CHAPTER I INTRODUCTION
1.1
INTRODUCTION
The project work entitled a study on employee motivation with special reference to Tamilnadu Jaibharath Mills Limited, Malayankulam Malayankulam is mainly conducted to identify the factors which will motivate the employees and the organizational functions in Tamilnadu Jaibharath Mills Limited, Malayankulam. Management‘s basic job is the effective utilization of human resources for achievements
of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and t o develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization. Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the ‗will to work‘ among
the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of Tamilnadu Jaibharath Mills Limited, Malayankulam. The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and data‘s are presented through tables and charts
1
1.2
COMPANY PROFILE
Company Name
: Tamilnadu Jaibharath Mills Limited, Malayankulam.
Chairman
: Mr. Srinivasa Naidu.
Exchange
: BOM
2012 Sales
: Rs 857,530,000
Major Industry
: Apparel & Textiles
Country
: India
BOARD OF DIRECTORS
Mr. Srinivasa Naidu
- Chairman
Mr. D. Senthilkumar
- Managing Director
Mr.T.R. Dhinkaran
- Director
Mr.T.R.V. VAradarajan
- Director
Mr.T.Rajasekaran
- Director
Mr. Kothari
- Director
Mr.G.Bhaskaran
- Director
Mr.p.Manojkumar
- Director
Mr.J.Balakumar
- Director
Sister Concern
Sri Ramalinga Mills Limited
Harshni Textiles Mills
VISION
Create an ambience and atmosphere at workplace that refreshing and motivating.
Each in its place is easy to identify.
To improve productivity.
To create self-discipline and Teamwork.
2
1.2
COMPANY PROFILE
Company Name
: Tamilnadu Jaibharath Mills Limited, Malayankulam.
Chairman
: Mr. Srinivasa Naidu.
Exchange
: BOM
2012 Sales
: Rs 857,530,000
Major Industry
: Apparel & Textiles
Country
: India
BOARD OF DIRECTORS
Mr. Srinivasa Naidu
- Chairman
Mr. D. Senthilkumar
- Managing Director
Mr.T.R. Dhinkaran
- Director
Mr.T.R.V. VAradarajan
- Director
Mr.T.Rajasekaran
- Director
Mr. Kothari
- Director
Mr.G.Bhaskaran
- Director
Mr.p.Manojkumar
- Director
Mr.J.Balakumar
- Director
Sister Concern
Sri Ramalinga Mills Limited
Harshni Textiles Mills
VISION
Create an ambience and atmosphere at workplace that refreshing and motivating.
Each in its place is easy to identify.
To improve productivity.
To create self-discipline and Teamwork.
2
MISSION
To manufacture products, incorporate good design, quality, using 5S principles and Kaizen.
To update the menu manufacture of organization continuously and train employees in various organization functions too efficiently.
To increase the turnover and simultaneously cut cost, to produce good quality product and generate profit for further investment.
BUSINESS DESCRIPTION
Tamilnadu Jai Bharath Mills Limited is is an India India based company.
The company is
engaged in the business of manufacturing of cotton yarn. The company is located at Malayankulam village, Sankarankovil, Tirunelveli district. Total spindling capacity of the group is around 3, 00,000 spindles.
GROUP PROFILES
Tamil Nadu Jai Bharath Mills Ltd (TNJB) was established in the year 1993 with a spindle capacity of 16,000.
TNJB belongs to Ramalinga Mills group group of companies, the Spindlage
capacity of the group is around 3, 00,000 spindles. The mill has the state of the art latest machineries to produce superior quality yarn complying with Uster 5% standard levels. levels. They have the latest testing equipment capable of testing the raw material material cotton as well as the finished product yarn. yarn. All the autocorners in the mills are fitted with Siro electronic yarn – clearers clearers and Blow room lines are equipped with vision shield. The Raw Material Cotton is subjected to 4 Stages of contamination removal process to give their Customers high level of Color and White Poly propylene contamination guarantee. They could give their yarn in pallet packing also to comply with Euro standards. They do supply cotton yarn to one of their Associate Mill, Harshni Textile Mills Ltd, with a spindle capacity of 50,000, meant for both domestic and Export markets.
3
SUPPLIERS
LMW
-
Madurai
Lakshmi Card Clothing Manufacturing
-
Madurai
B & M Incorporate
-
Madurai
Santhi Incorporate
-
Madurai
Air tech Engineeniring Service
-
Madurai
Shree Bala Associate
-
Erode
Techno plast
-
Coimbatore
Sri Rajesh Traders
-
Coimbatore
Devishree Pvt Limited
-
Coimbatore
Vivin Pvt Limited
-
Salem
Mavani Enterprise
-
Coimbatore
EXPORTING COUNTRIES o
Germany
o
Belgium
o
Portugal
o
Dubai
PRODUCTION SCHEDULE Shift
Working Time
Working Hours
I Shift
8.00 am to 4.00 pm
8 Hours
II Shift
4.00 pm to 12.00 Midnight
8 Hours
III Shift
12.00 Midnight to 8.00 am
8 Hours
MACHINE
Machine Count
-
40SK, 60SK.
4
MACHINE CAPACITY
Length
-
80KM
Strength
-
24
Micro
-
3.7
Uniformity
-
47
Maturity
-
8
Fiber Quality Index
-
74 (or) 75
NUMBER OF WORKERS
The total number of employees currently working in Tamil Nadu Jaibarath Mills Limited is 950 comprising 340 male workers and 610 female workers.
REGULATIONS UNDER THE GOVERNMENT DEPARTMENTS
Tamilnadu Jaibharath Mills Limited is regulated by the below mentioned government rules/departments.
Income Tax At
Sales Tax Act
Central Excise (Service Tax)
Factories Act
Employees Provident Fund
Employees State Insurance Corporation
Textile Commissions
Registrar of companies
Pollution Control Board
Statistics
Regulation marked
5
CHART 1.1 ORGANISATIONAL STRUCTURE
VP.W
DGM
MM-SPG
Preparatory Production
Productio
Quality
Planning
Maintenance
Warehouse
Maintenan c
Assistant Sub
Assistant
Manager
Supervisor Supervisor
Foreman
Supervisor
Clerk Trainers Clerk
6
Clerk
DEPARTMENTS FINANCE DEPARTMENT
The functions of the department are preparing the profit and loss account and to identify the business growth, determine the financial position, fixing the selling price and determine the future activities. STORE DEPARTMENT
Stores department is in charge for materials issue, materials handling and maintaining stores ledger and stock for spares. Receipt of principal spares is recorded on spares stock which has been kept at necessary work stations for quick and easy issue of spares. Cotton is issued on the basis of mixing ratio. Cotton issues are updated in the cotton issue register. All products shall be handled in their original packing where possible or as per instructions provided Store keeper shall ensure that handling tools are light for use, purpose intended and would not change the product being handled. All handing tools shall be checked to detect any change or deterioration Equipment found to be non-conforming shall be identified or referenced in work instruction inspection and test plan. Handing equipment shall be used in accordance with manufacture and statutory authority recommendations. Any special requirements shall be specified or referenced in work instruction inspection and test plan. All Procured stock shall be stored in their allocated locations. Product numbers or materials description are marked on bins or cartons or locations wherever possible. Different product numbers or brand names shall not be mixed. All materials where possible shall be stored in their original packing or as per instructions provided to identify the goods easily. Where there is likelihood of mix up of different products, each product or box containing them shall be marked clearly with product details. Regular stock verifications are undertaken to verify quantities and quality. Any product found non-conforming shall be handled as per procedure for control of non-conforming products.
