A Project Report On
“ EMPLOYEE MOTIVATION “
Submitted by:
SIMANCHAL
Roll No:
Session: 2018-2020
Under the guidance of
Internal Guide: External Guide:
DR. R. N SAHU Mr. RANJAN KUMAR SANTI
COLLEGE OF IT AND MANAGEMENT EDUCATION
BHUBANESWAR

DECLARATION
I do here by declare that the summer project report entitled “Employee Motivation in
LKP SECURITIES LTD ” submitted by me to COLLEGE OF IT AND
MANAGEMENT EDUCATION, BHUBANESWAR for the partial fulfilment of the
MBA is a record of independent project work done by me and it has not been
submitted to any other University or Institution for the award of any degree.
Date: Name:
Place: Roll No:

CERTIFICATE
This is to certify that the project work entitled
“Employee Motivation ”
has been done by
MBA
In the partial fulfillment of the requirements for the award of the
degree of MBA from College of It and Management Education is a
record of bonafide work carried out by him under my guidance and
supervision. The result embodied in this has not been submitted to
any other university or institute for the award of any degree.
Dr. R.N SAHU
Internal Guide

ACKNOWLEDGEMENT
It is really a great pleasure to have this opportunity to describe the feeling of
gratitude imprisoned in the core of my heart. I convey my sincere gratitude to my external
guide Mr RANJAN KUMAR SANTI for giving me the opportunity to prepare my project
work in LKP. I express my sincere thanks to all the staffs’ members of LKP.
I have the proud privilege to express my heartfelt gratitude to my external guide
and internal guide DR. R.N SAHU whose scholarly supervision and creative suggestion
have made this study viable. He was always giving me valuable and timely suggestion all
through my study.
I express my gratitude to the faculty and staff members of my institute CIME,
Bhubaneswar, who helped me a lot in the collection of materials for the study. Also I
extended my thanks to the staff members of LKP for their timely help and co-operation,
who have rendered their help in various ways to accomplish the undertaking.
I am indebted to my parents & relatives who have always given me inspiration and
encouragement to complete the project work. I wish to express my sincere thanks to my
friends, who have rendered their help in various ways to accomplish the project.
Finally, I wish to express my appreciation to all those, with whom I worked,
interacted aid whose thought and insight helped me in furthering my knowledge and
understanding the subject.
Date: Name:
Place: Roll No:

CONTENTS
CHAPTER-1
Introduction to employee motivation
CHAPTER-2
Organizational Profile
CHAPTER-3
Literature Review
CHAPTER-4
Theoretical Framework
CHAPTER-5
Employee Motivation in A.P OF LKP
CHAPTER-6
Data Analysis
CHAPTER-7
Findings and suggestions
CHAPTER-8
Conclusion
CHAPTER-9
Annexture
CHAPTER-10
Bibliography

CHAPTER-1
Introduction
To
Employee
Motivation

INTRODUCTION:
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.
This project on Employee Motivation aims at providing employees and management
members with the information that can be beneficial both personally and professionally.
Every business enterprise has multiple objectives including of adequate profit for payment
of a reasonable rate of return to the owners and for investment in business through
satisfaction of customers, maintenance of a contended workforce and creation of a public
image. The basic job of management of any business is the effective utilization of available
human resources, technological, financial and physical resources for the achievement of the
business objectives.
This project study mainly focuses on various factors that influence the degree of motivation
among the employees. In order to get relevant primary data, a structured close ended
questionnaire was designed and administered for a sample size of 50 employees of the
company. Also an informal interview discussion was undertaken with selective
management in the company.
STUDY ON EMPLOYEE MOTIVATION
Motivating employee’s of the company is the company is a very important tasks of any HR
department and manager and study has already proved that motivated employees tends to
be more productive then un-motivated employees. Its clear cut fond, if you give good
facility to your workers, then you can expect good work from them. So to motivate
employees, many company runs different programs through which they keep their
employee motivates and energetic. Today in this project we will discuss about employee
motivation with special reference to A.P OF LKP
. This study mainly focuses on identifying factors which can motivate employees in an
organization.

Employee enthusiasm is probably the important troubles experienced by every single firm.
It’s the important tasks of each and every supervisor to encourage his subordinates as well
as to produce the particular ‘will to work’ among the subordinates. It should also be valued
that a member of staff might be greatly able to carrying out a few work absolutely nothing
can be achieved when they are certainly not willing to work.
A supervisor needs to help to make suitable using enthusiasm to enthuse the staff members
to follow all of them. Hence this research also focusing on the particular member of staff
enthusiasm among the staff members of A.P OF LKP.
OBJECTIVE OF THE STUDY
The primary objective for this research is to provide management within the A.P OF LKP
with a greater knowledge of the factors that affect the motivation of people working within
it.
Within the primary objective are the following objectives.
1. To discover the significant motivating factors for employees of L.KP
2. To discover if there are any differences between the occupational groups in terms of
what motivates them and if so what are the differences.
3. To use the findings to compare and contrast with the current literature on this topic area.
4. To study the effect of monetary and non-monetary benefits provided by the organization
on the employee’s performance.
5. To learn the employee’s satisfaction on the interpersonal relationship exists in
organization.
6. To study the effect of job promotion in employee.
7. To provide the practical suggestion for the improvement of organization’s performance.
Secondary objective of the study the effect of monetary and non-monetary benefits
provided by the organization on the employee’s performance, to study the effect of job
promotions on employees, to learn the employee’s satisfaction on the interpersonal
relationship exists in the organization, to provide the practical suggestion for the
improvement of organization’s performance.

