PROJECT ON

EMPLOYEE MOTIVATION AND EMPOWERMENT

“A STUDY OF THE FACTORS WHICH ENERGIZE, DIRECT AND SUSTAIN

EMPLOYEE BEHAVIOR IE CONCEPT OF EMPLOYEE MOTIVATION WHICH
LEADS TO ENHANCEMENT OF SPIRITUAL, SOCIAL AND ECONOMIC STRENGTH
OF THE EMPLOYEES.”

Submitted in partial fulfillment of the requirement for the award of Bachelor of

Business Administration by Guru Gobind Singh Indraprastha University, Delhi.

Submitted by
DEEPALI
Enrolment ID – 75323843

of
Certificate of Internal Guide

This is to certify that the project titled ………………………………..

………………………………………… is a bonafide work carried
out by ………………………………………… a candidate for
the award of Bachelor of Business Administration .

Date :

Place:

signature of guide

Name:
Designation:
Institute:

2
TABLE OF CONTENTS
SNO. CHAPTERS PAGES

PREFACE
1. CHAPTER I - INTRODUCTION 6-8
2. CHAPTER II – OBJECTIVES OF STUDY 9-13
TITLE OF THE PROJECT 10
OBJECTIVE OF THE STUDY 11
SCOPE OF THE STUDY 12
LIMITATIONS OF THE STUDY 13
3. CHAPTER III – THEORITICAL PERSPECTIVE 14-29

CONCEPT OFMOTIVATION 15,16

SIGNIFICANCE OF MOTIVATION 17
THEORIES OF MOTIVATION 18-28
TYPES OF MOTIVATION 29
4. CHAPTER IV – RESEARCH METHODOLOGY 30-33

RESEARCH DESIGN 31
SAMPLING PLAN 32,33
5. CHAPTER V- DATA ANALYSIS AND 35-53
INTERPRETATIONS
ANALYSIS, PRESENTATION OF DATA 35
DESCRIPTIVE STATISTICS 36-53
6. CHAPTER VI – FINDINGS AND CONCLUSIONS 54-58
FINDINGS 55
SUGGESTIONS 56
CONCLUSION 57
SUMMARY 58
7. CHAPTER VII – EXPECTED CONTRIBUTION 59-64
FROM THE STUDY
QUESTIONNAIRE 60-63
BIBLIOGRAPHY 64

3
PREFACE

The project undertaken has been titled as ‘Employee Motivation and

Empowerment’ to put forth to study the different factors which energize, direct
and sustain employee behavior i.e. the concept of ‘employee motivation’ which
leads to enhancement of spiritual, social, and economic strength of the
employees.

Many contemporary authors have defined the concept of motivation.

Motivation has been defined as: the psychological process that gives behavior
purpose and direction ;an internal drive to satisfy an unsatisfied need and the
will to achieve. Thus, motivation is operationally defined as the inner force that
drives individuals to accomplish personal and organizational goals.
Specifically, the study sought to describe the importance of the following ten
motivating factors: (a) job security, (b) sympathetic help with personal
problems, (c) personal loyalty to employees, (d) interesting work, (e) good
working conditions, (f) tactful discipline, (g) good wages, (h) promotions and
growth in the organization, (i) feeling of being in on things, and (j) full
appreciation of work done.

4
CHAPTER – I
INTRODUCTION

INTRODUCTION
The topic under study involves a study of the factors, which energize, direct and
sustain employee behavior i.e. the concept of ‘employee motivation’ which leads to
enhancement of spiritual, social, and economic strength of the employees.

5
 Motivation refers to the initiation, direction, intensity and persistence of human
behavior.One of the most important factors that lead one to their goals is the drive. This drive
is known as motivation. It is a zest and determination with a kind of excitement that leads
one to persevere to reach greater heights, in no matter what avenues of their life . A person's
motivation is a combination of desire and energy directed at achieving a goal. Influencing
someone's motivation means getting him or her to want to do what you know must be done.
A person’s motivation level depends broadly on two major factors – the strength of certain
needs and the perception that taking a certain action will help satisfy those needs.

But keeping the research topic in perspective, Employee motivation is the level of
energy, commitment, and creativity that a company's workers bring to their jobs. Workers in
any organization need something to keep them working. Most times the salary of the
employee is enough to keep him or her working for an organization. However, sometimes
just working for salary is not enough for employees to stay at an organization. An employee
must be motivated to work for a company or organization. If no motivation is present in an
employee, then that employee’s quality of work or all work in general will deteriorate.

Keeping an employee working at full potential is the ultimate goal of employee

motivation. Just as there are unlimited amounts of motivators, there are unlimited amounts of
methods to help keep employees motivated. Some traditional ways or motivating workers are
placing them in competition with each other. Friendly competition is a great way to generate
motivation among employees. This gives a chance for employees to flex their working skills
in a competition against their peers.

This not only will motivate employees with a result of greater production. But the
competition with recorded results will give the employer and idea of who is being most
productive.Thus , if the employees are motivated in a true sense they would work effectively
and efficiently keeping their own goals as well as company’s goals aligned.