7
PRODUCTION DEPARTMENT
Here inputs are converted into the output. Production may be defined as the process, where in the manpower, money is managed into output with the help of certain process, planning, scheduling and controlling.
INFRASTRUCTURE LOCATION
As the mill, is located in a cotton growing belt, the required raw material can be easily procured locally, As many spinning mills exist around Sankarankovil, skilled labour is available in plenty. Technical consultations and assistance can be available easily. As the industry is located on a highway, easy transportations is ensured Sankarankovil is also connected by rail. Hence, transporting cotton from upcountry stations by rail is possible. LABOURS
The mill is situated at Malayankulam, which is surrounded by many villages. A marginal increase is expected in the labour requirement which can be easily met. The total number of employees currently working in Tamil Nadu Jaibarath Mills Limited is 950 comprising 340 male workers and 610 female workers. POWER
The mill is presently with a low tension power connection. The mill is going for high tension power connection in the expansion project. The proposed connected land is 500KV. The required land is readily available and is expected in time. BLOW ROOM
Cotton generally comes in the form of highly compressed bales, which is well opened in the blow room. Though this opening process, foreign materials such as leaf, seed particles dust and other impurities are removed with minimum loss of lint, which comes in the form of lap. The degree of opening imported bearing on the blow room has a good bearing on the yarn quality.
8
TABLE 1.1 OPENING EFFICIENCY OF BLOW ROOM LINE
S. No
Sequence of blow room machinery
Opening Efficiency
1.
MBO-MC-PO-EPOI-EB2
92%
2.
MC-ERMI-ERM2-KP
89%
3.
SC-SC2-PO1-PO2-KB1-KB2
89%
4.
SC-PO-3BB-KB
80%
5.
MPO-MCI-MC2-2BB-KB
85%
6.
SC-ERM-PO-KE1-KB2
90%
7.
SC1-PO-SC2-3BB-KB
83%
MBO
-
Mixing Bale Opener
MC
-
Mono Cylinder
PO
-
Porcupine opener
KB
-
Krishner Beater
ERM
-
ERM Cleaner
BB
-
Bladed Beater
Machinery Sequence of modern Blow Room
Blow Room Line A
Blow Room Line B
Mixing Bale Opener
Super Bale breaker
Mono Cylinder
Ax flow Cleaner
Disk type Opener
Step Cleaner with hopper feeder
Licker-in-type-Opener
Procuring type Opener
2 Ballades beater
Krishner Beater
9
CLEANING EFFICIENCY
Beating point
Cleaning Efficiency
Bale Opener
17%
Mono cylinder
52%:
Ax flow Cleaner
15%
Step Cleaner
35%
Disk type Cleaner
15%
Procuring Cleaner
15%
Krishner Beater
10%
METHOD OF OPERATION
Preferable the mono-cylinder cleaner B4 is employed in the blowing room process between the mixing bale opener group and the automatic mixer. Current connection to the pneumatic conveying system ensures a constant under pressure in the machine. All the metallic impurities in cotton are extracted right at the start by in cotton are extracted right at the start by a magnetic double elbow then cotton fufts enter at right angle to cylinder axis where other impurities are removed by collision with the working element. A pin cylinder and the acceleration in the opposite direction which immediately follow. The pin cylinder that guides the fufts over the grid Flying them upward turned over several times as they are flying up. They are bought into contact with the grid on all sides. This sequence explains the extremely efficient yet gently clearing the action of the mono cylinder cleaner.
ECONOMIC FACTORS
Standardized units designed for combining on the building block system from complete installation of high productive capacity.
Fewer spare parts required.
Attendance to machine and its overall maintenance reduced to the barest consumption.
Greater saving in power consumption.
Smaller fitter installation. 10
1.3
High and sustained efficiency in operation
Lower cost of investment.
PRODUCT PROFILE
Spinning is a conversion of fiber into yarn. These fibers can be natural fiber (cotton) or manmade fibers (polyester). Spinning also entails production of manmade filament yarn (Yarn that is not made from fibers). Final product of spinning is yarn. Cotton value chain starts from ginning that add value to it by separating cotton from seed and impurities. Spinning is the foundation process and all the subsequent value additions i.e., weaving knitting, processing, garments and made ups, depend upon it. Any variation in quality of spinning product directly affects the entire value chain. The product profile of Tamilnadu Jaibharath mills limited is presented below:
WEAVING COTTON YARN
Carded Counts
:
Double Yarn -
Ne 20/2 to Ne 30/2
Combed Counts
:
Single Yarn
Ne 25s to Ne 100s, 120s to 140s
:
Double Yarn -
Compact Spinning
:
-
Ne 24/2 to Ne 100/2
Ne 30s To 80s
Knitting Cotton Yarn Combed Counts
Compact Spinning
:
Single Yarn
-
:
Double Yarn -
:
Ne 30s To 60s
Ne 24s to Ne 60s Ne 20/2 to Ne 60/2
RAW MATERIALS
The main raw material for the spinning process ginned cotton which will be available in bale of 170 kgs/bale.
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PRODUCTION PROCESS
mixing
blow room
carding Drawing Simplex
Ring Spinning
Realing
Cone Packing
Packing
Spinning process is show in the flowchart given above Cotton which is in the from bales is fed to blow room followed by various operations like carding and combing depends on the requirement. The final yarn required specifications are met through these operations and winded.
MIXING
Depending upon the need of the customers, different sizes of ginned cotton consisting of a tightly peeved mass of cotton libbers are put into the bale opener. Four or more separate type of openers are used to that learning and losing action take place quickly. So the impurities are gradually loosen out of the fibers. In the machine as a ―sketch‖ fluffy mass of fibers is
compressed. They are referred to as a LAP of cotton.
BLOW ROOM
The opening efficiency of blow room times varies between 80% and 92%. The different opening of efficiency between blow room lines could be mainly due to the difference in the type 12
of openers used. As per the studies conducted porcupine opener, Shirley opener and E.R.M cleaner are found to be good opening points and incorporation of these openers (with proper adjustment of process parameters like speeds, setting etc.,) in the blow room could be expected to improve the achievable opening efficiency of the time.
CARDING
This process further helps to individualize the fibers and to remove foreign substances such as sand, dust, seed cost, leafy, matter and other impurities. It also removes the impurities present in the lap and forms a continuous uniform sliver of required hank. DRAWING
Drawing helps to equalize the crisscrossed fibers of the card sliver without another and align them to the axes of the sliver through the process of drafting. It removes the books of carded fiber and straightens the fibers by sliding them over one another. It helps to improve the regularity in weight per unit length of the sliver.
SIMPLEX
The diameter of the drawing sliver is reduced sufficiently before final spinning yarn. The delivered material along removing is a continuous stand of fibers twisted slightly to give the necessary strength before it is wound on bobbins for the next process.