METHODOLOGY OF THE STUDY
This paper is constructed in the following way. In the theory part, the author presents the
different reward and incentive types and introduces what motivation is. The process of
motivation is introduced together with intrinsic and extrinsic motivation. However, the
main emphasis is put on the different reward systems, especially the ones that are used in
A.P OF LKP. Also different theories of motivation are presented; some of these are
Maslow's hierarchy of Needs and the goal setting theory. The author used Maslow's
hierarchy of needs and the goal setting theory in order to examine the effect of the reward
systems on employee motivation in A.P OF LKP. In order to determine what rewards the
employees perceive the most motivating and to what extent the employees are ready to
increase their work effort, the author used the total reward system.
The information to the study was gathered through a quantitative research questionnaire
and interviews. With the help of the information that was gathered, the author was able to
compare the different reward systems and make a conclusion on what areas A.P OF LKP
could improve in order to increase the employees work motivation. The questionnaire also
included some open questions where the respondents could give own suggestions on how
to improve the reward system or recommend other rewards that would motivate them.
The total system of study has been undertaken by some research methods which makes
more efficient and systematic.
SAMPLING DESIGN
A sampling design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used on this study.
UNIVERSE
The universe chooses for the research study of the employees of LKP.
SAMPLE SIZE
Number of the sampling units selected from the population is called the size of the sample.
Sample of 20 respondents were obtained from the population.
SAMPLING PROCEDURE
The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance
of inclusion in the sample.

METHOD OF DATA COLLECTION
The data are collected through primary and secondary sources.
PRIMARY SOURCES
The primary sources are discussion with employees, data collected through questionnaire.
SECONDARY SOURCES
The secondary data mainly consists of data and information collected from records,
company websites and also discussion with management of the organization. Secondary
data was also collected from internet and books.
QUESTIONNAIRE
A well defined questionnaire that is used effectively can gather information on both overall
performances of the test system as well as information on specific components of the
system. A questionnaire was carefully prepared and specifically numbered. The questions
were arranged in proper order in accordance with the relevance.
NATURE OF QUESTIONS ASKED
The questionnaire consists of rating and ranking questions.
REPRSENTATION OF DATA
The data is represented by chart and graphs.
LIMITATIONS
The research conducted focuses only on the employees of , which means that the sample-
size is limited. Furthermore, limitations were set on the theories used to analyze the level of
motivation and satisfaction with the reward system. The author used Maslow’s hierarchy of
needs, the goal setting theory and the total reward system to analyze the results. The
questionnaire was filled in anonymously and was therefore limited to be analyzed on
general and not individual bases.
CONCLUSION
Employee motivation is one of the most essential parts in a company’s development and
success. In order to maximize the overall performance of the company it is vital for an
employer to understand what motivates the employees and how to increase their job

satisfaction. It might however be challenging for a company to find out what motivates its
employees, especially because different people are motivated by different things.

CHAPTER-2
ORGANIZATION
PROFILE
What started as one of India’s first securities brokerage houses in 1948 is today
one of the country’s largest multi-dimensional financial services group. LKP
Finance Limited is a Non-Banking Finance Company (NBFC) registered with
Reserve Bank of India & a listed public limited company having a net worth of
Rs.142 crores as on FY10.
It’s the India's first financial group to be awarded the prestigious ISO 9002
certified KPMG Quality Registrar, USA, for certain businesses.
Since 1948, LKP continues to provide clients with a single source capable of
meeting all their needs – be it Equities markets, Debt markets, Corporate Finance,
Investment Banking, Merchant Banking, Wealth Management or Commodities.

LKP Securities Limited and its associates enjoy the following registrations &
memberships:
Category I Merchant Bankers with SEBI.
Membership of BSE & NSE (Capital & Debt Market).
AMFI registered all India Mutual Fund Distributors.
Member of Commodity Exchanges MCX, NCDX and DGCX (Dubai).
Member of NSE for Interest Rate Futures.
Member of MCX SX and NSE Currency.
BOARD OF DIRECTORS
 Mr. M.V. Doshi (Executive Chairman)
Qualification:- M.B.A. (USA)
Years of Experience:- 32 years
Mr. Mahendra V. Doshi is the Executive Chairman of LKP. As a promoter of
the company, he has been associated with LKP since 1982. He has over 32 years
of experience in the field of Finance, Capital Markets and Business Administration.
 Mr. Pratik Doshi (Director)
Qualification: M.B.A. (UK)
Over all approximately seven years business experience in the field of
Foreign Exchange, Stock Market and Commodity Market.
 Mr. Vineet N. Suchanti (Director)
Qualification: M.B.A.(USA)
Years of Experience: 14 years
Mr. Vineet N. Suchanti is the Director of LKP. He holds a MBA (USA) and
has 14 years of experience in the field of Finance, Capital Markets and Business
Administration.
 Mr. Sayanta Basu (Director)

Qualification: IIM Bangalore
Mr. Sayanta Basu is an Electronics Engineer from IIT KGP and PGDM from
IIM Bangalore. He has a vast experience of 20 years in financial market and has
expertise in M & A., Investment Management and Capital Markets.
 Mr. Hari Padmanabhan (Director)
Qualification: M.B.A. (IIM Kolkata)
Years of Experience: 32 years
Mr. Hari Padmanabhan holds a B.Tech from IIT Kanpur and a post
Graduate from IIM Kolkata. A serial Entrepreneur, a global corporate board level
executive, mentor and angel investor. He is also on the board of Prime Focus Ltd.
India’s leading film post production company, and LKP Finance Ltd.
 Mr. Milan S. Bhise (Director)
Qualification: M.A., L.L.B., D.M.S.
Years of Experience: 18 years
Mr. Milan S. Bhise is an independent Director of LKP. He holds a M.A.,
L.L.B., D.M.S. and has associated with LKP since 2001. His experience spans
over 18 years in the field of corporate Law and Legal Matters. He is a practicing
advocate and proprietor of M/s Milan Bhise & Co.
COMPANY PRODUCTS:
Equities:
Equities Retail: LKP offers a wide spectrum of services that includes Equity
Broking in Cash and Derivatives, Internet based trading, Demat services &
Research services. When you deal with LKP you are dealing with a professional
broker who has centralized risk management system in place at Mumbai. LKP
follows a hub & spoke model of Branch management where in all the branches &
franchise interact with the hub/regional office & in turn the regional/hub office talks
to Head office. This company a great level of flexibility in managing the risk level of
the clients, which in turn benefit the client.
Equities Institutional: Our clientele at the institutional desk include Mutual Funds,
Financial Institutions, Foreign and Domestic Institutional investors, Insurance