One approach to employee motivation has been to view "add-ins" to an

individual's job as the primary factors in improving performance. Endless mixes of employee
benefits—such as health care, life insurance, profit sharing, employee stock ownership plans,

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exercise facilities, subsidized meal plans, child care availability, company cars, and more—
have been used by companies in their efforts to maintain happy employees in the belief that
happy employees are motivated employees.Many modern theorists, however, propose that
the motivation an employee feels toward his or her job has less to do with material rewards
than with the design of the job itself. Studies as far back as 1950 have shown that highly
segmented and simplified jobs resulted in lower employee morale and output. Other
consequences of low employee motivation include absenteeism and high turnover, both of
which are very costly for any company .

But today's buzzwords include "empowerment," and "teamwork." Empowerment

gives autonomy and allows an employee to have ownership of ideas and accomplishments,
whether acting alone or in teams. The increasing occurrence of teams in today's work
environments give employees opportunities to reinforce the importance of the work
accomplished by members as well as receive feedback on the efficacy of that work.

Thus, employee motivation is all about “using both tangible and nontangible
rewards to keep employees enthusiastic, loyal and interested in continual improvement.”

7
CHAPTER - II
OBJECTIVES OF STUDY

8
TITLE OF THE PROJECT

The project has been titled ‘Employee motivation and empowerment’ i.e. to
understand how the concept of motivation with respect to an organizational climate affects
the employees and thus, positive motivation gives an empowerment status to the employees.
As motivation has been defined as the psychological process that gives behavior purpose and
direction (by Kreitner, 1995); a predisposition to behave in a purposive manner to achieve
specific, unmet needs (by Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an
unsatisfied need and the will to achieve.

The project study undertaken seeks to highlight the need of motivated workforce
in an organization. The answer lies that - motivated employees are needed in our rapidly
changing workplaces. Motivated employees help organizations survive. Motivated
employees are more productive. To be effective, managers need to understand what
motivates employees within the context of the roles they perform. Of all the functions a
manager performs, motivating employees is arguably the most complex. This is due, in part,
to the fact that what motivates employees changes constantly. For example, research suggests
that as employees' income increases, money becomes less of a motivator. Also, as employees
get older, interesting work becomes more of a motivator.

Thus, it is analyzed that motivation is not only in a single direction i.e.

downwards. In the present scenario, where the workforce is more informed, more aware,
more educated and more goal oriented, the role of motivation has left the boundries of the
hierarchy of management. Apart from superior motivating a subordinate, encouragement and
support to colleague as well as helpful suggestions on the right time, even to the superior,
brings about a rapport at various work levels. Besides, where workforce is self motivated,
just the acknowledgement of the same makes people feel important and wanted.

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OBJECTIVE OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A

good motivational program procedure is essential to achieve goal of the organization.
Motivation has variety of effects. These effects may be seen in the context of an individual’s
physical and mental health, productivity, absenteeism and turnover. Employee delight has to
be managed in more than one way. This helps in retaining and nurturing the true believers
who can deliver value to the organization.

The basic objectives of the study undertaken are –

 To study the important factors, which are, needed to motivate the employees.
 To 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 employees satisfaction on the interpersonal relationship existing the
organization.
 To provide practical suggestions for the improvement of organization’s performance.
 To determine the best way to lead employees with specific needs.
 To study the steps for building relationships that can increase motivation.
 To know about the guidelines for encouraging employee accountability.
 To avoid common de-motivators.
 To identify steps to change a demotivating culture into a motivating one.
 To enable clear communication of organization’s expectation from an employee by
the managers.

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SCOPE OF THE STUDY

The scope of this study is associated with the determination of the motivation level of the
employees in an organisation. There are a variety of factors that can influence a person’s level of
motivation; some of these factors include -
1. The level of pay and benefits,
2. The perceived fairness of promotion system within a company,
3. Quality of the working conditions,
4. Leadership and social relationships,
5. Employee recognition
6. Job security
7. Career development opportunities etc.

Motivated employees are a great asset to any organisation. It is because the motivation and Job
satisfaction phenomenon are clearly linked. Hence this study is focusing on the employee
motivation in the organization. The research problem formulated is as follows:
“What are the factors which help to motivate the employees?

The present study on employee motivation would help to get a clear picture about the factors
which motivates the employees. This in turn helps the management to formulate suitable
policy to motivate the employees. Hence, the motivational level of the employees may also
change. The factors that motivate the employees may change with change in time because the
needs of employees too change with change in time. So continuous monitoring and close
observation of factors that motivate the employees is necessary to maintain a competent work
force. Only with a competent work force an organization can achieve its objective.Moreover,
human resource is the most valuable asset to any organization. A further study with in dept
analysis to know to what extent these factors motivate the employees is required.

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LIMITATIONS OF THE STUDY

As the study is undertaken through a research methodology based on collection of primary

data i.e. through questionnaires and then a detailed analysis and interpretation of the
responses but, not by a research scholar. Thus, it is subjected to different limitations which
are listed as follows –

• The data was collected through questionnaire. The responds from the respondents
may not be accurate.

• The sample taken for the study was limited and the results drawn may not be
accurate.

• Another difficulty was very limited time-span of the project and thus a detailed in
depth analysis could not be undertaken.

• Lack of experience of a Researcher which could not enable the analysis and
interpretation of the data collected with utmost precision.

• The research method used (i.e. by means of questionnaires) sometimes may not evoke
a very true response from the respondent because of their denial to disclose details
about their job or its specifications.