RING SPINNING
Spinning is the final process of converting cotton fibers into yearns, which involves the process of spinning together fibers, by drawing them fibrous mass and the drafted stand to form yarn of required count. It is wound on ring bobbins. WINDING
The objective of winding is to remove objectionable yarn faults and to make a good package, containing long continuous length of yarn for the next process. They are will on cones, where hank yarn is required. PACKING
Packing means bundle the produced cones. Packing of the cone is a very compact form suitable for transporting purpose. 13
1.4
INDUSTRY PROFILE
Spinning Industry in India has gone from strength to strength since a very long time now as it was his hub of cotton manufacturing. Cotton is not only consumed to the highest extent in India but it has also become one of the most profitable textiles in the export industry. Spinning in India can be classified into 2 categories: medium and long staple. But t here was a shortfall in the ‗extra – long ‗category that continued for many years. There was a massive downfall in the
cotton spinning in India during 2004-2005. The production rate of cotton was about 4 lakhs bales that was less by 5 lakhs bales from the required rate which was 9 lakh bales. Mr.P.D. Patodia, the chairman of the standing committee on cotton, CITTICDRA said that the manufacturing of cotton will rise to 11-12 lakh bales in 2010. The present downfall in the cotton production has witnessed a 50% increase in the price on Indian varieties of ELS, which is detrimental for the spinning mills require domestic accessibility of ELS cotton in increased quantity and of better fiber qualities. To survive this downfall in the cotton trade which is a highly profitable textile in the India Spinning Industry, CITI-CDRA is conducting with various research organizations such as CICR (Nagpur), JNKVV (Khandwa), UAS (Dharwad) and regional Textile Mills‘ Association in R & D activities. It
conducted a discussion pertaining to the development of new varieties of seeds and adopting the advanced procedure of cultivation which will add to the profit in the cotton textile sector of the spinning industry. The most important and efficient step towards the resurgence of cotton manufacturing would be to develop the ELS varieties with lesser duration crops and yield to cost-effectiveness and consistency in cultivation. This will not only motivate the farmers but will also make them stick to the desired sector of cotton crop. The yarn spinning industry covers almost 25 percent of the total industrial production with the need and fashion. An elaborate and detailed assessment is made on various sector of the yarn spinning such as, production, consumption, and Materials. The legislative and the political consequences are also reviewed at the same time. In addition to it, other areas that are being reviewed in the yarn spinning sector are exports, imports, prices, advertising and sales promotion patterns.
14
Some of the popular companies engaged in the Indian Spinning Industry are listed below:
Bhilwara Spinners Ltd (LNG Group) – polyester, viscose, wool-blended fabrics and highend products like lycra and linen. BSL Suitings and Mayur Suitings are the two brands under Bhilwara Spinners Ltd.
Nitin Spinners Ltd. – manufactures single and mult-fold yarns in the range from Ne 4 to Ne 40 appropriate for various applications such as knitted Fabrics, woven Fabrics, Terry Towels, Denims, Furnishing Fabrics, carpets and other Industrial Fabrics.
Sangam (India) Ltd. (Sangam Group of Companies) – Largest producer of dyed yarn in India with a capacity of 64032 spindles in one location.
Ajay Group of Industries – Manufacturer and seller of polyester viscose, polyester woolen and uniform fabrics.
The Spinning Industry in India is on set to hit the global market with other fabrics as well like the cotton textiles with its enthusiasm and consistency in work. It has already reached a phenomenal status in India by beating the obstacles that caused a downfall since past few years and in now on its may to cover a wider area in the spinning sector. Fibers Yarns & Threads analysis is an essential activity for the whole fiber and yarn industry as they are important component of textile industry. As per the fiber report, the trends favor manmade fibers, yarns and threads. They have grown considerably in the recent years which have resulted in significant increase in their production and consumption. However, this rise is due to increased consumption in china which sustains global demand. But demands in fiber industry of other developed countries have decreased due to restructuring of their textile industry.
Global Trends In Fiber, Yarns And Threads – Production And Consumption
The output of manmade fiber had increased in Asia by 11.9%. The consumption of wool and cotton has also increased here by 2.5%. A decline was seen in Europe and Americas it nearly 4.5% each. The growth in today‘s booming markets is predicted to be restricted by
energy and raw materials shortages. Fiber trends have been favorable to manmade fiber output of China, which increased by 17.4% in 2007. India‘s output of raw materials for cotton and
manmade fibers also increased in the same period. The production of spun yarns, cellulosic and 15
synthetic fibers also increased in India. Other countries like Egypt, Thailand and Vietnam are continuously gaining importance. Other high potential nations like Cambodia, Indonesia and Uzbekistan are waiting for investments to tap their full potential. For the period until 2020, an additional demand of 30 million tons of fibers, yarns and threads is forecast, raising the annual per capita consumption from 10.9kg to 13.5kg by 2020. Manmade fiber will keep on gaining importance and polyester will continue to dominate due to its favorable cost benefit ratio, further spinning expansions and supply of raw material from Asia and the Middle East. Cellulose the staple fibers, will rise due to increased use in non-women‘s and textile application. Polyamide and acrylic fibers will be subjected to further relocations and mergers. The markets for small – scale fiber like agamid and carbon fibers will continue growing rapidly. In Natural fibers, as far as cotton is concerned, its demand remained static in 2007 and the same trend is seen in 2008. The main causes for this trend are slower global economic growth and competitive prices of substitute fibers. Moreover, cotton output will lower by approximately 2%. Therefore demand will be high as compared to its supply, causing some mild price rise. Wool prices have fallen after peaking in January 2008 as a result of the easing of drought conditions in the Australian region and also the demand for it has weakened. There is little chance of any strong recovery in demand of wool. The manmade fiber spinning business has further declined in Europe. Japan and the United States, while Asia continued to grow its share in the market. The global manufacturing market share for Asia countries was at 77%, of which two thirds are being manufactured in China. The production of filament yarns rose by 10.0%, mainly due to the growth in polyesters which was up by 14.1%. Staple fibers, the raw material for spun yarn and non-woven, rose by 3.0%. This segment got advantage from the growing demand for viscose and polyester staple fibers as well as cotton.The low cost markets of Asia, Eastern Europe and Central America/Caribbean are supplying over 80% of wholesale yarn and wholesales thread for Western markets apparel requirements.
16
Fibers, Yarns & Threads: The Worldwide Trends
The Growth trend of fiber is not even and is increasingly shifting towards developing economies particularly the Asian countries. Investors, particularly all the companies including fiber companies, yarn companies and industry, are installing new machinery in lower cost regions. In developed and newly industrialized countries, the spinners are facing increasing competition from filament yarns and non – woven‗s too. In spite of all these, many developed economies like Italy are still competitive and have a flourished spinning industry defeating its high labour costs. It is the result of practices adopted by the fiber and yarn industries, like economy exercised while production, state-of-the-art technology for minimizing labour cost, electronic monitoring system for improving productivity, speed, quality and flexibility, innovations in designs and fibers etc. The yarn analysis too shows that the abolition of quotas has presented new challenges in front of the yarn manufactures. As a result of the above trends, the yan companies in developed economics will be forced to move closer to centres of textile and apparel production so that they may offer quick response to changing demands and may also lower prices to remain competitive.