companies, Banks and Corporate . Some of our esteemed domestic clients include
among others – UTI MF, Birla MF, LIC, HDFC MF, Pru ICICI MF, Reliance MF,
Principal MF, Sundaram MF, Tata MF, Benchmark MF, ILFS, Canara Robecco
MF, ABN Amro MF and FII clients include Morgan Stanley, JP Morgan, Matterhorn
and Blackstone among others. Clients whom we have been serving for the past
twenty-five years include UTI, LIC, IDBI, ICICI, Tata Group, Birla Group, and
Dabur, Jain Irrigation, Emco, Godrej, JB Chemicals, Paper Products and UB Group
of Companies among others. LKP is the first brokerage house to offer Direct
Market Access (DMA) to Institutional Clients on FT Platform. We offer research
based broking services on the equity as well as derivative segments to our
institutional clients.
Fixed Income Markets:
LKP understands Debt & Money Market in all its dimensions. Recognized as
major dealer of Fixed Income Securities, we execute deals for Banks,
Institutions, FIIs, MFs, Insurance companies, Primary Dealers, large Corporate,
and PSUs & PF Trusts.
We are leading Merchant Banker for Primary Placement of short term & long
term debts and leading intermediary on Secondary Wholesale Debt Markets.
We deal in wide spectrum of debt instruments such as fixed and floating rate
Debentures, Bonds, CDs, CPs, PTCs, G.sec, T-Bills & Oil / Fertilizer / Food
Bonds.
Retail distribution:
Primary Market Division: Our vibrant ‘Primary Market’ Division does syndication
business in IPOs’, Company Fixed Deposits, Capital Gain Bonds (U/s 54EC),
8.00% Saving (Taxable) Bonds floated by RBI & various bonds floated by Central
& State Governments.
Mutual Funds & Insurance Advisory: LKP Investment Advisory Services Offer
tailor-made wealth management services to Retail, High Networth Individual and
Corporate Clients. We strongly believe that Investment Planning is the stepping
stone to achieve one’s financial aspirations.

Insurance Advisory Services exist for both Life and Non-life insurance to
provide simple & flexible life insurance products that not only provide security for
family but also investment and long term wealth creation. Our trained and certified
professional consultants will help you make the right decision.
Commodities:
A sister concern of the renowned and trusted LKP Group, Alpha
Commodities offers a complete bouquet of client- friendly services in the
burgeoning Commodity Futures market. Commodities have always been the
foundation of world trade, and as they become an increasingly attractive
investment option, we at Alpha Commodities look to guide and assist you in all the
possible ways to help you in all your endeavors in the Commodity markets. Alpha
Commodities provides a host of facilities to their clients, ranging from dealing,
investing or hedging in Commodity Futures which includes Bullions, Metals,
Energy and Agro Commodities.
Currency:
Currency Derivatives: With the launch of currency derivatives, LKP offers its clients
yet another segment for trading. Jointly regulated by SEBI and RBI provides
traders with another lucrative trading avenue. Currency derivatives can be
described as a future contract between two parties, to buy or sell the underlying at
a future date, in this case the underlying being a currency.
Why exchange traded currency futures?
 Better transparency and real time efficient price discovery.
 Elimination of counter party risk with the presence of a Clearing
House/Corporation.
 Due to fixed lots of $1000, the doors are wide open for all types of market
participants, small or big.
LKP offers currency derivatives trading through:
 NSE- Futures & Options
 MCX-SX- Futures
Who Can Trade?

 All resident Indians, banks, corporations, institutions are allowed to trade.
 Only NRIs and FIIs are restricted from trading in Currency Derivatives.
Advantages of Currency Futures:
 Hedging of risk - as currency futures act as insurance against unforeseen
exchange rate movements.
 Low Margins - Margins required are very low and contract lot sizes are
small, allowing market participation from all types and sizes of traders.
 Low Transaction costs - Since there is no STT and no Exchange
Transaction Charges, the overall transaction charges are quite low.
 Low Risk- With the presence of a Clearing House / Corporation, counter
party risk is totally eliminated.
 Open to all - As compared to the OTC markets, there are standard contract
sizes and participation is open to everyone, not just a limited few.
 Open to all - As compared to the OTC markets, there are standard contract
sizes and participation is open to everyone, not just a limited few.
FINANCE DEPARTMENT
It deals with the financial activities and matters of the department is further divided into
several wings each associated with a special function. They are:
 Corporate accounts section:
It deals with the preparation of final statements of organization such as profit and loss
account, trading account and balance sheet.
 Corporate finance section:
It deals with funds management, cash management etc.
 Funds section:
It deals with the retirement benefits’ like pension, gratuity VRS, provided funds etc.

 Budget section:
It deals with the preparation of budget and its implementation budget is the estimation of
organizational expenditure for the next financial year.
 Audit section:
It deals with internal audit that place within the same department by higher officials of
that department of the organization while higher audit tasks place externally by the state
government through its appointed audit officer. Special audit is done for special causes
and resident audits takes place by different departments within the organization.
 Loan section:
It deals with the amount of funds defect of the organization and procurement of funds from
external sources like banks and other financial institutions. It deals with both the short and
long terms loans with varying interest rates.
 Banking section:
This section of deals with two or three nationalized banks and some private banks like
ICICI, axis bank etc. Union bank is the main banker of . has 5 types of account in union
bank such as current accounts, flexi account etc. This bank does not impose any bank
charges to in transfer of money or issuing of drafts in favour of other organization etc. as
does transaction in cores of rupees so the bank charges will be of bigger amount. Thus,
there is a mutual agreement between the bank and that is not liable for the bank charges
during any kind of bank transaction. also get benefits of loans at lower rate of interest from
the bank.
ENGINEERING DEPARTMENT
Its deals with technical aspects of . It further disintegrated into three sections having their
own special functions. They are:
 Regulatory and traffic section:

