Employee Motivation and Performance

EMPLOYEE MOTIVATION AND PERFORMANCE
WOORY AUTOMOTIVES INDIA PRIVATE LIMITED
A Project report submitted in partial fulfillment of the requirement for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
A. VICTOR
(Reg. No: 3510910874)
Submitted to
SRM SCHOOL OF MANAGEMENT
Under the guidance of
MR. K. SANKARA MOORTHY
Assistant professor
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DEPARTMENT OF BUSINESS ADMINISTRATION
SRM UNIVERSITY
MAY-2010
SRM SCHOOL OF MANAGEMENT
SRM UNIVERSITY
SRM Nagar, Kattankulathur-603203
Phone: 044-27452270, 27417777, Fax: 044-27453903
E-hod@mba.srmuniv.ac.in, website: www.srmuniv.ac.in
______________________________________________________
BONAFIDE CERTIFICATE
2
Certified that this project report titled EMPLOYEE MOTIVATION AND PERFORMANCE
WOORY AUTOMOTIVES INDIA PRIVATE LIMITED is the bonafide work of A.VICTOR who
carried out the research under my supervision.
Certified further, that to the best of my knowledge the work reported here in does not form
part of any other Project report or dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate.
PROJECT GUIDE DEAN
Mr. K. SANKARA MOORTHY DR. (Mrs.) JAYSHREE
EXTERNAL GUIDE
ACKNOWLEDGEMENT
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I would like to express my profound gratitude to our dean Dr.Mrs.Jayshree Suresh B.A, M.B.A,
PhD, who granted permission and encouraged me to take up a challenging project.
I would like to express my profound gratitude and gratefulness to my supervisor Mr.K.Sankara
Moorthy Assistant professor, SRM School of Management imparting his knowledge and excellent
guidance to complete this project.
I am indebted to Mr. Claudios Fernando (Director), Mr. P. Mohan Gandhi (Senior Manager-HR) and
Mr. Remo of Woory Automotives India Private limited for their valuable advice, vital inputs, and
remarkable guidance to complete this project.
I would be failing in my duty, if I do not express my heartfelt thanks to the employees of Woory
Automotives India Private limited for providing the primary data.
I finally express my gratitude and thanks to my family members and friends for their constant
support and encouragement.
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DECLARATION
I hereby declared that the project work entitled EMPLOYEE MOTIVATION AND
PERFORMANCE WOORY AUTOMOTIVES INDIA PRIVATE LIMITED submitted to the SRM
University, Chennai in partial fulfillment of the requirements for the award of Master of Business
Administration is a record of original project done by me during the period of time in the SRM
University, Chennai under the guidance of Mr. K. Sankara Moorthy, Assistant professor in School
of Management, SRM University.
Place: Chennai
Date:
A,VICTOR
5
TABLE OF CONTENTS
CHAPTER CONTENTS PAGE NO
I INTRODUCTION
1. Introduction 1
1.1 Research Background 2
6
1.2 Research Problems 3
1.3 Review of Related Literature 4
1.4 Need and importance of study 5
1.5 Primary objective 5
1.5.1 Secondary objectives 5
1.6 Limitations 6
1.7 Cauterization 6
II BRIEF HISTORY OF WOORY COMPANY
2.1 Introduction 8
2.2 Woory India Plant 8
2.3 company History 9
2.3.1 Management Policy 10
2.3.2 Quality Policy 11
2.3.3 Customer Support Strategy 11
2.3.4 Philosophy 11
7
2.3.5 Company Vision 12
2.3.6 Organization 14
2.3.7 Woory Global Location 15
2.3.8 Global Customers 16
2.4 The Products Woory Company 18
MOTIVATION
III
3.1 Introduction 26
3.2 Managing Human Resources 26
3.3 Motivation 28
3.3.1 Motivation defined 28
3.3.2 Source of Motivation 30
3.3.3 Reason for Employees lack of Motivation in
todays world 31
3.4 Motivational Theories. 32
3.5 Motivating Individuals and Groups at Work 34
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RESEARCH METHODOLOGY
4. Introduction 36
4.1 Research Design 36
4.2 Research Method 36
IV 4.3 Questionnaire Design 37
4.4 Sampling Procedure 37
4.5 Pilot study and pre test 38
4.6 Method of data collection 38
4.6.1 Primary Data 38
4.6.2 Secondary Data 39
VI DATA ANALYSIS & INTERPRETATION 40-67
FINDING, SUGESTION AND CONCLUSION 66-71
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VII
Bibliography 72
Appendix 73
LIST OF TABLES
Table No Table Title Page no
1A Mean Descriptive of Motivational Variables 45
1B One way ANOVAs on motivational Variable 46
1C Post Hoc Test on Motivational Variable 47
2A Group Statistics between Male and Female 48
2B Levenes Test for Equality of Variance 49
3A Mean Descriptive on Qualification 50