International Trade
The largest producers of cotton, currently (2009), are China and India, which annual production of about 34 million bales and 24 million bales, respectively; most of this production is consumed by their respective textile industries. The largest exporters of raw cotton are the United States, with sales of $4.9 billion, and Africa‘s share of the cotton trade has doubled since 1980. Neither area significant domestic
textile industry, textile manufacturing having moved to developing nations in Eastern and South Asia such as India and China. In Africa, cotton is grown by numerous small holders. Dunavant Enterprises, based in Memphis, Tennessee, is the leading cotton broker in Africa, with hundreds of purchasing agents. It operates cotton gins in Uganda, Mozambique, and Zambia; it often offers loans for seed and expenses to the 180,000 small farmers who grow cotton for it, as well as adice on farming methods. Cargill also purchases cotton in Africa for export. 17
The 25,000 cotton growers in the United States of America are heavily subsidized at the rate of $2bilion per year. The future of these subsidies is uncertain and led to anticipatory expansion of cotton broker‘s operations in Africa. Dunavant expanded in Africa by buying out
local operations. This is only possible in former British colonies and Mozambique; former French colonies continue to maintain tight monopolies, inherited from their former colonialis masters, on cotton purchases at low fixed prices.
TABLE 1.4 TOP TEN COTTON PRODUCERS -2009
People‘s republic of China
32.0 million bales
India
23.5 million bales
United States
12.4 million bales
Pakistan
10.8 million bales
Brazil
5.5 million bales
Uzbekistan
4.4 million bales
Australia
1.8 million bales
Turkey
1.7 million bales
Turkmenistan
1.1 million bales
Syria
1.0 million bales
18
CHAPTER II REVIEW OF LITERATURE
2.1
DEFINITION
Motivation :
Motivation by definition refers to what activates, directs human beh aviour and how this behaviour is sustained to achieve a particular goal. Also it can be defined as the set of processes that arouse, direct and maintain human behaviour towards attaining some goals. Jones (1955) argues that‖ Motivation is concerned with how behaviour gets started, is energized,
is sustained, is directed, is stopped and what kind of subjective reaction is present in the organization while all this is going on.‖
Employee satisfaction:
This refers to the positive or negative aspects of employee‘s altitude towards their jobs or some features of the job
Organizational Goals:
A concept, which refers to the focus of attention and decision-making Among employees of a sub-unit.
Organizing :
This involves the complete understanding of the goals of organization, the Necessity of proper co-ordination, and the environmental factors that influence the goals and employees within the organization.
Employee attitudes :
Mental state of readiness for motive arousal.
Performance :
The act of performing; of doing something successfully; using knowledge as Distinguished from merely possessing it; A performance comprises an event in which 19
Generally one group of people (the performer or performers) behave in a particular way for Another group of people.
Efficiency :
The ratio of the output to the input of any system. Economic efficiency is a General term for the value assigned to a situation by some measure designed to capture the Amount of waste or "friction" or other undesirable and undesirable economic features present. It can also be looked as a short run criterion of effectiveness that refers to the ability of the Organization to produce outputs with minimum use of inputs.
What is motivation?
According to Greenberg and Baron this definition could be divided into three main parts. The first part looks at arousal that deals with the drive, or energy behind individual (s) action. People turn to be guided by their interest in making a good impression on others, doing interesting work and being successful in what they do. The second part referring to the choice people make and the direction their behaviour takes. The last part deals with maintaining behaviour clearly defining how long people have to persist at attempting to meet their goals. Kreitner (1995), Buford, Bedeian &Linder (1995), Higgins (1994) all cited in Linder (1998,p3) defined motivation as ―the psychological process that gives behaviour purpose and direction, a
predisposition to behave in a purposive manner to achieve specific unmet needs, an unsatisfied need, and the will to achieve, respectively. Young (2000, p1) suggest that motivation can be defined in a variety of ways, depending on who you ask .Ask some one on the street, you may get a response like ―its what drives us‖ or ―its what make us do the things we do.‖ Therefore motivation is the force within an individual that account for the level, direction, and persistence of effort expended at work.‖ Halepota (2005, p16) defines motivation as ―a persons active participation and commitment to achieve the prescribed results. ‖Halepota further presents that the concept of motivation is
abstract because different strategies produce different results at different times and there is no single strategy that can produce guaranteed favourable results all the times.‖ According to Antomioni (1999, p29), ―the amount of effort people are willing to put in
theirwork depends on the degree to which they feel their motivational needs will be satisfied. On 20
the other hand, individuals become de-motivated if they feel something in the organisation prevents them from attaining good outcomes. It can be observed from the above definitions that, motivation in general, is more or less basically concern with factors or events that moves, leads, and drives certain human action or inaction over a given period of time given the prevailing conditions. Further more the definitions suggest that there need to be an‖ invisible force‖ to push people to do something in
return. It could also be deduced from the definition that having a motivated work force or creating an environment in which high levels of motivation are maintained remains a challenge for today‘s management. . This challenge may emanate from the simple fact that
motivation is not a fixed trait – as it could change with changes in personal, psychological, financial or social factors.
Motivational theories
Even though much research been conducted on the field of financial motivation and manyresearchers and writers have proposed theories on the concept of financial motivation, and itsrole in enhancing employee‘s performance in ever y organisation some of these models have been widely used and accepted by today‘s organisations leaders. In this thesis discussion on
some of the motivational theories will include Alders (ERG theory), Maslow (Need theory), Vrooms (Expectancy theory), Adams (Social equity theoty), Taylor (productivity theory), Herzberg (Two factor theory), Mac Gregory (theory X and Y), Geogopalaus (path goal theory) and skinner (Reward theory). To better understand this discussion a summary of the theories is presented and an indebt discussion on Maslow and ERG theories on which I base my thesis overlooked. Alder asserts in his Existence relatedness and growth theory commonly known as the ERG theory that there are three basic human needs: Existence, relatedness and growth, which must be meet by an employee to enable him, increase performance. Maslow (1943) suggests that human needs can be classified into five categories and that These categories can be arranged in a hierarchy of importance. These include physiological, Security, belongings, esteem and self-actualization needs. According to him a person is Motivated first and foremost to satisfy physiological needs. As long as the employees remain unsatisfied, they turn to be motivated only to fulfil them. When physiological needs are 21
satisfied they cease to act as primary motivational factors and the individual moves ―up‖ the
hierarchy and seek to satisfy security needs. This process continues un til finally self actualization needs are satisfied. According to Maslow the rationale is qu ite simple because employees who are too hungry or too ill to work will hardly be able to make much a contribution to productivity hence difficulties in meeting organisational gao ls.
Taylor (1911) observed the soldering by employees, which is a situation whereby workers work less than full capacity. He argued that soldering occurs due to the fact employee‘s fear that performing high will lead to increasing productivity, which might cause them to lose their jobs. This slow paces of work where promoted by faulty systems however this situation is not what prevails with contemporary employees who organizations evaluate them through their Performance. Herzberg suggested that there are factors in a job, which causes satisfaction. These he called intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene factors). According to him if the motivational factors are met, the employee becomes motivated and Hence performs higher. Mac Gregory suggested that there exist two sets of employees (lazy and ambitious Employees)with any employees representing theory X, hard and ambitious workers Representing Y. According to him the lazy employee should be motivated to increase Performance in an organization.