This section deals with regulation of electricity act, framed by OERC. All the
correspondence of OERC with takes place by this section. Total Expenditure of this
organization is meeting by this section.
 Construction section:
All types of construction works are carried out by this wing like installation of tower,
transformer and transmission lines etc. mainly civil engineers are working in this section.
 Operation and maintenance department:
All kind of maintenance and operational activities of electrical equipment during natural
calamities or other important public functions are also a part of this section.
HUMAN RESOURCE DEPARTMENT
Functions of HR department are:
 Recruitment and selection
 Training and development
 Performance appraisal
 Other Human Resource Development Interventions
 Industrial relation
 Employee Establishment
 Employee Welfare Measure
 Corporate Relations
Objectives of HR department are:
 Service benefit to employees
 Decentralisation of power
 Formation of rules, regulations, guidelines and service conditions.
 Formation of recruitment, promotion and transfer policies for employees
 Introduction of new schemes, policies and incentives.
The different wings of HR department are:

 Manpower planning
 Pension
 Establishment
 Industrial relation and labour management
 Performance appraisal
 Training and development
 Enforcement and monetary cell
 Vigilance department
 Database
Manpower planning and recruitment:
The main function of manpower planning and recruitment are manpower planning,
organization structure, creation for office/posts, recruitment of executive and non-executive
of headquarter office, promotion and interview test.
Establishment:
It deals with employee’s personal records from this recruitment. It is of two types:
 Executive
 Non executives
Industrial relation and labour welfare:
Regulation of trade unions deals with affairs of trade union, participation in wage
negotiation etc, is under industrial relation. The labour welfare includes medical insurance,
disability insurance, holiday and vacation. House rent allowance, training allowance shift
allowance and investigation allowance.
Performance appraisal:

A new executive performance appraisal system was introduced from the appraisal year
1998-1999 to replace the prevailing confidential character roll (CRR). A few salient feature
of the system are:
 Semi confidential in nature
 Provision for self-appraisal
 Joint task/target setting along with reporting officer
The new introduced appraisal system would benefit the organization/Employees in the
following aspect:
 Develop a data bank for various technical and managerial expertise
 Job rotation/lateral transfer
 Gauzing potential for high responsibilities
 Evacuation of training and development needs
Training and development
Training is linked with performance appraisal and career development. Generally are
trained on the job or through special in house training programme for some employees
outside training programs for some employees, update to develop specified skills.
Functional specialisation and refresher, training of trainees, workmen development
programme management development programs and government sponsored overseas
training.
Enforcement and monitoring cell
It looks after the following organizational activities such as:
 Enforcement of rules
 Death claim
 Issue of demand certificate
 House building certificate
 House building advance
 Distribution of loans

 Malignance and renewal of various insurance policies such as GIS (Group
Insurance Scheme), GSL(Group Saving Linked Insurance)
Vigilance Department:
Every organization frames some rules and regulation which must adhere by the employees
does not abide by the rules and regulations are liable for domestic enquiry against them. It
is a quite judicial body. An enquiry officer is appointed by the magistrate to look into
modernistic enquiry. During the enquiry the employees is given sufficient time and scope
as per the law to provide his innocence. The enquiry officer prepares a report based on
doctors collected disciplinary authority that may punish the culprit or let him away makes
the final statement. In case of punishment the concerned employees may move his final
case to the next higher authority.
Database:
It keeps all the details information of the employees both executive of , various software
packages are used for maintaining employee’s records.
CHAPTER-3

LITERATURE
REVIEW

INTRODUCTION
The scope of this literature review is defined by the research topic area. The research topic
area as previously defined is the job motivation factors for the different occupational
groups within .
Included in this literature review is a brief outline of the present motivation theories
which have been commonly used in this area of research. A highly detailed analysis of
these motivation theories is beyond the scope of this review.
This review is primarily focused on research that has been published with regard to
the job motivation factors for people within the company. Using internet based databases,
research papers have been sourced from around the world. These papers have been read,
analysed and summarised. The information and references within these papers have then
been used to obtain further relevant authors and publications relating to the topic area. The
literature review provides a comprehensive understanding of the current state of literature
in this topic area worldwide. It also summarises the methods and occupational groups that
have been previously studied in this area. The findings of these previous studies were
interpreted and analysed to establish themes, trends and conflicting views.
Bruce and Pepitone (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 at various levels
effectively employing a wide range of communication channels has been praised by
Shields (2007) in 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 points regarding various aspects of
their jobs, as well as, supplying them with the feeling of engagement and appreciation.
According to Thomas (2009) the main challenge of motivation in workplaces is identifying
what motivates each individual employee taking into account his or her individual
differences. In other words, individual differences 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 be explained as

knowledge, pattern of behavior, 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 Locksley (2012) by insisting that certain practices such as
engaging in constructive arguments and dialogues in workplace can prove to be highly
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 balance problem
for modern employees and stresses its negative impact on the level of employee
motivation. Specifically, Lopis (2012) reasons that unless employees achieve an adequate
level of work-life balance in personal level, management investment 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.
It was Maslow’s belief that once a person’s need had been satisfied it would no longer be
able to motivate that person. Managers would have to use incentives on the next category
of the Hierarchy of needs to increase motivation (Uwakweh, 2006).
A basic pyramid is used to demonstrate the relation between basic human needs as Maslow
saw them. This hierarchy is also commonly visualised in a set of stairs, with each category
of needs being a step above the last. Lower order needs are usually met via extrinsic factors
(such as pay and reward), whereas higher level needs are usually met through intrinsic
factors (such as the inherent satisfaction derived from a job)
to perform (Robbins, 2004). The second way to view people, known as Theory Y, was
basically positive and assumed employees liked work, liked to be creative, sought
responsibility and will exercise self direction.