3B One way ANOVAs on Qualification 51
3C Post Hoc Test on Qualification 52
4A T-Test on Age Group 56
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4B Levenes Test for Quality of Variance 56
5A Mean Descriptive on Department 57
5B One way ANOVAs on Department 58
5C Post Hoc Test on Department 60
6A Mean Descriptive on Salary 63
6B One way ANOVAs on Salary 64
6C Post hoc Test on Salary 66
LIST OF CHARTS
Chart No Chart Title Page no
1 Customers wise Sales Results 2009 17
2 Product wise Sales Results 2009 17
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3 Sales over View 18
4 Customer Supporting Chain 25
5 Company Related Information 40
6 Working Condition 40
7 Compensation and benefit 41
8 Employees Relations 42
9 Training and Development 42
10 Relationship between HRD and Employees 43
11 Personal Development 44
12 Mean Working Condition for Age group 48
13A Mean working condition for qualification 54
13B Mean of Motivational level of the Employees 55
14A Mean of Company Related Information 59
14B Mean of Working condition for Qualification of various Department 59
14C Mean of motivation level of the Employees 59
15A Mean of Working Condition on Salary Group 65
15B Mean of Training and Development on Salary Group 65
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1. Introduction
Motivating the workforce of an organization to work more effectively towards the
organizations goals is perhaps the most fundamental task of management. Organizations motivate
their workforce to perform effectively by offering them rewards for satisfactory performance and
perhaps punishing them for unsatisfactory performance. Over the past hundred years or so there has
been an evolution in the view of what the term rewards actually means in an organizational
context.
In the age of Scientific Management, forwarded by Frederick Winslow Taylor in the 1890s,
only monetary rewards were considered to be important to employees. This rather limited view of
employees needs and rewards gave way in the 1920s when a series of experiments at the Western
Electric Companys Hawthorne plant led to a new paradigm of worker motivation. The Hawthorne
experiments, as they came to be known, led to a view that saw employees motivated more by social
needs rather than by purely economic ones. This viewpoint, known as the Human Relations
Movement, attempted to identify and satisfy the social needs of the worker in the belief that a
satisfied worker worked harder than an unsatisfied worker. Rewards under the Human Relations
viewpoint, therefore, also included the relationships employees form with their fellow workers. It
was thus seen to be in the organizations interest to provide an environment that allows and
encourages social relationships to develop. Finally, the Human Resources Movement began to
concentrate more on the needs of the individual rather than the interactions within working groups.
The Human Resources Movement views the worker as being largely pre-motivated to perform to
the best of their abilities and it becomes the task of management to provide conditions whereby
workers can meet their own individual goals at the same time as meeting those of the organization.
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Rewards under the Human Resources Movement therefore include a wide range of factors, such as
money, affiliation, achievement and performing a meaningful job.
1.1 Research Background
The world is going through an enormous change. Globalization of businesses is increasing
and information technologies are advancing. These major changes are reshaping our world
significantly, for better and for worse. They lead to changes in the way business is done, they way
employees behave and the way managers mange their employees. For companies to remain
successful, they are required to adapt to these changes. The changes that are reshaping the world
have altered the way organizations operate and have also led to changes in employee characteristics
(Robbins, 2000:21).
Although many theorists believe the changes in the world of work have brought advantages,
several believe that the changes have different and disparate impact on the employees. However, in
contrast with the traditional way of managing, where the structures and the systems were predefined,
the new work place seeks to balance whatever is important for the company and its strategies with
whatever is important for the individual employees regarding their life strategies.