1. An integration of the rational model of expectancy theory and the ―caring for people‖ philosophy of the participative approach to employee motivation is presented. The paper describes four ways in which these theories argue that the same processes increase motivation. Data are presented that support these predictions. 2. We present a motivational model of abusive supervision to examine the effects that exposure to abusive supervision has on creativity. In particular, we predict that intrinsic motivation mediates the negative relation between abusive supervision, as perceived by employees, and their creativity. In addition, we examine the extent to which core self-evaluations attenuate the main effect of abusive supervision and the indirect effect of intrinsic motivation. Our results, based on multivalve, multisource data collected in China, fully support our 22
hypotheses, address unexplored theoretical predictions, and offer new directions for mistreatment, creativity, motivation, and personality research. 3. Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems — skills-enhancing, motivation-enhancing, and opportunity-enhancing — on proximal organizational outcomes (human capital and motivation) and distal organizational outcomes (voluntary turnover, operational outcomes, and financial outcomes). The results indicate that skill-enhancing practices were more positively related to human capital and less positively related to employee motivation than motivation-enhancing practices and opportunity-enhancing practices. Moreover, the three dimensions of HR systems were related to financial outcomes both directly and indirectly by influencing human capital and employee motivation as well as voluntary turnover and operational outcomes in sequence. 4. The current study tested a model that links perceptions of organizational politics to job performance and ―turnover intentions‖ (intentions to quit). Meta-analytic evidence supported
significant, vicariate relationships between perceived politics and strain (.48), turnover intentions (.43), job satisfaction (−.57), affective commitment (−.54), task performance (−.20), and
organizational citizenship behaviors toward individuals (−.16) and organizations (−.20). Additionally, results demonstrated that work attitudes mediated the effects of perceived politics on employee turnover intentions and that both attitudes and strain mediated the effects of perceived politics on performance. Finally, exploratory analyses provided evidence that perceived politics represent a unique ―hindrance stressor.‖
23
CHAPTER III PROJECT PROFILE
3.1
ABSTRACT
The scope of the present study was analysis on factors enhancing Employees Motivation of Tamil Nadu Jai Bharath Mills Ltd. The objective was to study employee motivation and motivation factors. The motivation factors are employee involvement, training, working condition and job security ect. My population near 950 and I use random sampling method to sel ect th e sample. My sample size is 150. The data was collect by using printed questionnaires. After the data collection, analysis port was done with the help of statistical tool. The result of the project was the entire employees were getting effective encouragement. The company was all ready giving sufficient level of motivation. For this motivation level the company got better response from employee. Suppose if the company was ready t o increase employee motivation, it will help to enhance company‘s predication level. And also it will help to improve
emplo yee loyalty. Defiantly it totally eradicate employee turnover
24
3.2
OBJECTIVES OF THE STUDY:
1. To study about the employees socio economic profile. 2. To know about the existing motivational program. 3. To measure the satisfaction about the employees towards motivation. 4. To understood the various factors affective the motivation. 5. To know about the employees expectations towards motivation.
25
3.3
SCOPE OF THE STUDY:
This study was completed using the input of full-time and part-time employees of the company in all different departments. These employees were surveyed for the purpose of discovering what is most motivating to them in the workplace. Employee motivation is defined as the eagerness or drive in an employee that directly influences their level of involvement or performance in the workplace. Motivating factors and incentives are reasons for employee motivation, and in order to best evaluate and describe which of these factors are most and least critical to employees, we have split this study up into the following criteria: communication, income, long-term incentives, and non-financial incentives. The study was limited to employees working in the company.
26
3.4
RESEARCH METHODOLOGY
Research:
Research is the process of finding solutions to a problem after a thorough study and analysis of the situational factors. Research Design:
A Research Design is a plan, structure and strategy of investigation so conceived as to obtain answers to research questions or problems. The plan is the complete scheme or program of the research. It includes an outline of what the investigator will do from writing the hypotheses and their operational implications to the final analysis of data. Types of Research Design:
The current study is based on descriptive in nature. A study, which wants to portray the characteristics of a group or individuals or situation, is known as Descriptive study. It is mostly qualitative in nature. Data:
Data is nothing but facts on information from which conclusions may be drawn. Types of Data:
1. Primary Data 2. Secondary Data Primary Data:
For collecting he primary data, questionnaires are prepared and personal interview is conducted. Secondary Data:
Secondary data is collected from Internets, Various books, and Company Records.
27
3.5
SAMPLING:
Sampling method is the process of learning about the population on the basis of a sample is that part of the universe which we select for the purpose of investigation. Sampling Method:
The current analysis based on convenience sampling method. It is a type of non probability sampling which involves the sample being drawn from that part of the population which is closed to hand. That is a sample population selected because it is readily available and convenient. Sample size:
For conducting the present study 150 employees are taken as sample from Tamilnadu Jaibharath Mills Limited, Malayankulam 3.6
TOOLS FOR ANALYSIS
The data collected were edited, classified, tabulated and analyzed by the following satisfied tool.
Percentage Analysis
Chi Square Test
F-test(or)t-test
Rank correlatin
ANOVA
28
3.7
LIMITATIONS OF THE STUDY:
This questionnaire was revised several times before finalization. During those revisions, some questions and some answer choices were removed in order to make the questionnaire as short as possible while still providing worthwhile data. The quality of the data collected will still be sufficient for our study, but perhaps not as specific as a lengthier questionnaire could provide. Because the questionnaire was distributed to only one place of work, the data is not expected to reflect an incredibly wide range of perspectives. To apply results to a greater population, a larger, more random sample would need to be taken.
Another limitation is that there has been limited research conducted to specifically identify how to motivate project team members. Therefore, this paper was restricted to reviewing information about motivation theory in organizations in general and a small number of studies directed.
29
CHAPTER-1V ANALYSIS AND INTERPRETATION
4.1
ANANLYSIS
After the data have been collected, the research turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of raw data through coding tabulation and then drawing statistical inferences. Analysis work after tabulation is generally based on the computation of the various percentages; co efficient etc, by applying various defined statistical formula. 4.2
INTERPRETATION
Inter predation refers to the task of drawing inferences from the collected facts after an analytical and /or experimental study. The task of interpretation has two major aspects. 1. The effort to establish continuity in research through linking the result of a given study with those of another. 2. Establishment of some experience effort.
30
PERCENTAGE ANALYSIS TABLE 4.1 GENDER WISE CLASSIFICATION S. No.
Particulars
No. of Respondents
Percentage
1
Male
67
44.6
2
Female
83
55.3
Total
150
100
Source: Primary Data
31
CHART 4.1 GENDER WISE CLASSIFICATION
Percentage 60
50
40
30
20
10
0 Male
Female
INTERPRETATION
Chart 4.1 shows that various classification of respondents according to Gender. Here for the entire respondent majority of 44.66% respondent is male and remaining 55.33% are female workers.
32
TABLE 4.2 AGE WISE CLASSIFICATION
S. No.
Particulars
No. of Respondents
Percentage
1
Below 20
33
22
2
20 to 30
49
32.6
3
30 to 40
34
22.6
4
Above 40
34
22.6
Total
150
100%
Source: Primary Data
33
CHART 4.2 AGE WISE CLASSIFICATION
Percentage 60 50 40 30 20 10 0 Below 20
20 to 30
30 to 40
Above 40
INTERPRETATION
Chart 4.2 shows that various classification of respondent according to age. Here for the entire respondent majority of 33% respondents are less than below 20 age group 32.66% of the respondent are the group 20to30 and 22.66% of the respondents are in the age above 40 group.