12
CHAPTER – III
THEORETICAL PERSPECTIVE

13
CONCEPT OF MOTIVATION

Rensis Likerthas called motivation as the core of management. Motivation is the core of
management. Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his subordinate or
to create the will to work among the subordinates .It should also be remembered that the
worker may be immensely capable of doing some work, nothing can be achieved if he is not
willing to work. Creation of a will to work is motivation in simple but true sense of term.

Motivation is an important function which very manager performs for actuating the people to
work for accomplishment of objectives of the organization. Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that
it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the management is successful in
doing so; it will also be successful in increasing the willingness of the workers to work. This
will increase efficiency and effectiveness of the organization. There will be better utilization
of resources and workers abilities and capacities.

Thus, the word motivation has been derived from motive, which means any idea, need or
emotion that prompts a man in to action. Whatever may be the behavior of man, there is
some stimulus behind it. Stimulus is dependent upon the motive of the person concerned.
Motive can be known by studying his needs and desires.

14
There is no universal theory that can explain the factors influencing motives which control
man’s behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of
motivation studies the motives of individuals, which cause different type of behavior.

DEFINITION OF MOTIVATION

 According to Edwin b Flippo,‘ motivation is the process of attempting to influence

others to do their work through the possibility of gain or reward.’

 According to E.F.L. Brech, ‘ motivation is a general inspirational process which gets

the members of the team to pull their weight effectively, to give their loyalty to the
group, to carry out properly the tasks they have accepted and generally to play an
effective part in the job that the group has undertaken.’

Thus, motivation is concerned with how the behavior gets started , is energized, sustained
and directed.

PROCESS OF MOTIVATION

1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back

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SIGNIFICANCE OF MOTIVATION

Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization.
The following results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers will
cooperate voluntarily with the management and will contribute their maximum towards the
goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization. This will
also result in increased productivity.

3. The rates of labor’s turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be
less. Better quality of products will also increase the public image of the business.

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THEORIES OF MOTIVATION

At one time, employees were considered just another input into the production of goods and
services. What perhaps changed this way of thinking about employees was research, referred
to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932. This study found
employees are not motivated solely by money and employee behavior is linked to their
attitudes. The Hawthorne Studies began the human relations approach to management,
whereby the needs and motivation of employees become the primary focus of managers .

Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne Study results . The major
approaches that have led to our understanding of motivation are Maslow's need-hierarchy
theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory,
Skinner's reinforcement theory, Mc. Gregor’s Theory X , Theory Y.

ABRAHAM H MASLOW’S NEED HIERARCHY THEORY

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self-
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or
system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot
be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This
resembles the standard economic theory of diminishing returns. The hierarchy of needs at
work in the individual is today a routine tool of personnel trade and when these needs are
active, they act as powerful conditioners of behavior- as Motivators. Hierarchy of needs; the
main needs of men are five. They are physiological needs, safety needs, social needs, ego
needs and self-actualization needs, as shown in order of their importance.

17
The above five basic needs are regarded as striving needs which make a person do things.

Physiological or Body needs: - The individual move up the ladder responding first to the
physiological needs for nourishment, clothing and shelter. These physical needs must be
equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety needs: - The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once his
bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security against
disease, misfortune, old age etc as also against industrial injury. Such needs are generally met
by safety laws, measure of social security, protective labor laws and collective agreements.

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Social needs: - Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He feels the
need to love and be loved and the need to belong and be identified with a group. In a large
organization it is not easy to build up social relations. However close relationship can be built
up with at least some fellow workers. Every employee wants too feel that he is wanted or
accepted and that he is not an alien facing a hostile group.

Ego or Esteem needs: - These needs are reflected in our desire for status and recognition,
respect and prestige in the work group or work place such as is conferred by the recognition
of ones merit by promotion, by participation in management and by fulfillment of workers
urge for self expression. Some of the needs relate to ones esteem e.g.; need for achievement,
self confidence, knowledge, competence etc. On the job, this means praise for a job but more
important it means a feeling by employee that at all times he has the respect of his supervisor
as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes the
employee give up the dependence on others or on the environment. He becomes growth
oriented, self oriented, directed, detached and creative. This need reflects a state defined in
terms of the extent to which an individual attains his personnel goal. This is the need which
totally lies within oneself and there is no demand from any external situation or person.

HERZBERG’S TWO-FACTOR THEORY

Herzberg's work categorized motivation into two factors: motivators and hygienes .Motivator
or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene
or extrinsic factors, such as pay and job security, produce job dissatisfaction.

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Herzberg proposed the Motivation-Hygiene Theory, also known as the Two factor theory
(1959) of job satisfaction. According to his theory, people are influenced by two sets of
factors:

Motivation Factors Hygiene Factors

• Pay and Benefits

• Achievement • Company Policy and Administration
• Recognition • Relationships with co-workers
• Work Itself • Supervision
• Responsibility • Status
• Promotion • Job Security
• Growth • Working Conditions
• Personal life

According to his theory, satisfaction and psychological growth was a result of motivation
factors and dissatisfaction, a result of hygiene factors.

Hygiene factors – They are needed to ensure that an employee does not become dissatisfied.
They do not lead to higher levels of motivation, but without them there is dissatisfaction.

Motivation factors – They are needed in order to motivate an employee into higher
performance. These factors result from internal generators in employees.