Management in todays world is about management in times of rapid change. In todays
world, the biggest task of the human-resource manager is to motivate and retain employees.
Motivation is a companys life-blood. A well managed company can motivate and retain its
employees and hence has the following competitive advantages: reduced turnover, an increase in
productivity, reduced absenteeism, increased revenue and improved performance. However,
managers tend to assume that they know what the employees want from their work. This assumption
can lead mangers into making mistakes while trying to motivate their employees. This study is thus
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an attempt to help mangers to understand the factors that motivate their employees to perform to the
best of their ability.
1.2 Research Problems
Motivated employees are needed in our rapidly changing work place. Motivated employees
help organization 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 motivate employees changes constantly.
Motivation is not based on a particular theory and it does not advocate any particular
technique for application. The motivation research mainly understood employees mentality towards
the motivational packages of the organization and the energy it creates for employees to be engaged
in their work. The energy which the employees possess is often blocked in the work place, beyond
certain points. It is necessary to identify the various blocking factors of motivational system in the
organization. An organization could be considered effective only if the motivational features are
satisfactory according to the employees. An enterprise must committed to the assurance of
motivation in order retain the talents in its workforce.
The changing view of organizational rewards and employee motivation has led to a multitude
of theories of exactly how the job rewards influence the motivation and performance of employees.
Steers [1987] stated that a comprehensive theory of motivation at work must address itself to at
least three important sets of variables which constitute the work situation i.e. the characteristics of
the individual, the characteristics of the job and the characteristics of the work environment. These
three sets of variables, along with examples of each, are depicted in the following diagram.
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Individual Characteristics Job Characteristics Work Environment
Interests Types of intrinsic rewards Characteristics
Attitudes Degree of autonomy Immediate work
Toward self Amount of direct environment
performance Peers
Toward job feedback
Supervisors
Toward aspects of Degree of variety in tasks
Organisational actions
work situation
Needs Reward practices
Security Systemwide rewards
Social Individual rewards
Achievement Organisational climate
1.3 Review of Related Literature
Employee motivation is influenced by the employee himself or herself, the management and
the environment. Motivating the employee is the managers job. It is therefore the managers job to
understand what motivates the employees. Based on Locke and Lathams integrated model of work
motivation, various theories of work, employee motivation will be discussed, including Maslows
need hierarchy, McClellands personality-based approach to employee motivation, Vrooms VIE
theory, Locke and Lathams goal theory, Banduras self-efficacy theory, Weiners attribution theory,
Herzbergs job characteristics model, the organizational commitment theory and Adams equity
theory. These theories attempt to explain employees behavior. They provide understanding to both
managers and employees of how to motivate others or become more involved in ones own
motivation (Drafke and Kossen, 2002:273). Greens belief system of motivation, Glanzs CARE
model for motivating employees, Lindners approach to understanding employee motivation, and
Nelsons ten ways to motivate todays employees are some newer approaches to employee
motivation.
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1.4 Need and importance of study
The purpose of this study is to describe the importance of certain factors in motivating
employees, specifically, the study sought to describe the ranked importance following motivation
factors job security, sympathetic help with personnel problems, personal loyalty to employees,
interesting work, good working condition, tactful discipline, good wages, promotion and growth in
the organization, feeling of being one, and full appreciation of work done.
Motivation is employees tool. This study is one such attempt and therefore it is important as
it helps to develop and improve the motivation to bring in balance between the work and life which
helps the Woory Automotives India to achieve its goals and targets. This research mainly deals with
the employee satisfaction on motivational measures of the company.
1.5 Primary objective
To study the motivational level among the employees of Woory Automotives India Private
Limited
1.5.1 Secondary objectives
1. To study the socio demographic details of the employees
2. To study the role satisfaction of the respondents
3. To study the working conditions of the employees
4. To study the compensation and benefits given to the employees
5. To study the relations among the employees
6. To study relationship between human resource department and the respondents
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1.6 Limitations
The study is limited to Woory Automotives India Private Limited only
The sample size is only 30 in number and the data collection is at random.
Some errors have occurred because of misinterpretation of the question as some of the
customers are poor in English.