34
TABLE 4.3 EDUCATION QUALIFICATION
S.No.
Particulars
No. of Respondents
Percentage
1
5
44
37.6
2
10
38
32.4
3
12
40
34.1
4
UG
28
23.9
Total
150
100%
Source: Primary Data
35
TABLE 4.3 EDUCATION QUALIFICATION
Percemtage 50 45 40 35 30 25 20 15 10 5 0 5
10
12
UG
INTERPRETATION
Chart 4.3 shows that various classification of respondent according to Edu cational qualification .Here for the entire respondent majority of 37.6% respondents are 5 and 32.47% respondent are 10 and 34.12% of the respondents are in the 12 and 23.93% of the respondents are UG.
36
TABLE 4.4 SALARY WISE CLASSIFICATION
S. No.
Particulars
No. of Respondents
Percentage
1
4000
43
28.6
2
4000 to 6000
43
28.6
3
6000 to 8000
20
13.3
4
Above 8000
44
29.3
Total
150
100%
Source: Primary Data
37
CHART 4.4 SALARY WISE CLASSIFICATION
Percentage 50 45 40 35 30 25 20 15 10 5 0 4000
4000 to 6000
6000 to 8000
Above 8000
INTERPRETATION
Chart 4.4 shows that various classification of respondent according to salary. H ere for the entire respondent majority of 28.66% respondents are 4000 and 28.66% of the respondent are 4000 to 6000 and 13.33 % of the respondents are in the 6000 to 8000 and 29.33% of the respondents are above 8000.
38
TABLE 4.5 DESIGNATION
S. No.
Particulars
No. of Respondents
Percentage
1
Maistry
59
50.4
2
Oiler
20
17.0
3
Labor
41
35.0
4
Helper
30
25.6
Total
150
100%
Source: Primary Data
39
CHART 4.5 DESIGNATION
Percentage 70 60 50 40 30 20 10 0 Maistry
Oiler
Labour
Helper
INTERPRETATION
Chart 4.5 explain that various classification of respondent according to Designation. Here for the entire respondent majority of 50.42% respondents are a re maistry and 17.09 % of the t he respondent is oiler and 35.04 % of the respondents are in the labor and 25.64% of the respondents are helper.
40
TABLE 4.6 HOW MANY YEARS YOU HAVE BEEN WORKING IN THIS ORGANIZATION
S. No.
Particulars
No. of Respondents
Percentage
1
0 to 5
34
22.6
2
5 to 10
56
37.3
3
10 to 15
35
23.3
4
More than 15
25
16.6
Total
150
100%
Source: Primary Data
41
CHART 4.6 HOW MANY YEARS YOU HAVE BEEN WORKING IN THIS ORGANIZATION
Percentage 60 50 40 30 20 10 0 0 to 5
5 to 10
10 to 15
More than 15
INTERPRETATION
Chart 4.6 reveals that various classification of respondent according to experience. Here for the entire respondents majority 37.33% respondents are 5to 10 years 23.33% are 10 to 15 years, 22.66% are 0 to 5 years and remaining 16.66% are more than 15 years.
42
TABLE 4.7 PRODUCTIVITY LEVEL
S. No.
Particulars
No. of Respondents
Percentage
1
To Large Extent
64
42.6
2
To Some Extent
62
41.3
3
Not at all
24
16.0
Total
150
100%
Source: Primary Data
43
CHART 4.7 PRODUCTIVITY LEVEL
Percentage 70 60 50 40 30 20 10 0 To Large Extent
To Some Extent
Not at all
INTERPRETATION
Chart 4.7 shows that various classification of respondent according to production level .Here for entire respondent 42.66 % are To large extent and 41.33% of the respondent are to some extent and 16.00% of the respondents are in the not at all.
44
TABLE 4.8 WHICH TYPE OF MOTIVATIONAL IS GIVEN BY THE ORGANIZATION
S. No.
Particulars
No. of Respondents
Percentage
Monetary
80
53.3
Non Monetary
70
46.6
Total
150
100%
1
2
Source: Primary Data
45
CHART 4.8 WHICH TYPE OF MOTIVATIONAL IS GIVEN BY THE ORGANIZATION
Percentage 82 80 78 76 74 72 70 68 66 64 Monetary
Non Monetary
INTERPRETATION
Chart 4.8 reveals that various that classification of respondent according to Type of motivation. Here for the entire respondent majority of 53.33 % of the respondents are monetary and 46.66% of the respondent are non monetary.
46
TABLE 4.9 WHICH TYPE OF INCENTIVES MOTIVES YOU MORE
S. No
Particulars
No. of Respondents
Percentage
1
Incentive Awards
43
36.7
2
Promotion
49
41.8
3
Appreciation Letters
58
49.5
Total
150
100%
Source: Primary Data
47
CHART 4.9 WHICH TYPE OF INCENTIVES MOTIVES YOU MORE
Percentage 70 60 50 40 30 20 10 0 Incentive Awards
Promotion
Appreciation Letters
INTERPRETATION
Chart 4.9 Explain that various classification of respondent acco rding to Type of incentives. Here for the entire respondent‘s majority 49.57 % respondents are appreciation letters. 41.88 % are promotion, and remaining 36.75% are more than incentive awards.
48
TABLE 4.10 WHICH ACTIVITIES MOTIVATE YOU THE MOST
S. No.
Particulars
No. of Respondents
Percentage
1
Monetary Reward
49
32.6
2
Job Promotion
27
18.0
3
Job Security
35
23.3
4
Transfer
39
26.0
Total
150
100%
Source: Primary Data
49
CHART 4.10 WHICH ACTIVITIES MOTIVATE YOU THE MOST
Percentage 60 50 40 30 20 10 0 Monetary Reward
Job Promotion
Job Security
Transfer
INTERPRETATION
Chart 4.10 reveals that various classification of respondent according to actives motivate. Here for the entire respondent‘s majority 32.66 % respondents are monetary reward. 23.33% are job security and remaining 18.00% are more than job promotion.
50
TABLE 4.11 TRAINING PROGRAMMED IN SYSTEMATIC MANNER TO IMPROVE PRODUCTIVITY
S. No.
Particulars
No. of Respondents
Percentage
1
To Large Extend
64
42.6
2
To Some Extend
32
21.3
3
Not at All
54
36
Total
150
100%
Source: Primary Data
51
CHART 4.11 TRAINING PROGRAMMED IN SYSTEMATIC MANNER TO IMPROVE PRODUCTIVITY
Percentage 70 60 50 40 30 20 10 0 To Large Extend
To Some Extend
Not at All
INTERPRETATION
Chart 4.11 reveals that various classification of respondent according to t ype improves productivity. Here for the entire respondents majority 42.66 % respondents are to large extend, 21.33 % are To some extent , and remaining 36 % are more than not at all.
52
TABLE 4.12 COLLECT THE EMPLOYEES OPINION
S. No.
Particulars
No. of Respondents
Percentage
1
Suggestion Box
18
12.0
2
Weekly Meetings
49
32.6
3
Monthly Meetings
83
55.3
Total
150
100%
Source: Primary Data
53
CHART 4.12 COLLECT THE EMPLOYEES OPINION
Percentage 90 80 70 60 50 40 30 20 10 0 Suggestion Box
Weekly Meetings
Monthly Meetings
INTERPRETATION
Chart 4.12 reveals that various classification of respondent according to type emplo yee‘s opinion. Here for the entire respondent‘s majority 55.33 % respondents are 32.66% are monthly meetings. 41.88 % are promotion, and remaining 36.75% are more than incentive awards.