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Combining these two factors results in four scenario’s :-

 High Hygiene and High Motivation

Achieve both high hygiene and high motivation to make the best case scenario for
any employee. In this situation, employees have few complaints and are highly
motivated.

High Hygiene and Low Motivation

In this scenario, employees view the job as a paycheck. Employees have few
complaints but not much motivation.

 Low Hygiene and High Motivation

When a job is interesting and challenging but the working conditions are poor, the
result is low hygiene and high motivation. The employee enjoys the work but the
work conditions leave something to be desired.

 Low Hygiene and Low Motivation

The worst case scenario is low hygiene and low motivation. Employees typically do
not find satisfaction in their jobs and the working conditions are not great either. This
situation results in the lowest job satisfaction for employees.

If the motivation-hygiene theory holds, management not only must provide hygiene factors
to avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in
order for employees to be satisfied with their jobs.Herzberg argued that job enrichment is
required for intrinsic motivation, and that it is a continuous management process. According
to Herzberg:

• The job should have sufficient challenge to utilize the full ability of the employee.

• Employees who demonstrate increasing levels of ability should be given increasing

levels of responsibility.

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 • If a job cannot be designed to use an employee's full abilities, then the firm should
consider automating the task or replacing the employee with one who has a lower
level of skill. If a person cannot be fully utilized, then there will be a motivation
problem.

MC.GREGOR’S TWO FACTOR THEORY

Doughlas Mc. Gregor has proposed two theories by which employee’s motivation level can
be viewed. He called his theories as – theory X and theory Y.both of these theories begin
with the premise that management’s role is to assemble the factors of production, including
people for the economic benefit of the firm. Beyond this point, the two management theories
diverge -

THEORY X -

 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.

 People prefer to be directed.

 They have no ambition, avoid responsibility and would rather follow than lead.

 They are self centered and therefore not care for the organizational goals.

 These individuals are gullible and not particularly intelligent.

Therefore most people must be forced with the threat of punishment to work
towards organisational objectives.

THEORY Y -

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  Effort in work is as natural as work and play.

 People will apply self-control and self-direction in the pursuit of organisational

objectives, without external control or the threat of punishment.

 Commitment to objectives is a function of rewards associated with their

achievement.

 People usually accept and often seek responsibility.

 The capacity to use a high degree of imagination, ingenuity and creativity in

solving organisational problems is widely, not narrowly, distributed in the
population.

 In industry the intellectual potential of the average person is only partly utilised.

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 Theory X can be implemented as a hard and soft approach. The hard approach relies on
close supervision, implicit threats, tight controls , essentially an environment of command
and control. The soft approach is to be permissive , seek harmony with the hope that in
return employees will cooperate when asked to do so.

If Theory Y holds, the firm can do many things tom harness the motivational energy of
its employees. It can give way to delegation and decentralisation , job enlargement ,
participative management and performance appraisals.

VROOM’S EXPECTANCY THEORY

Vroom's theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards. Rewards may be either positive or negative. The more
positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.

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Whereas Maslow and Herzberg look at the relationship between internal needs and the
resulting effort expended to fulfil them, Vroom separates effort (which arises from
motivation), performance, and outcomes. Vroom, hypothesises that in order for a person to
be motivated that effort, performance and motivation must be linked. He proposes three
variables to account for this, which he calls Valence, Expectancy and Instrumentality.

Expectancy is the belief that increased effort will lead to increased performance i.e. if I work
harder then this will be better. This is affected by such things as:

1. Having the right resources available (e.g. raw materials, time)

2. Having the right skills to do the job

3. Having the necessary support to get the job done (e.g. supervisor support, or correct
information on the job)

Instrumentality is the belief that if you perform well that a valued outcome will be received
i.e. if I do a good job, there is something in it for me. This is affected by such things as:

1. Clear understanding of the relationship between performance and outcomes – e.g. the
rules of the reward ‘game’

2. Trust in the people who will take the decisions on who gets what outcome

3. Transparency of the process that decides who gets what outcome

25
Valence is the importance that the individual places upon the expected outcome. Having
examined these links, the idea is that the individual then changes their level of effort
according to the value they place on the outcomes they receive from the process and on their
perception of the strength of the links between effort and outcome.
So, if I perceive that any one of these is true:

1. My increased effort will not increase my performance

2. My increased performance will not increase my rewards

3. I don’t value the rewards on offer

...Then Vroom’s expectancy theory suggests that this individual will not be motivated. This
means that even if an organization achieves two out of three, that employees would still not
be motivated; all three are required for positive motivation.

Crucially, Expectancy theory works on perceptions – so even if an employer thinks they have
provided everything appropriate for motivation, and even if this works with most people in
that organization it doesn’t mean that someone won’t perceive that it doesn’t work for them.

SKINNER’S RE-INFORCEMENT THEORY

Skinner's theory simply states those employees' behaviors that lead to positive outcomes
will be repeated and behaviors that lead to negative outcomes will not be repeated. Managers
should positively reinforce employee behaviors that lead to positive outcomes. Managers
should negatively reinforce employee behavior that leads to negative outcomes.

26
Re-inforcement theory is the process of shaping behavior by controlling the consequences of
the behavior. In reinforcement theory a combination of rewards and/or punishments is used
to reinforce desired behavior or extinguish unwanted behavior. Any behavior that elicits a
consequence is called operant behavior, because the individual operates on his or her
environment. Reinforcement theory concentrates on the relationship between the operant
behavior and the associated consequences, and is sometimes referred to as operant
conditioning.