TWO FACTOR THEORY
Frederick Herzberg hypothesised that there were two sets of factors that motivates people.
The factors were Motivating factors and Hygiene factors. Herzberg classified Motivators as
recognition, growth, promotion opportunities, responsibility and achievement. Herzberg
thought these were the only things that could be used to attain job satisfaction and increase
motivation in the work place. Herzberg classified hygiene factors as pay or remuneration,
company policies, co worker relationships, job security, physical working conditions and
supervision quality (Herzberg, 1959). It was Herzberg’s belief that people were inherently
dissatisfied by hygiene factors. Therefore by attending to the hygiene factors, management
would not increase job satisfaction or motivation, they would only reduce job
dissatisfaction. Therefore the only way to ensure job satisfaction and motivation
THEORY USED FOR RESEARCH
The vast majority of researchers used the seminal Founding theories on motivation for the
basis of their research questions. Asad (2005), Ying Huang (2008) and Cox (2006) used
Maslow’s hierarchy of need as the theory to base their studies on. The Maslow Hierarchy
of needs has been rendered a widely understood concept and hence, an ideal typology for
understanding the motivational types in the company by using Herzberg’s two factor theory
as the basis for their study and questionnaires. These included similar questions to the
Maslow based studies, but in addition, included a section in the questionnaire for
dissatisfaction factors. Quite differently Oyedele (2009) used a number of different theories
as the bases of his study. In addition to Maslow’s and Herzberg’s theories Oyedele (2009)
used the ERG theory, achievement theory, equity theory and expectancy theory. Uwakweh
(2006) also went against the trend and based his study solely on Vroom’s Expectancy
theory.
METHODS USED FOR RESEARCH
The method of choice for the vast majority of researchers for data collection was an
empirical qualitative study with a structured questionnaire. This was to ensure workers
truly understood the meaning and context of the questions.
MOTVATING FACTORS
Consistently throughout the literature monetary reward was the most significant motivator
for all members (Asad, 2005; Cox, 2006; Huang, 2008; Ogunlana, 1998; Olomolaiye,
1989). Other significant motivators for the members were found to be job security, co-

worker relationships, and satisfaction of completing challenging tasks. Asad and Dainty
(2005) found that job security is a significant motivator for unskilled labour. Interestingly,
Cox (2006) found that when workers feel as though they are a part of a team they also feel
their job is secure.
The satisfaction of completing challenging tasks was rated highly as a motivator for any
company or any industry. However, Huang (2008) found that challenging work and the
opportunity to do something that gives a sense of self-esteem was one of the least important
things for any company.
Ogunlana (1998), Cox (2006) and Asad (2005) noted that workers thought safety on the job
was a significant factor contributing to their motivation. Oyedele (2009) found that for
Architects and Engineers in Ireland favourable project working conditions, organisational
support, design process efficacy, and effort recognition are the more significant motivating
factors. Ogunlana (1998) found that workers on construction sites in Bangkok thought that
the standard of accommodation and welfare were significant to their level of motivation.
Maloney and McMillan found that skills and knowledge, job satisfaction and personal
growth of workers were intrinsic motivators (Maloney, 1986).
CONCLUSION
Asad and Dainty (2005) concluded that the primary motivators for the employees and
labour were monetary reward, job security and the intrinsic satisfaction of work. However
it appeared that employees were generally more motivated by intrinsic reward than skilled
and unskilled operatives. Skilled and unskilled operatives demonstrated a marked desire for
extrinsic rewards i.e. money, job security, and health and safety. Another valuable finding
was that there is no difference between the motivation factors for employees of large
companies and the employees of small companies (Asad, 2005). Supporting Asad and
Dainty’s findings strongly were that of Barrett (1993) who found that middle level
professionals have a higher desire for monetary bonuses than higher level professionals.

CHAPTER-4
THEORETICAL
FRAMEWORK

EMPLOYEE MOTIVATION
An issue which usually generates a great deal of attention from most managers,
administrators and those involved in Human Resources Management is the issue of how to
successfully motivate employee. While it is true that aspects like staff recruitment,
controlling, managing, leading, and many more are of great importance to the success of an
organization, Employee Motivation is generally considered a core element in running a
successful business.
This paper attempts to discover the most important theories and approaches behind
employee motivation, present different types of motivation, discuss their importance and
provide recommendations and solutions to solving problems of de-motivated or
unmotivated employees.
Nature and importance of motivation
Managers and scholars alike have long been inspired in attempting to find out why some
employees tend to work harder than others. The study of motivation helps managers
understand this variance in performance. Furthermore, knowledge of what motivates
people allows managers to take ‘constructive steps’ to improve their employees’ work
performance.
Before understanding the different types of motivation, we need to examine closely the
nature of motivation. The term motivation derives from the Latin word movere, meaning,
‘to move’. This means that no one can understand a person’s motivation until that person
‘behaves or literally moves’. Kreitner describes motivation as ‘the psychological process
that gives behavior purpose and direction’, while Moorhead and Griffin explain motivation
as ‘the set of forces that causes people to engage in one behavior rather than some
alternative behavior’.
Employees are essentially the most important aspect of an organization. Managers strive to
motivate their employees so that they are willing to perform at their highest levels. When
employees work hard, come to work regularly and continue making positive contributions
to the organization, the business will be able to cut costs and yield more profit, both of
which are the ultimate goals of any organization. On the contrary, unmotivated employees
will mean the organization will have people that are not willing to do well in the jobs or

have to hire more people to do different jobs, which contribute to higher operating costs
and a reduction in profit.
According to an article entitled ‘Need-based Perspectives on Motivation’ by Moorhead and
Griffin, job performance depends on three main factors: Motivation, Ability and
Environment. In order for an employee to reach a higher level of performance, he/she must
‘want to do the job’ (motivation), ‘be able to do the job’ (ability), and ‘must have the
materials, resources, and equipment to do the job’ (environment).For this reason, the
following relationship can be established:
Performance = Motivation + Ability + Environment
Deficiency in any one of these factors will result in a lower level of job performance.
Managers always need to ensure that these three conditions are met Of all the three factors,
it is generally accepted that motivation is the most difficult factor to manage. This is
mainly due to the fact that human’s attitude/behavior is full of complexities and thus
difficult to manage. As for the other two factors, an employee has been recruited with the
awareness that he/she has the skills and capacity needed to perform the tasks as well as the
fact that resources are readily available. If the manager feels that the employee lacks
training of some sort, he/she can be sent to training programs to learn those skills. If the
person is not suitable for the level, he/she can be directed to work at lower jobs. On the
other hand, if resources are not available, i.e. the environment factor, the manager can take
action to ensure that they become available. For example, if an employee needs a
photocopier, he/she can formulate request to the management team and ask for one. For
this reason, it is quite clear that the most challenging job for every employer is how to
motivate their employees to strive their best to work for the organization.
Now that we have understood the nature and importance of motivation, we can turn our
attention to the theories and approaches behind motivating employees, the main topic of
discussion of our next chapter.
Definition of key terms
Following are several key terms that we believe are very important in order to fully
comprehend the theories and approaches behind employee motivation.