54
TABLE 4.13 JOB SATISFACTION
S. No.
Particulars
No. of Respondents
Percentage
1
Job Security
38
32.4
2
Promotion
44
37.6
3
Pay and Allowances
18
15.3
4
Working conditions
50
42.7
Total
150
100%
Source: Primary Data
55
CHART 4.13 JOB SATISFACTION
Percentage 60 50 40 30 20 10 0 Job Security
Promotion
Pay and Allowances
Working conditions
INTERPRETATION
Chart 4.13 reveals that various classification of respondent according to jo b satisfaction. Here for the entire r espondent‘s majority 42.73 % respondents are working condition promotion 32.48 % are job security. 15.38 % are Pay and allowances
56
TABLE 4.14 FACILITIES TO THE EMPLOYEES
S. No.
Particulars
No. of Respondents
Percentage
1
Insurance
58
38.6
2
Medical
43
28.6
3
Transport
14
9.3
4
Canteen
35
23.3
Total
150
100%
Source: Primary Data
57
CHART 4.14 FACILITIES TO THE EMPLOYEES
Percentage 70 60 50 40 30 20 10 0 Insurance
Medical
Transport
Canteen
INTERPRETATION
Chart 4.14 reveals that various classification of respondent according to the employees. Here for the entire respondent‘s majority 38.66 % respondents are insurance are 28.66 % are medical. 23.33 % are canteen and 9.33 % are the transport.
58
TABLE 4.15 FACTOR AFFECTING THE MOTIVATION
S. No.
Particulars
No. of Respondents
Percentage
1
Highly Satisfied
34
29.0
2
Satisfied
45
38.4
3
Neutral
38
32.4
4
Dissatisfied
10
8.5
5
Highly Dissatisfied
23
19.6
Total
150
100%
Source: Primary Data
59
CHART 4.15 FACTOR AFFECTING THE MOTIVATION
Percentage 50 45 40 35 30 25 20 15 10 5 0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
INTERPRETATION
Chart 4.15 reveals that various classification of respondent according to Type affecting the motivation. Here for the entire respondent‘s majority 38.46 % respondents are 32.48 % are satisfied. 29.06 % are highly satisfied are reaming 19.65% highly dissatisfied
60
TABLE 4.16 ORGANIZATION PROCEDURE AND POLICIES
S. No.
Particulars
No. of Respondents
Percentage
1
Highly Satisfied
39
26
2
Satisfied
26
17.3
3
Neutral
14
9.3
4
Dissatisfied
33
22
5
Highly Dissatisfied
38
25.3
Total
150
100.0000
Source: Primary Data
61
CHART 4.16 ORGANIZATION PROCEDURE AND POLICIES
Percentage 45 40 35 30 25 20 15 10 5 0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
INTERPRETATION
Chart 4.16 reveals that various classification of respondent according to t ype organization procedure and policies. Here for the entire respondent‘s majority 25.33 % respondents are 17.33% are satisfied, are 22.33% are dissatisfied are. 26.00% are highly satisfied are 9.3 % are neutral.
62
TABLE 4.17 SALARY
S. No.
Particulars
No. of Respondents
Percentage
1
Highly Satisfied
54
36.0
2
Satisfied
38
25.3
3
Neutral
18
12.0
4
Dissatisfied
20
13.3
5
Highly Dissatisfied
20
13.3
Total
150
100.0
Source: Primary Data
63
CHART 4.17 SALARY
Percentage 60 50 40 30 20 10 0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
INTERPRETATION
Chart 4.17 reveals that various classification of respondent according to type of salary. Here for the entire respondent‘s majority 25.33 % respondents are satisfied are 13.00% are dissatisfied and highly dissatisfied 12.00% are neutral.
64
TABLE 4.18 PROMOTION
S. No.
Particulars
No. of Respondents
Percentage
1
Highly Satisfied
51
43.5
2
Satisfied
52
44.4
3
Neutral
18
15.3
4
Dissatisfied
9
7.6
5
Highly Dissatisfied
20
17.0
Total
150
100
Source: Primary Data
65
CHART 4.18 PROMOTION
Percentage 60 50 40 30 20 10 0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
INTERPRETATION
Chart 4. 18 reveal that various classification of respondent according to promotion. Here for the entire respondent‘s majority 44.44 % respondents are satisfied 43.59 % are highly satisfied . 17.09 % are highly dissatisfied are 7.69% are dissatisfied.
66
TABLE 4.19 LEAVE
S. No.
Particulars
No. of Respondents
Percentage
1
Highly Satisfied
36
24
2
Satisfied
38
25.3
3
Neutral
34
22.6
4
Dissatisfied
18
12
5
Highly Dissatisfied
24
16
Total
150
100.0
Source: Primary Data
67
CHART 4.19 LEAVE
Percentage 40 35 30 25 20 15 10 5 0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
INTERPRETATION
Chart 4.19 reveals that various classification of respondent according to t ype their leave. Here for the entire respondent‘s majority 25.33 % respondents are satisfied are 24.00% are highly satisfied, are 22.66% are neutral and 16.00% are highly dissatisfied are 12.00% are dissatisfied.
68
ANALYSIS USING CHI-SQUARE
Hither is a relationship between Educational qualification and promotion. H1: There is no relationship between Educational qualification and promotion.
Table 4.20 Educational qualification * promotion
PROMOTION
EDUCATIONAL QUALIFICATION
Total
5
4
3
2
1
Total
5
20
12
8
2
2
44
10
17
14
4
2
1
38
12
12
7
2
12
7
40
UG
5
5
4
4
10
28
54
38
18
20
20
150
Table 4.20 Shows that majority of respondent are 5th standard qualification in row majority of respondents are comes under category of 5.
69
Chi-Square Test Frequencies 3
S.NO
Observed N
Expected N
Residual
1
44
37.5
6.5
2
38
37.5
.5
3
40
37.5
2.5
4
28
37.5
-9.5
Total
150
Test Statistics
3
17
Chi-Square
3.707a
14.200 b
df
3
4
Asymp. Sig.
.295
.007
a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell No. of Respondents is 37.5.
Table shows the chi square test which includes Pearson‘s chi square value of 3.707 and the significant value of 14.200. This value is greater than 0.05.We may accept the Null Hypothesis. Hence there is a relationship between educational qualification and promotion.
70
ANALYSIS USING CHI-SQUARE
HO: There is a relationship between Experience and Promotion. H1: There is no relationship between Experience and promotion.
Table 4.21 Experience * promotion opportunities
PROMOTION
EXPERIENCE
Total
5
4
3
2
1
Total
0 – 5
15
9
5
4
1
34
5 – 10
25
16
6
7
2
56
10 – 15
10
11
4
4
6
35
More than 15
4
2
3
5
11
25
54
38
18
20
20
150
Table 4.21 shows that majority of respondent are 5-10years in row majority of respondent are comes under category of 5.
71
Chi-Square Test Frequencies 6
Observed N
Expected N
Residual
1
34
37.5
-3.5
2
56
37.5
18.5
3
35
37.5
-2.5
4
25
37.5
-12.5
Total
150
Test Statistics
6 13.787a
Chi-Square df
3
Asymp. Sig.