J.S ADAMS EQUITY THEORY

Adams' theory states that employees strive for equity between themselves and other workers.
Equity is achieved when the ratio of employee outcomes over inputs is equal to other
employee outcomes over inputs .

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: and this may lead to –

1. lower productivity
2. reduced quality
3. increased absenteeism
4. voluntary resignation.

27
TYPES OF MOTIVATION

Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning
is morally significant. Extrinsic motivation comes into play when a student is compelled to
do something or act a certain way because of factors external to him or her (like money or
good grades).

There are broadly seven strategies for motivation : -

 Positive reinforcement / high expectations

 Effective discipline and punishment

 Treating people fairly

 Satisfying employees needs

 Setting work related goals

 Restructuring jobs

 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate
this gap.

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CHAPTER – IV
RESEARCH METHODOLOGY

29
RESEARCH DESIGN

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”

A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.

DATA COLLECTION METHODS

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

Primary Sources.

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

Secondary Sources.

Secondary data’s are in the form of finished products as they have already been treated
statistically in some form or other.
The secondary data mainly consists of data and information collected from records,
company websites and also discussion with the management of the organization. Secondary
data was also collected from journals, magazines and books.

30
SAMPLING PLAN

Sample

A finite subset of population, selected from it with the objective of investigating its
properties called a sample. A sample is a representative part of the population. A sample of
some office employees has been randomly selected. The response to various elements under
each questions were totaled for the purpose of various statistical testing.

Sample Size.

Number of the sampling units selected from the population is called the size of the
sample.Sample of 15 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.

SAMPLING METHOD

The sampling method used for the conduct of research to find out the level of motivation
amongst various employees in different organizations is through questionnaires .

31
Questionnaire.

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system.
A defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The questionnaire consists of open ended, rating questions to be answered according to

respondents perception ie- strongly agree, agree, neither agree nor disagree, disagree,
strongly disagree.

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CHAPTER - V
DATA ANALYSIS
AND
INTERPRETATIONS

33
DATA ANALYSIS AND INTERPRETATION

Variables of the Study.

The direct variable of the study is the employee motivation and empowerment. Indirect
variables are the incentives, interpersonal relations, career development
opportunities and performance appraisal system.

Presentation, Analysis and Interpretation of Data.

The data are presented through charts and tables and thus, are analysed according to the
completed questionnaires collected back from the respondents. Thus, interpretations are
made about different aspects of their job which directly or indirectly highlights their level of
motivation, dedication and commitment for their job.

The usual analysis approach is to begin with descriptive analyses, to explore and gain a
“feel” for the data. The analyst then turns to address specific questions from the study aims
or hypotheses, from findings and questions from studies reported in the literature, and from
patterns suggested by the descriptive analyses. Before analysis begins in earnest, though, a
considerable amount of preparatory work must usually be carried out.

Analysis - major objectives

 Evaluate and enhance data quality

 Describe the study population and its relationship to some presumed source (account
for all in-scope potential subjects; compare the available study population with the
target population).
 Estimate measures of frequency and extent (incidence, means, medians).
 Estimate measures of strength of association or effect.
 Control and examine effects of other relevant factors.

34
 DESCRIPTIVE STATISTICS

1. Response about the satisfaction of presently drawn salary.

SNO PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS

1. STRONGLY AGREE 5 33
2. AGREE 7 47
3. NEITHER AGREE NOR DISAGREE 3 20
4. DISAGREE 0 0
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

EMPLOYEES SATISFACTION WITH THEIR

SALARIES
NO. OF RESPONDENTS

50
45
40
35 NUMBER OF
30 RESPONDENTS
25
20 PERCENTAGE
15
10
5
0
DISAGREE

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
NEITHER
AGREE
AGREE

NOR

1 2 3 4 5
RESPONSES

Thus, the table shows that 47% of employees are satisfied with the present salaries drawn by
them which is fairly high.

35
 2. Response on the financial incentives motivating more than non
financial incentives.
SNO PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS

1. STRONGLY AGREE 3 20
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 6 40
4. DISAGREE 1 7
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

FINANCIAL INCENTIVES MOTIVATING MORE

THAN NON FINANCIAL INCENTIVES

7% 0%
20% 1 STRONGLY AGREE

2 AGREE

3 NEITHER AGREE NOR

40% DISAGREE
4 DISAGREE

5 STRONGLY
33%
DISAGREE

Thus, the chart shows that 40% of employees are motivated more by financial incentives
like-salary increments, bonus than non financial incentives.

36
3.Level of motivation through salary increments and bonus schemes
provided in the organization.
SNO PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS

1. STRONGLY AGREE 4.5 30

2. AGREE 3.5 23
3. NEITHER AGREE NOR DISAGREE 4 27
4. DISAGREE 3 20
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

LEVEL OF MOTIVATION ENTHUSED BY

FINANCIAL INCENTIVES

30
25
20
NO. OF
15
RESPONDENTS
10
5 NUMBER OF
0 RESPONDENTS
NEITHER

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
AGREE

PERCENTAGE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 30% of employees motivation levels are boosted up provision of
more and more financial incentives.

