.
 Employee motivation will help to increase performance standard of an employee as
well as concern. In the duration of the project I have a lot of experience.
 There are various factors that influence motivation factors such as salary, working
conduction, training and job satisfaction. Motivation is the ultimate function of so
many individual attitudes together.
 The motivation performance after motivation ultimate function of many individual
attitudes taken together.
 The various factors that influence motivation factor such as salary, working
conditions, training interpersonal relations and job satisfaction.
 As a result, thousands of organization viewing employee motivation as a strategy be
managed and developed.
 The motivation is the continuous process of the organization have come to
conclusion that the employee motivation plays a significance role in modern
organization

70
 BIBLIOGRAPHY

AND

QUESTIONNAIRE

QUESITONNAIRE

1.Name :

2.Age :

3.Gender : a).Male b)Female

4. Experience :

5. Marital status : a) Married b) Unmarried

6. Qualification :

a)Higher secondary b)Diploma c)Under graduate d)Technical education

7.Salary :

a)Below10,000 b)10,000-15,000 c) 15,000-20,000 d) Above20,000

8.Are you satisfied willingness to work.

a)Highly satisfied b)Satisfied c)Dissatisfied d) Highly dissatisfied

9.You are satisfied with your productivity

a)High b) Below c)Middle d)No opinion

10.The employee motivation relationship with the work team?

a)Excellent b)Good c)Poor d)Very poor

11.Is there any chance of motivating you?

a)Yes b)No

12.Do you feel your working environment?

a)Highly satisfied b)Satisfied c)Dissatisfied d) Highly dissatisfied

71
13. Which type of incentive motivates you are more?

a)Financial Incentives b)Non- Financial Incentives c)Both

14.Which type of motivation increases your performance

a) Strongly Agree b) Agree c)Disagree d)Strongly Disagree

15.Are you self-motivated?

a)Yes b)No

16.Are you satisfied with your break timing

a) Normal b)Low time c)Extend time 17.After

motivation your performance how will be there.

a)Excellent b)Poor c)Good d)Satisfied 18.Any

tour program arranged in your industry

a)Yes b)No

19.Does the organization encourage you to achieve objectives.

a)Insurance b)Medical c)Transport d)Canteen

20.How will they appreciative for achieving the target.

a)Award b)Rewards c)Promotional channels 21.Is

management really interested in motivation the employee?

a) Strongly Agree b) Agree c)Disagree d)Strongly Disagree

22.The organization conduct any motivation class for employee.

a)Yes b)No

23.Which is based upon provide incentive.

A)Hard working b)Team co-ordination c) Target achievement

24.Suggestion……......................

72
4.2 BIBLIOGRAPHY

1.Aswathappa. K, Human Resource and personal Management, Tata McGraw-Hill

Publication.

2.ArumMonappa and Saiyadain, Mirza s.,Personal Management, Tata McGraw-Hill

Publications.

3.Flippo, Edwin.B., Personal Management, McGraw- Hill International Publications.

4.Jayasankar.J, Principles of Management., Margham Publications.

5. Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New
York:

John Wiley & Sons.

6. Terpstra, D. E. (1979). Theories of motivation: borrowing the best. Personnel Journal,

58. 376

7. Vroom, V. H. (1964). Work and motivation. New York: Wiley.

8.Carleton Karen-How to Motivate and Retain Knowledge Workers in Organization.

9.MiriamErez, Work Motivation in the Context of a Globalization Economy.

WEBSITES

1. WWW. Citehr.com

2. WWW. findarticles.com

3. WWW. Wikipedia.org

4. WWW.management paradise.com

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