Motivation - derives from the Latin word movere, meaning, ‘to move’.
The internal condition that activates behaviour and gives it direction.
The psychological process that gives behavior purpose and direction.
The set of forces that causes people to engage in one behavior rather than some alternative
behavior.
Need- something that is necessary for humans to live a healthy life. It can be objective and
physical (food and water), or subjective and psychological (need for self-esteem).
Satisfaction - The good feeling that you have when you have achieved something or
when something that wanted to happen does happen.
Dissatisfaction - The feeling that you are not pleased or satisfied.
Incentives - Any factor (financial or non-financial) that enables or motivates a particular
course of action.
Job rotation - periodically move people from one specialized job to another for
neutralizing job boredom.
Job enlargement - Combining two or more specialized tasks into a single job to make
jobs more challenging.
Job enrichment - Redesign a job to increase its motivating potential by introducing
planning and decision-making responsibility.
Extrinsic reward - external outcomes granted to someone by another person or by
organizational system, such as money, promotions etc.
Intrinsic reward - derives internally from individuals that can be experienced through
their work, such as the feelings of competency, sense of accomplishment etc.
Early Views of Motivation
One early view of motivation derives from the concept of Hedonism – the idea ‘that people
seek pleasure and comfort and try to avoid pain and discomfort’. This philosophy, which

argues that pleasure is the ‘ultimate importance and is the most important pursuit of
humanity’, dominated and shaped early thinking of human motivation. Even if this theory
seems reasonable as far as it applies to the current society, there are still many kinds of
behavior that it cannot explain. For instance, why do recreational athletes train themselves
very hard willingly and regularly while hedonism suggests that people are always seeking
to relax? And why do volunteers spend their time working untiringly to collect money for
charity events? As experts eventually realized that the concept of hedonism is very limited
and does not adequately explain the view of human behavior, other perspectives of
motivation stood out.
The Scientific Management Approach
The Scientific Management Approach strongly emphasizes the belief that people are
motivated by money. Frederick W. Taylor, the supporter of this approach, assumed that
employees are ‘economically motivated’ and will work hard to earn as much money as they
can. Researchers, however, soon found out that human behavior is far more complex and
cannot simply be explained by the assumption of the scientific management theory.
The Human Relations Approach
The human relations approach suggested that employees are motivated by social factors
other than money, in other words, they respond to their social environment at work. Job
satisfaction is assumed to be the crucial motive in improving employees’ performance. The
development of Maslow's hierarchy of needs theory, which is our next main topic of
discussion, has played a vital role in helping scientists answer questions related to human
behavior.
Definition of Motivation
Motivation originally comes from the Latin word mover, which means “to move”. It is
derived from the word ‘motive’. Motive may be defined as an inner state of our mind that
activates and directs our behaviour. It makes us move to act. It is always internal to us and
is externalised via behaviour. Motivation is one’s willingness to exert efforts towards the
accomplishment of his/her goal.

So “Motivation is a process that starts with a physiological or psychological deficiency
or need that activates behaviour or a drive that is aimed at a goal or incentive”.
It is defined as the process governing choices made by persons or lower organisms
among alternative forms of voluntary activity.
CONCEPT OF MOTIVATION
Motivation is mediated by environmental events and the concept of distinguishing between
intrinsic and extrinsic forces is relevant.
Motivation= “The processes that account for an individual’s intensity, direction and
persistence of effort towards achieving a goal.”
Intensity=how hard an employee tries
Direction=should benefit the organization (i.e. quality of effort counts)
Persistence=how long an employee maintain his/her efforts
Motivation is not directly observable (it is internal of each employee), it is personal (what
is arousing differs and how behaviour is often different), however the process is common
and goal directed.
“Motivation is the desire to achieve beyond expectations, being driven by internal rather
than external factors, and to be involved in a continuous striving for improvement”.
(Torrington, Hall, Taylor & Atkinson, 2009, p. 276).
Motivation, in the context of work, is a psychological process that results from the
interaction between an employee and the work environment and it is characterized by a
certain level of willingness. The employees are willing to increase their work effort in order
to obtain a specific need or desire that they hold (Beard well & Claydon, 2007, p.
491).
According to Arnold (1991), motivation consists of three components:
Direction – what a person is trying to do.
Effort – how hard a person is trying?
Persistence – how long a person keeps on trying?
Motivation theory tries to explain why people at work behave the way they do in terms of
their efforts and strive for achievement. The process of motivation can be shown as
following:

CHAPTER-5
EMPLOYEE
MOTIVATION
Any organization comes into existence when a group of people join hands for the
attainment of certain common objectives. No organization can run successfully unless there
is someone to manage its objectives. It is the human asset, the centre of all resources that
converts all other resources into productive resources. To face this challenge, industry

needs to review the existing goals, structure, product, system, product process, managerial
qualities and roles based on these appropriate strategies and action plan to .
Thus started the concept of human resources development in a broad level. The
organization was proved in November 1996. So in order to meet the challenge and
industrial needs, motivation has become the necessity of the organization, which evaluates
an individual’s interest and enthusiasm.
In this research, during questionnaire by discussion with the employees, it was
obtained that they are very much satisfied with their work, salary etc. It is because, the
organization tried a lot to motivates its employees and get satisfaction in their jobs.
To motivate employee, the organization has taken certain steps which highly motivate
the employees. Some of the following steps are:
New wage board settlement (2010)
has opened a new board settlement which facilitates more no of posts. It has been also
considered as a motivational factor for employee.
Cultural programs
conduct some cultural program which includes various competitions between four zones
along with annual sports. So this type of cultural events builds human relation and
involvement towards the organization.
Power cup
Cricket matches were conducted by the organization to develop interest and attachment
with the organization.
Picnic
Every year the superiors plan for a picnic with their subordinates, which create strong
bonding between superiors and subordinates. This type of program leads to develop human
relation and gives a good image of friendly relationship.