37
4. Satisfaction amongst employees with the organizational facilities – lunch
breaks, rest breaks, leaves.
SNO PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS

1. STRONGLY AGREE 0 0
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 4 27
4. DISAGREE 5 33
5. STRONGLY DISAGREE 1 7
TOTAL 15 100

SATISFACTION WITH THE ORGANISATIONAL

FACILITIES PROVIDED

1 STRONGLY AGREE
7% 0%
33% 2 AGREE
33%
3 NEITHER AGREE NOR
DISAGREE
4 DISAGREE

27% 5 STRONGLY DISAGREE

Thus, the chart shows that there are 33% of employees who agree and same % of them who
disagree with the facilities- lunch and rest breaks, leaves provided by the organization.

38
5. Specialized training opportunities provided to employees according to
job performance.
SNO PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS

1. STRONGLY AGREE 2 13
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 4 27
4. DISAGREE 3 20
5. STRONGLY DISAGREE 1 7
TOTAL 15 100

TRAINING GIVEN TO EMPLOYEES ACCORDING

TO JOB PERFORMANCE

35
30
25
NO. OF 20
RESPONDENTS 15
10
5 NUMBER OF
RESPONDENTS
0
NEITHER

DISAGREE
STRONGLY

STRONGLY
AGREE

PERCENTAGE
DISAGREE
AGREE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 33% of employees agree to specialized training programmes being
conducted by the organization.

39
6.Congenial atmosphere in terms of good physical conditions provided in
the organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 6 40
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 3 20
4. DISAGREE 1 7
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

GOOD PHSICAL WORKING CONDITIONS

PROVIDED IN ORGANISATION

40
35
30
NO. OF 25
20
RESPONDENTS
15
10 NUMBER OF
5 RESPONDENTS
0
NEITHER

PERCENTAGE
DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
AGREE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 40% of employees strongly agree that good physical working
conditions – infrastructure, congenial atmosphere are being provided by the organization.

40
7. Job security provided to employees for their enhanced productivity.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 1.5 10

2. AGREE 4 27
3. NEITHER AGREE NOR DISAGREE 4 27
4. DISAGREE 5 33
5. STRONGLY DISAGREE 0.5 3
TOTAL 15 100

JOB SECURITY PROVIDED TO EMPLOYEES

FOR HIGHER EFFICIENCY

35
30
25
NO. OF 20
RESPONDENTS 15
10
NUMBER OF
5
RESPONDENTS
0
NEITHER

PERCENTAGE
DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
AGREE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that there are 33% of employees who disagree with the adequate
provision of job security schemes- retirement benefits, pensions etc to extract maximum
potential from employees.

41
8. Other facilities provision like medical benefits being ensured by the
organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 2 13
2. AGREE 7 47
3. NEITHER AGREE NOR DISAGREE 6 40
4. DISAGREE 0 0
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

OTHER BENEFITS BEING PROVIDED BY THE ORGANISATION

50
45
NO. OF RESPONDENTS

40
35
30
NUMBER OF RESPONDENTS
25
PERCENTAGE
20
15
10
5
0
STRONGLY

STRONGLY
DISAGREE

DISAGREE
AGREE

DISAGREE
NEITHER
AGREE
AGREE

NOR

1 2 3 4 5
RESPONSES

Thus, the table shows that there are 47% of employees who are satisfied and therefore agree
to the other essential benefits – medical benefits being provided by the organization.

42
9. Esteem needs like – a good status being taken care of by the
organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 7 47
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 3 20
4. DISAGREE 0 0
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

ESTEEM NEEDS FULFILLED BY THE ORGANISATION

50
45
NO. OF RESPONDENTS

40
35
30
NUMBER OF RESPONDENTS
25
PERCENTAGE
20
15
10
5
0
STRONGLY

STRONGLY
DISAGREE

DISAGREE
AGREE

DISAGREE
NEITHER
AGREE
AGREE

NOR

1 2 3 4 5
RESPONSES

Thus, the table shows that 47% of employees strongly agree to the fulfillment of their esteem
needs while working for that particular organization.

43
10. Non financial incentives (praise, recognition) being used by the
organization to extract work from employees.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 4 27
2. AGREE 4 27
3. NEITHER AGREE NOR DISAGREE 5 33
4. DISAGREE 2 13
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

NON FINANCIAL INCENTIVES USED BY

ORGANISATION TO MOTIVATE EMPLOYEES

0%
13%
27% 1 STRONGLY AGREE

2 AGREE

3 NEITHER AGREE NOR

DISAGREE
33% 4 DISAGREE

5 STRONGLY
DISAGREE
27%

Thus, the chart shows that 33% of employees neither agree nor disagree with the use of
different non financial incentives to motivate them.

44
11. Opportunities for future advancement and growth provided in the
organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 3 20
2. AGREE 5.5 37
3. NEITHER AGREE NOR DISAGREE 5.5 37
4. DISAGREE 0.5 3
5. STRONGLY DISAGREE 0.5 3
TOTAL 15 100

OPPURTUNITIES FOR FUTURE GROWTH

PROVIDED ADEQUATELY BY ORGANISATION

45
40
35
30
NO. OF 25
RESPONDENTS 20
15
10 PERCENTAGE
5
0 NUMBER OF
NEITHER

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
AGREE

RESPONDENTS
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 37% of employees agree and same % of them neither agree nor
disagree with the provision of different opportunities for future advancement and career
growth.