.003
a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell No. of Respondents is 37.5.
72
ANOVA
Age
Sum of Squares
df
Mean Square
F
Sig.
Between Groups
17.983
1
17.983
17.363
.000
Within Groups
153.277
148
1.036
Total
171.260
149
28.972
1
28.972
28.777
.000
Within Groups
149.001
148
1.007
Total
177.973
149
Between Groups
49.951
1
49.951
45.952
.000
Within Groups
160.882
148
1.087
Total
210.833
149
Educat Between Groups ion
Salary
73
ANOVA
Sum of Squares 16
17
18
Between Groups
df
Mean Square
30.199
1
30.199
Within Groups
231.141
148
1.562
Total
261.340
149
8.514
1
8.514
Within Groups
358.319
148
2.421
Total
366.833
149
1.909
1
1.909
Within Groups
302.784
148
2.046
Total
304.693
149
Between Groups
Between Groups
F
Sig.
19.336
.000
3.517
.063
.933
.336
The Table Checks whether the overall F‘s for demographic profile of employees were significant or not by using the ANOVA program. Note that the out of demographics group level of employees differ significantly where F ratio is used to determine the size of the mean differences for each individual independent variables comparison, F (1,149) =0.336. The test of between groups shows that F ratio for experience which are statistically significant (p>0.05) level.
74
WEIGHTED AVERAGE
S.NO
Particular
Number of
Weight
respondents
W
WX
1
Highly satisfied
29
5
195
2
Satisfied
46
4
184
3
Moderate
38
3
114
4
Dissatisfied
19
2
38
5
Highly dissatisfied
18
1
18
15
533
Total
150
Weighted average = XW =∑ WX / W
=533/150 =3.5533
75
T-Test
One-Sample Statistics
1
N
Mean
Std. Deviation
Std. Error Mean
150
1.55
.499
.041
One-Sample Test
Test Value = 0
95% Confidence Interval of the Difference
1
T
df
Sig. (2-tailed)
Mean Difference
38.139
149
.000
1.553
76
Lower
Upper
1.47
1.63
CORRELATION
One-Sample Statistics
1
N
Mean
Std. Deviation
Std. Error Mean
150
1.55
.499
.041
One-Sample Test
Test Value = 0
95% Confidence Interval of the Difference
1
t
Df
Sig. (2-tailed)
Mean Difference
38.139
149
.000
1.553
77
Lower
Upper
1.47
1.63
CHAPTER V FINDINGS, SUGGESTION AND CONCLUSION
5.1. FINDINGS
Most of the female workers are worked in the company.
Most of the respondents (30-40) are year‘s age group of workers in this company.
Most of the respondents are qualified 12.
Most of the respondents are getting above 8000.
Most of the respondents are mastery respondents based on their designation..
Most of the respondents are (5-10) are respondents based on their workers this organization.
Mostly of the respondents are to large extent respondents based on their productivity level.
Mostly of the respondents are monetary are respondents based on their organization.
Most of the respondents are appreciation letters respondents based on their activity motivate.
Mostly of the respondents are monetary reward are respondents based on their activities motivate.
Mostly of the respondents are to large extend are respondents based on their improve productivity.
Most of the respondents are monthly meetings respondents based on their employee opinion.
Most of the respondents are working conditions are respondents based on their job satisfaction.
Most of the respondents are insurance are respondents based on their facilities to the employee.
Most of the respondents are satisfied are respondents based on their affecting the motivation.
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Most of the respondents are highly dissatisfied respondents based on their organization procedure.
Most of the respondents are satisfied respondents based on their salary.
Most of the respondents are satisfied respondents based on their promotion .
Most of the respondents are satisfied respondents based on their level.
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5.2.
SUGGESTIONS
The company has a good communication system among its employees & the company should maintain the same as it would reduce, misinterpretations & induce smooth & cordial working relationship. The company also makes a good effort to give a comfortable working environment.
There also exists a cordial relationship between superior & subordinates, which make the employees, provide a more productive work.
Company should be provided reasonable salary.
Company should arrange the meetings for smooth relationship with others.
Company should be change the job to each employee.
Company can give the freedom to their employees. Because it will useful to smooth relationship with others and high production
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5.3
CONCLUSION:
The study on employee motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 50 employees and collected information through structured questionnaire. The study helped to findings which were related with employee motivational programs which are provided in the organization. The performance appraisal activities really play a major role in motivating the employees of the o rganization. It is a major factor that makes an em ployee feels goo d in hi s wo rk an d results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.
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BIBLIOGRAPHY
REFERENCES
Kothari C.R (2002): ‗Research Methodology‘ Wishwa Prabakaran, New
Delhi.
Richard I. Levin, David S. Rubin (2002): ‗Statistics for Management‘, Prentice Hall
of India Private Limited, New Delhi, and 7th Edition.
Philip Kotler (2003): ‗Marketing Management‘, Pearson Limited, Singapore, and
11th Edition.
Mrs. Gilani (April, May, September 2004): Indian Journal of MARKETING‘, Print India, New Delhi.
WEBSITES
http://en.wikipedia.org/wiki/Employee_motivation
http://www.businessballs.com/employeemotivation.htm
http://motivationtypes.blogspot.in/
http://www.inc.com/guides/hr/20776.html
http://managementhelp.org/leadingpeople/motivating-others.htm
http://www.joe.org/joe/1998june/rb3.php
http://www.entrepreneur.com/article/229788
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ANNEXURE “
A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL REFERANCE IN TAMILNADU JAIBHARATH MILLS LIMITED AT MALAYANKULAM ” QUESTIONNAIRES
1. Name: 2. Gender: a) Male
b) Female
3. Age: a) Below 20
b) 20-30
c) 30-40
d) above 40
4. Educational qualification: a) 5
b) 10
c) 12
d) Under Graduate
5. Salary: a) 4000 b) 4000-6000 c) 6000-8000 d) Above8000 6. Designation: a) Maistry
b) Oiler
c) Labour
d) Helper
7. How many years you have been working in this organization? a) 0-5 Years
b) 5-10 Years
c) 10-15 Years
d) More than 15 Years
8. Do you think that a highly motivated employee will increase the productivity level? a) To Large Extent b) To Some Extend c) Not At All
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9. Which type of motivation is given by the organization? a) Monetary
b) Non monetary
10. Which type of incentives motives you more? a) Incentive awards
b) Promotion
c) Appreciation letters
11. Which activities motivate you the most? a) Monetary Reward b) Job Promotion c) Job Security d) Transfer 12. Does the organization give training programmed in systematic manner to improve productivity? a) To Large Extend b) To Some Extend c) Not at All 13. In which way does the organization collect the employee‘s opinion? a) Suggestion Box b) Weekly Meetings c) Monthly Meetings 14. Which of the following hygiene factor will result in job satisfaction? a) Job security b) Promotion c) Pay and Allowances d) Working Conditions 15. Does the organization provide the following facilities to the employees? a) Insurance b) Medical c) Transport d) Canteen 16. Factors affecting the motivation a) Highly satisfied
b) Satisfied
c) Neutral
S.no
PARTICULARS
1.
Organization procedure and polices
2.
Salary
d) Dissatisfied
1
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2
e) Highly dissatisfied
3
4
5