Few employees filled their questionnaire in a hurry. So they could not be relied upon and
predominant of subjectivism.
The duration of the project is restricted to two months only. So it is not possible to get the
feedback from all employees.
The study was limited. Hence the findings cannot be generalized.
The details over a period of time will get invalid since there will be a drastic change in
employees behavior.
1.7 Chapterisation
The study has been interwoven within the framework of six chapters
Chapter-I
The first chapter deals with introduction, research background, research problems, theoretical
framework, needs, objectives and limitation.
Chapter-II
The second chapter consists of company profile.
Chapter-III
The third chapter comprises of introduction, managing human resources, motivation,

motivation defined, source of motivation, reasons for employees lack of motivation in todays
world, motivational theories and motivating individuals and groups at work.
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Chapter-IV
The fourth chapter highlights research design, questionnaire design, pilot study and pre test,
sampling procedure and method of data collection.
Chapter-V
The fifth chapter analyze and interpretation of data
Chapter-VI
The Sixth chapter deals with the findings, suggestion and conclusion.
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2.1 Introduction
Woory Industrial, established in 1989, have successfully launched its business into the North
American Market through dynamic marketing strategy; making a firm establishment in domestic as well as in
the overseas market. The company is striving to establish global leadership in the field of automotive supply
by expanding its horizon from Asia, Europe, and throughout the world
Vision of Woory in the 21st century is to become "World-class automotive supplier of the highest
quality goods and of the highest innovation that puts customer's needs at its utmost priority."
With its motto of "customer centered management", "establishing fair values" and "respect of mankind".
The company is committed to customer's satisfaction through its continuous innovation in the development
and manufacture of automotive supply for global automotive industry. It hopes to build a partnership of trust
and of sincerity with customer, and makes every effort to satisfy the consumers. The brief history of the
company growth and developments in India as follows.
2.2 WOORY India Plant
Established April 19, 2004
Company Name WOORY Automotive India
Operating Manager Sung Won Cho
Director Manager Claoudious Fernandeos
Products Field Coil Assembly

HVAC Actuators
Cooling Fan Resistors
Heater Blower
PTC Pre Heater

Heater Control Assembly
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Employee 320
Share Capital USD $ 947,697
Property Size 108,458 SF
Building Size 12,454 SF
Address Plot No- A1B, M.M.D.A Industrial Complex, Kilakaranai Village, Maraimalai
Nagar- Township, Chengalpattu -Taluk, Kancheepuram-District, India
Pin:- 603 209
Contacts T: 011 91 44 4740 4451 / F: 011 91 44 4740 4454
Woory Automotives India Private limited plant in India
2.3 Company History
1989 02 Woory Industrial Co ltd Established in Korea.
2004 05 Woory India Company Registered
2004 12 Woory India Plant Production Established
2005 07 First Supplies to Visteon India from Woory India
2006 01 Completed TS 16949 Audit at Woory India
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2006 04 Started Actuator supplies to Visteon India
2006 07 Started supplies of Plastic components to Hanil Lear
2007 04 First Supply to Subros Limited from Woory India
2007 07 Started Supplies of 5 products including control head to
Visteon for new Hyundai PA project (i10)
2007 09 Won Actuator Business from Sanden vikas for Micro Bus project 2008
02 Successfully completed 100 PPM and SQ Mark Audit of Hyundai India 2008
05 Completed Line set up of Export actuators for Behr US
2008 06 PB project Control Head ,Pre heater line Production established
2008 07 Started Actuators Export to Behr US
2008 08 PO Received for VW Actuator from Behr India
2009 01 Installed PCB Manufacturing Facility
2009 06 Won HLLD Business form TATA Motors
2009 10 Certified by TUV for TS 16949
2010 01 Started Supplies to VISTEON India for the FORD ( B517 ) Figo Program
2010 02 Started Glove Box Lamp Export To ASSAN HANIL Turkey for PBT
Program
2010 05 Started Supplies of the Actuator to VALEO France for the P2 Program
2.3.1 Management Policy
Woory Automotives India Private Limited is committed to manufacture Superior
Automobile Products with high level of precision, innovativeness having ZERO Defects at
competitive prices. To achieve this we have state of the art facilities, and a qualified and well
trained work force, who are highly dedicated to satisfy the Customers NEEDS and DEMANDS.