45
12. Importance of visibility with top management for an enhanced job
performance by the employees.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 4 27
2. AGREE 6 40
3. NEITHER AGREE NOR DISAGREE 3 20
4. DISAGREE 2 13
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

IMPORTANCE OF VISIBILITY WITH TOP MANAGEMENT FOR

EMPLOYEES

45
NO. OF RESPONDENTS

40
35
30 NUMBER OF
25 RESPONDENTS
20 PERCENTAGE
15
10
5
0
STRONGLY AGREE NEITHER DISAGREE STRONGLY
AGREE AGREE DISAGREE
NOR
DISAGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 40% of employees agree with enhancement in their job
performance and maximum potential put in when they have visibility or interaction with the
top management.

46
13. Effective role played by superiors in the organization in terms of
reconising work done by subordinates, making job more interesting.
SNO PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS

1. STRONGLY AGREE 3 20
2. AGREE 6.5 43
3. NEITHER AGREE NOR DISAGREE 4.5 30
4. DISAGREE 1 7
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

ESSENTIAL ROLE PLAYED BY SUPERIORS IN

THE ORGANISATION
NO. OF RESPONDENTS

50
45
40
35 NUMBER OF
30 RESPONDENTS
25
20 PERCENTAGE
15
10
5
0
DISAGREE

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
NEITHER
AGREE
AGREE

NOR

1 2 3 4 5
RESPONSES

Thus, the table shows that 43% of employees agree that their superior’s play a cardinal role
by boosting morale of subordinates, recognizing the work done by them.

47
14. Team spirit amongst different employees in the organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 1 7
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 6 40
4. DISAGREE 3 20
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

TEAM SPIRIT AMONGST VARIOUS EMPLOYEES

50
45
40
35
NO. OF 30
25
RESPONDENTS 20
15
10 PERCENTAGE
5
0 NUMBER OF
NEITHER

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE

RESPONDENTS
AGREE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 40% of employees neither agree nor disagree with the existence of
adequate level of team spirit amongst different employees which is a key essential for
achievement for organizational goals.

48
15. Sensible rules , policies, regulations laid down and followed in the
organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 2 13
2. AGREE 7 47
3. NEITHER AGREE NOR DISAGREE 4 27
4. DISAGREE 1 7
5. STRONGLY DISAGREE 1 6
TOTAL 15 100

SENSIBLE RULES, POLICIES AND

PROCEDURES LAID DOWN BY ORGANISATION

60
50
40
NO. OF
30
RESPONDENTS
20
PERCENTAGE
10
0 NUMBER OF
NEITHER

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE

RESPONDENTS
AGREE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 47% of employees agree to the layout of sensible and adequate
rules, regulations, policies, programmes, organizational goals.

49
16. Level of superior’s intervention in assignment of tasks to the
subordinates.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 1 7
2. AGREE 5 33
3. NEITHER AGREE NOR DISAGREE 2 13
4. DISAGREE 7 47
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

LEVEL OF SUPERIOR'S INTERVENTION IN A

SUBORDINATE'S TASK

1 STRONGLY AGREE

2 AGREE

3 NEITHER AGREE NOR

DISAGREE
4 DISAGREE

5 STRONGLY
DISAGREE

Thus, the table shows that 47% of employees disagree to the excessive intervention of
superiors in the assignment of tasks to their subordinates and should only provide sufficient
information for accomplishment of immediate tasks.

50
17. Alignment of goals by employees (their own, organizational) or more
importantly realization of their ultimate goals.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 6.5 43

2. AGREE 4.5 30
3. NEITHER AGREE NOR DISAGREE 2 13
4. DISAGREE 2 14
5. STRONGLY DISAGREE 0 0
TOTAL 15 100

ALIGNMENT OF GOALS OR REALISATION OF

ONLY PERSONAL GOALS BY EMPLOYEES

45
40
35
30
NO. OF 25
RESPONDENTS 20
15
10 NUMBER OF
5 RESPONDENTS
0
PERCENTAGE
NEITHER

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
AGREE
AGREE

1 2 3 4 5
RESPONSES

Thus, the table shows that 43% of employees strongly agree to the fact that realization of
their personal ultimate goals is more important for them rather than a very proper alignment
of their and the organizational goals.

51
18. Adequate support obtained by the employees from the HR department
in the organization.

SNO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1. STRONGLY AGREE 3 20
2. AGREE 2 13
3. NEITHER AGREE NOR DISAGREE 7 47
4. DISAGREE 1 7
5. STRONGLY DISAGREE 2 13
TOTAL 15 100

ADEQUATE SUPPORT OBTAINED BY

EMPLOYEES FROM HR DEPARTMENT
NO. OF RESPONDENTS

50
45
40
35 NUMBER OF
30 RESPONDENTS
25
20 PERCENTAGE
15
10
5
0
DISAGREE

DISAGREE
STRONGLY

STRONGLY
AGREE

DISAGREE
NEITHER
AGREE
AGREE

NOR

1 2 3 4 5
RESPONSES

Thus, the table shows that 47% of employees are neither agreed nor disagreed to the support
obtained by them from the Human Resource department in the organization.