CHAPTER-6
DATA
ANALYSIS

Age.
Opinion survey in No. of employees % of employees
16-26 0 0
27-37 4 40
38-48 5 50
49-59 1 10
Over 59 0 0
Here, the person belongs to 38-48 age group are 50%, 27-37 age group are
40% and other 10% belongs to 49-59 group.
age
16-26
27-37
38-48
49-59
over 59

1. How many years have you been working in your current work
tasks?
Opinion survey of No. of employees % of employees
Less than 1 year 0 0
1-2 year 1 10
2-5 year 3 30
5-10 year 4 40
Over 10 year 2 20
From the above data, it is found that maximum no. of people are working in the same field
from 5-10 year.
2. How many years have you been working in ?
less than 1 year
1-2 year
2-5 year
5-10 year
over 10 year

Opinion survey of No. of employees % of employees
Less than 1 years 0 0
1-2 years 1 10
2-5 years 2 20
5-10 years 4 40
Over 10 years 3 30
From this survey, it is found that maximum no. of employee are
working in since 5-10 years. Hence more experienced employees are
there.
no. of employees
less than 1 year
1-2 years
2-5 years
5-10 years
Over 10 years

4. Whether special wages increases for employees who do their
job very well?
Opinion survey of
OPTCL
No. of employees % of employees
Strongly agree 5 50
Agree 3 30
Somewhat agree 2 20
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhaqt agree
somewhat disagree
disagree
strongly disagree
In this survey,50% employee strongly agree, 30% employee agree and remain
20% employee somewhat agree.

5. Supervisor gives a good deal of attention to the physical working
condition of their employees.
Opinion survey of
OPTCL
No. Of employees % of employees
Strongly agree 1 10
Agree 6 60
Somewhat agree 3 30
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
In the above survey, 10% of employee strongly agree, 60% employee agree and
remain 30% employee somewhat agree.
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree

6. Supervisor develops a friendly working atmosphere among their people.
Opinion survey of
OPTCL
No. Of employees % of employees
Strongly agree 1 10
Agree 8 80
Somewhat agree 1 10
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
From the above survey it has been found that, 10% of employee strongly agree,
80% of employee agree and remaining 10% of employee somewhat agree. This
shows that there is a strong bond and friendly relationship between superiors
and subordinates.
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree

7. Management is interested in motivating the employees.
Opinion survey in
OPTCL
No. of employees % of employees
Strongly agree 2 20
Agree 4 40
Somewhat agree 2 20
Somewhat disagree 1 10
Disagree 1 10
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it has been found out that, 20% of employees strongly
agree, 40% of employees agree, 20% employees somewhat agree, 10%
employees somewhat disagree, 10% employees disagree.

8. Periodical increase in salary motivates employees.
Opinion survey of No. of employees % of employees
Strongly agree 2 20
Agree 7 70
Somewhat agree 1 10
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
From the above survey it is found that, 20% of employee strongly
agree, 70% agree and 10% somewhat agree
% of employees
strongly agree
agree
somewht agree
somewhat disagree
disagree
strongly disagree

9. Employee wants to feel that their real skills and capacities are put to
use on their jobs.
Opinion survey of No. of employees % of employees
Strongly agree 2 20
Agree 5 50
Somewhat agree 2 20
Somewhat disagree 1 10
Disagree 0 0
Strongly disagree 0 0
From the above survey it is found out that, 20% of employee strongly agree,
50% employee agree, 20% employee somewhat agree and remaining 10%
employee somewhat disagree.
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree

10. The company retirement benefits and stock program are important
factors in keeping employees on the jobs.
Opinion survey of
OPTCL
No. of employees % of employees
Strongly agree 1 10
Agree 8 80
Somewhat agree 1 10
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it is found out that, 10% employee strongly
agree, 80% employee agree and remaining 10% somewhat agree.

11. Almost every job is more stimulating and challenging.
Opinion survey in No. of employees % of employees
Strongly agree 1 10
Agree 5 50
Somewhat agree 2 20
Somewhat disagree 0 0
Disagree 2 20
Strongly disagree 0 0
From the above it is found that, 10% employee strongly agree, 50% employee
agree, 20% employee somewhat agree and remaining 20% disagree.
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree

12. Many employees want to give their best in everything they do.
Opinion survey of
OPTCL
No. of employees % of employees
Strongly agree 1 10
Agree 4 40
Somewhat agree 3 30
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 2 20
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it was found that, 10% employee strongly agree, 40% employee
agree, 30% employee somewhat agree and remaining 20% somewhat disagree.

13. Management is intended in the employees by sponsoring social events
after hours.
Opinion survey of
OPTCL
No. of employees % of employees
Strongly agree 4 40
Agree 0 0
Somewhat agree 4 40
Somewhat disagree 0 0
Disagree 2 20
Strongly agree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it was found that, 40% employee strongly agree, 40% employee
somewhat agree and rest 20% disagree.

14. Pride in one’s work is actually an important reward.
Opinion survey of
OPTCL
No. of employees % of employees
Strongly agree 1 10
Agree 7 70
Somewhat agree 1 10
Somewhat disagree 0 0
Disagree 1 10
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it was found that, 10% employee strongly agree, 70% employee
agree, 10% employee somewhat agree and rest 10% disagree.

15. Job sequence exists in the company helps in motivation.
Opinion survey of No. of employees % of employees
Strongly agree 2 20
Agree 4 40
Somewhat agree 2 20
Somewhat disagree 2 20
Disagree 0 0
Strongly disagree 0 0
From the above survey it was found that, 20% employee strongly agree, 40%
employee agree, 20% employee somewhat agree and rest 20% somewhat
disagree.
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree

16. The quality of the relationship in the informal work group is quite
important.
Opinion survey in No. of employees % of employees
Strongly agree 2 20
Agree 5 50
Somewhat agree 3 30
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
From the above survey it was found that, 20% employee strongly agree, 50%
agree and remaining 30% somewhat agree.
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree

17. Individual incentives and bonus improves the performance of
employees.
Opinion survey of
OPTCL
No. Of employees % of employees
Strongly agree 4 40
Agree 4 40
Somewhat agree 1 10
Somewhat disagree 1 10
Disagree 0 0
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it was found that, 40% of employee strongly agree,
40% of employee agree, 10% employee somewhat agree and remaining 10%
somewhat disagree .