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2.3.2 Quality Policy
Woory Automotives India Private Limited is committed to provide the highest quality
Automobile Products to its customers by:
Consistently meeting or exceeding customers expectations for product quality and
performance;
Timely delivery of products and services to meet customers requirements;
Continuously improving processes, and systems;
Ensuring personnel are properly trained so that they are better equipped to serve customers.
2.3.3 Customer Support Strategy
Best quality at world class costs and Zero Defects
Proactive identification of issues and quick resolution
On time delivery
Improvement throughout entire supplier chain value stream
Open and honest communication
Act proactively to exceed customers requirement and share any new idea with customer
Positive program managing by leading Customer
On site Safe launch supporting by Resident Engineer
24 Hrs Contact Customer Satisfaction Engineer
2.3.4 Philosophy
The company is guided by well set of philosophy, which is the secret to its successes. It instills in the
minds of its employees the philosophy of customer focus, value creation and respect for human. The
following diagram will explain the company Philosophy.
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Human resource is the most
Customer is the partner to grow Worth of company is the ability to
important property and the
with company keep enhancing itself.
potential power for growth.
Company should create the highest

technology and service
Company is regarded as itself a All employees are to become the
unceasingly for improving
body which gives happiness to creative resources who lead the
company's worth.
customers, shareholders and future with positive and innovative
employees by providing high philosophy on the basic motto of
quality products and good after creativity, sincerity and harmony
sales services
2.3.5 Company Vision
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Business
To establish the highest competitive stature in domestic and in global market through our quality of produc
services.
Welfare / Culture
To cultivate competent employees with global vision by rewarding their ability and their accomplishment.
Environment
To realize customer oriented management by establishing process (system) based on ethics and principle and thr
awareness reformation.
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2.3.6 Organization
27
2.3.7 Woory Global Location
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2.3.8 Global Customers
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2.4 Customers Wise Sales Results - 2009
Visteon, 64.26%
ACTUAL
SALES
Rs 50.1 Core
10 Million Doowon, 17.34%
USD
Others, 5.28%
Subros, 3.11% Inzi Control ,
Behr India, 3.44%
6.57%
Figure 1
Product Wise Sales results - 2009
Control Head,
59.15%
ACTUAL
SALES
Field coil, 16.10%
Rs: 50.1 Core
10 Million USD Actuator Dom,
11.15%
Others, 2.92% Actuator Exp,
Resistors, 1.14% Air filter, 5.60% 3.94%
Figure 2
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Sales Overview
120
Actual
100 100.00
Rs in Core
80
60
57.82
41.82 50.1
40
20 23.06
11.17
0 1.80
2005 2006 2007 2008 2009 2010 2012
Figure 3
1.5 The Products Woory Company
Woory Industrial Company Ltd. is a Korea-based developer and manufacturer of automobile
parts. The Company's main products include heating, ventilating and air conditioning (HVAC)
actuators, heater control assemblies and clutch coil assemblies for cars. It also provides other car
parts such as resistors, positive temperature coefficient (PTC) heaters, power modules and headlight
leveling devices.