52
 CHAPTER – VI
FINDINGS AND CONCLUSIONS

FINDINGS

53
The findings of the study are follows :-

 The different organizations have a well-defined organization structure.

 There is a harmonious relationship existing in the organization between employees

and management.

 The employees are really motivated by the management.

 The employees are satisfied to an extent with the present incentive plan of the
company.

 Most of the employees agreed that the company is eager in recognizing and
acknowledging their work.

 The study reveals that there is a good relationship existing among employees and
their superiors or the top management.

 Majority of the employees agreed that there is not enough job security to their present
job.
 The company is providing good safety measures for ensuring the employees safety
along with medical benefits.

 From the study it is clear that most of employees agree to the fact that performance
appraisal activities and support from the co -workers is helpful to upgrade
motivational levels.

 · The study reveals that increase in the salary will motivate the employees to a
considerable higher extent.
SUGGESTIONS

54
The different suggestions for the findings from the study of level of
employee motivation amongst employees in different organizations are -

• 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

co-ordination through it.

• Skills of the employees should be appreciated.

• Better carrier development opportunities should be given to the employees for their
improvement.

• If the centralized system of management is changed to a decentralized one, then

there would be active and committed participation of staff for the success of the
organization .

55
CONCLUSION

The study concludes that, the motivational program procedure adopted by different
organizations is effective but not highly effective.

The study on employee motivation highlighted many factors which will help to motivate the
employees. The study was conducted among various employees and information was
collected through structured questionnaires. The study helped to findings, which were
related, with employee motivational programs that are provided in the organization.

The performance appraisal activities really play a major role in motivating the employees of
the organization. It is a major factor that makes an employee feels good in his work and
results in his satisfaction too. The organizations 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. Innovative Steps should be taken to improve the
motivational programs procedure in the future for extraction of maximum work potential
from the employees.

56
SUMMARY

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

This project entitled as “Employee motivation and empowerment” was done to find out the
factors which will motivate the employees and make them feel empowered with their job..
The study undertakes various efforts to analyze all of them in great details. From the study,
the researcher was able to find some of the important factors, which motivate the employees.
Factors like financial incentives and non financial inventive, performance appraisal system,
good relationship with co-workers, promotional opportunities in the present job, employee
participation in decision making are very much effect the level employee motivation. It is
also clear from the study that the company is so eager in motivating their employees and their
present effort for it so far effective.

The human resources can play an important role in the realization of the objectives.
Employees work in the organization for the satisfaction of their needs. If the human
resources are not properly motivated, the management will not be able to accomplish the
desired results. Therefore, human resources should be managed with utmost care to inspire,
encourage and impel them to contribute their maximum for the achievement of the business
objectives.

57
 CHAPTER - VII
EXPECTED CONTRIBUTION FROM
THE STUDY

58
QUESTIONNAIRE –

“A STUDY OF THE FACTORS THAT MOTIVATES EMPLOYEES IN AN

ORGANISATION WHICH IN TURN LEADS TO THEIR ENHANCEMENT AND
EMPOWERMENT .”

PERSONAL DETAILS ( THIS INFORMATION WILL BE KEPT

CONFIDENTIAL ).

A) Name : ………………………………………………………
B) Age: ……………….. a) Below 30 b) 31-40 c) 40-50 d) Above 50
C) Sex : a) Male b) Female
D) Category of work : a) Worker b) Clerk c) Executive
( any other please specify : …………………………………………………………….)
E) Marital status: a) Married b) Unmarried
F) Educational qualification:

a) Honors b) Diploma c) UG d) PG e) Professional

f) Others : ……………………………………………………………
G) Department : a) Engineering b) Service c) Administration
d) others :
……………………………………………………………..
H) Job Experience:

a) No prior experience b) With in 3 years c) 3-5 years d) 5-10 years

e) more than 10 years ( specify ) ………………………………………..

QUESTIONS
1. You are satisfied with the salary you draw at present.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree.
2. Financial incentives motivate you more than non financial incentives.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree.

3. In the organization the bonus scheme given to the employees is satisfactory .

a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree

e) Strongly disagree

59
4. The salary increments given to employees who do their jobs very well motivates
them.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree

5. You are satisfied with the lunch break, rest breaks and leaves given in the
organization.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree

6. The people in the organization are given training on the basis of job specifications .

a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree

e) Strongly disagree
7. Good physical working conditions essential for higher productivity are provided in
the organization.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree
8. The employees in the organization feel secured with their job which increases their
efficiency.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree
9. The retirement benefits available are sufficient to give empowerment status to
employees
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree
10. The medical benefits and claims provided in the organization are satisfactory.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree

11. You feel that the job you do gives you a good socially esteemed status.

a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree

e) Strongly disagree

12. In this organization both praise and appreciation are used to extract work from the
employees.

a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree

e) Strongly disagree

60
BIBLIOGRAPHY

Books –

• Gupta C.B., “Management Theory and Practice”, Sultan Chand and Sons,
New Delhi.
• Stephen P. Robbins, Timothy A. Judge, “ Organizational Behavior”
,Prentice Hall of India private limited, New Delhi.

Websites –

• www.google.com
• www.indianmba.com
• www.managementhelp.org
• www.businessballs.com
• www.netmba.com
• www.wikipedia.org
• www.motivation-to-learn.com
• www.valuebasedmanagement.net

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