18. Effective promotional opportunities motivate the employees.
Opinion survey in
OPTCL
No of employees % of employees
Strongly agree 2 20
Agree 6 60
Somewhat agree 2 20
Somewhat disagree 0 0
Disagree 0 0
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat agree
disagree
strongly disagree
From the above survey it was found that, 20% of employee strongly agree, 60% of
employee agree and remaining 20% somewhat agree.

19. Effective discipline and punishment can helpful for employee
motivation.
Opinion survey of
OPTCL
No. of employees % of employees
Strongly agree 1 10
Agree 5 50
Somewhat agree 2 20
Somewhat disagree 1 10
Disagree 0 0
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat ageree
somewhat disagree
disagree
strongly disagree
From the above survey it was found that 10% of employee strongly agree, 60% of
employee agree, 20% of employee somewhat agree and remaining 10% employee
somewhat disagree.

20. Having good equipment work with is important to employees.
Opinion survey of
OPTCL
No. Of employees % of employees
Strongly agree 2 20
Agree 5 50
Somewhat agree 2 20
Somewhat disagree 1 10
Disagree 0 0
Strongly disagree 0 0
% of employees
strongly agree
agree
somewhat agree
somewhat disagree
disagree
strongly disagree
From the above survey it was found that, 20% employee strongly agree, 50%
employee agree, 20% employee somewhat agree and remaining 10%
employee somewhat disagree.

CHAPTER-7
FINDINGS AND
CONCLUSION

FINDINGS :
 Most of the workers agreed that the company is eager in recognizing
acknowledging their works.
 The study reveals that there is a good relationship exists among employees.
 Majority of the employees agreed that there job security to their present job.
 The company is providing good safety measures for ensuring the employee safety.
 From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the co-workers in helpful to get motivated.
 The study reveals that increase in the salary will motivates the employees more.
 The incentives and other benefits will influence the performance of the employees.
 The employees are looking for less work with good salary.
 The employees are not highly satisfied with their jobs & positions.
 The employees are not getting enough opportunity to share their views in the
decision making process.
 No such reward system for employee for their creative & innovative work or
suggestion.
 It is found that supervisor gives more attention to the physical working conditions
which motivate the employee.
 Friendly working atmosphere among the employee increases the level of
enthusiasm.
 Management is very much interested in motivating employees.
 Periodical increases in salary motivate employees.
 Employees apply their real skills and capacities on their jobs.
 The company possesses retirement benefits and stock programs which help in
keeping employees in their jobs.
 Stimulating and challenging jobs are carried out by the employee in the company.
 Employee put their real efforts in working in the organization.
 Many cultural activities are held to acquire the level of interest of the employee for
work.
 Most of the employees report tells that, pride in ones work is actually a reward.
 The company provide job security to each and every member in the organization.
 The company provide free medical facility to their employees.

SUGGESTIONS:
The suggestions for the findings from the study are as follows:
 Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.
 Non-financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
 Organization should give importance to communication between employees and
gain coordination through it.
 Skills of the employee should be appreciated.
 Better carrier development opportunities should be given to the employees for their
improvement.
 If the centralised system of management is changed to a decentralised one, then
there would be active and committed participation of staff for the success of the
organization.
 As per the survey the management has to pay attention to the promotion of
employees.
 The management should focus towards the increase of salary of skilled employees.
 The employees should give their best for the organization.

CHAPTER- 8
CONCLUSION

Many theories and procedure are explained throughout the project. It has been already
discussed in previous chapters about motivation. The study concludes that, the motivational
program procedure in is found to be effective and justified. The study on employee
motivation highlighted so many factors which will help to motivate the employees.
The study was conducted among 20-30 employees and collected information
through structure questionnaire. The study helped to findings which were related with
employee motivational programs which are provided in the organization. The performance
appraisal activities and promotion program really play a major role in motivating the
employees of the organization. It is a major factor that makes an employee feels good in his
work and results in his satisfaction too. The organization can still concentrate on specific
areas which are evolved from the 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 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.

ANNEXTURE

QUESTIONNAIRE
Dear sir/madam,
I am Simanchal, a student of College of IT and management Education,
BBSR, and pursuing MBA 2nd year, is conducting a survey on employee
motivation in .” the data collection is purely for academic purpose. I assure
of the confidentially the response given by you. I request you to kindly fill the
questionnaire carefully. Your response is helping me for my research work. I
thank you for your advance co-operation.
(Please tick your choice to indicate the level of agreement in connection of
various factors.)
1. Age
16-26, 27-37, 38-48, 49-59, Over 59
2. How many years have you been working in your current work tasks?
less than 1 year, 1-2 year , 2-5 year , 5-10 year, Over 10 years
3. How many years have you been working in ?
less than 1 year, 1-2 years, 2-5 year, 5-10 year, Over 10 years
4. Special wage increases should be given to employees who do their jobs very well.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
5. Supervisors give a good deal of attention to the physical working conditions of their
employees.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
6. Supervisors ought to work hard to develop a friendly working atmosphere among
their people.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
7. Management is interested in motivating the employees.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree

8. Periodical increases in salary motivate employees.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
9. Employee wants to feel that their real skills and capacities are put to use on their
jobs.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
10. The company retirement benefits and stock programs are important factors in
keeping employees on their jobs.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
11. Almost every job are more stimulating and challenging.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
12. Many employees want to give their best in everything they do.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
13. Management is interested in the employees by sponsoring social events after
hours.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
14. Pride in ones work is actually an important reward.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
15. Job security exists in the company helps in motivation.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
16.The quality of the relationships in the informal work group is quite important.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree

17. Individual incentives and bonuses improve the performance of the employee.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
18. Effective performance appraisal system is one of the good ways of motivation.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
19. Effective discipline and punishment can helpful for employee motivation.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree
20. Having good equipment to work with is important to employees.
Strongly Agree, Agree, Somewhat Agree, Somewhat Disagree, Disagree, Strongly
Disagree

BIBLIOGRAPHY

Name of the book Author
Organisational behaviour R. J Reddy
Organisational behaviour K. Aswathappa
Organisational behaviour Anjali Ghanekar
Web sites:
www.google.co.in
www.aryamgt.ac.in