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Product Power Module
Experience 5years
Type PWM, LPM, MPM, POWER, TR
Capacity 1.5 Mil/Year
Current Volume 0.8 Mil/Year
Customer DELPHI, HCC< SDAAC, MODINE
Application GM, HYUNDAI, SGM
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Product Clutch Coil
Experience 12years
Type Epoxy Molding, Injection Molding, Stacking
Capacity 6 Mil/Year
Customer VISTEON, HCC
Application HYUNDAI, FORD
Product Sensors
Experience 8years
Type INCAR SENSOR, EVAP SENSOR, THERMOCON
Capacity 1 Mil/Year
Customer DELPHI, HCC, AIR INTERNATIONAL
Application TOYOTA, HYUNDAI, KIA, FORD
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Product Fuel Sender
Experience 17years
Type Ceramic Resistor Type
Capacity 1 Mil/Year
Current Volume 1 Mil/Year
Customer INERGY, LG CHEMICAL, MOBIS
Application HYUNDAI, KIA, RENAULT-SAMSUNG
Product Blower Resistor

Experience 5years
Type Film Resistor type, PTC Type, PTC Type
Capacity 1 Mil/Year
Customer MODINE
Application HYUNDAI
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Product Control Head
Experience 12years
Type ATC, Manual - Electrical Cable / Vacuum
Capacity 2 Mil/Year
Customer DELPHI, HCC, DCX, MOBIS, MODINE, DCC
Application GM, HYUNDAI, KIA, SGM, DCX
Product HVAC Actuator

Experience 12years
Type Smart, Feedback, Dumb, Pulse count
Capacity 12 Mil/Year
Current Volume 10 Mil/Year
Customer DELPHI, HCC, VISTEON, BEHR, MODINE
Application GM, FORD, HYUNDAI, TOYOTA
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Product Injection Molding
Experience 9years
Type IN-MOLD PARTS, PRINTING PARTS
Capacity 0.5 Mil/Year
Customer HYUNDAI AUTONET
Application KIA
Product Cooling Fan Resistor

Experience 7years
Type Coil Resistor Type, PTC Type
Capacity 1 Mil/Year
Customer HCC, MODINE, DCC
Application HYUNDAI, KIA
PTC Heater
36
Condenser Fan / Radiator Fan
37
Figure: 4
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3.1 Introduction
Motivation is a psychological process that gives behavior purpose and a direction
predisposition to behave in a purposive manner to achieve specific, unmet needs an internal drive to
satisfy unsatisfied need and the will to achieve. Motivation is operationally defined as the inner
force that drives individuals and groups to accomplish personnel and organizational goals.
The job of manager in the work place is to get things done through employees. To do this, the
manager should be able to motivate employees. In spite of enormous research basic as well as
applied, the subject of motivation is not clearly understood and more often than not poorly practiced.
To understand motivation one must understand human nature itself. And there lies problem.
Human nature can be very simple, yet very complex too. An understanding and appreciation
of this is a prerequisite to effective employee motivation in the work place and therefore effective
management and leadership.
3.2 Managing Human Resources
Human resource management is the use of several activities to ensure that human resources
are managed effectively for the benefit of the individual, society and the business (Schuler,
1998:122). Managing human resources effectively has become a fundamental for companies in
todays business world. Human resources management positively affects lower-level employees
through: improved productivity, improved quality of their work life, increased companys legal
compliance, gained competitive advantages and assured workforce.
Businesses today have entered a new era in the relationship between the companies
themselves and their employees. The companies can no longer see their employees as either their
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loyal family members or as easily replaceable company resources. In this new era, employees need
to be respected and like to be treated as valuable human capital, as even more important than the
companys financial capital. Employees are now becoming the main source of a companys
competitive advantage. Therefore, how a company treats its employees increasingly determines
whether a company is going to thrive or even to survive (Lawler, 2003:3). As Lawler says, in the
twenty-first century, treating people right is not an option; it is a necessity. In other words, the way
a company manages its workforce determines its ability to establish and maintain a competitive
advantage over other companies.
In the present competitive job market, the only differentiator between competitors is the
quality of the people working in the organization (Whiteley, 2002:24). To retain and develop an
organizations human resources in order to gain competitive advantage is one of the core themes in
human resources literature. A well-managed company can retain and motivate its employees and
hence has the following advantages, reduced turnover, increased productivity, reduced absenteeism,
increased revenue and improved performance.
Companies need to attract and retain talented employees therefore understanding what
motivates employees has become an essential requirement for todays managers. As Hughes
(2003:3) states in Women in Business: Theres often a single element that differentiates companies
with cohesive teams from those suffering high rates of dissatisfaction and turnover. That key factor
is motivation an important aspect of successful management that can both maximize productivity
and foster a positive corporate culture.
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3.3 Motivation
Motivation in terms like motives needs wants drives desires wishes incentives. Motivation
we have to examine three term motive, motivating, and motivation and their relationship.
Motive
A motive is an inner state that energizes activities or mores and that directs behavior to words
goal
Motivating
Motivating is a term which implies that one person in the organization engage in action by
ensuring that channel to satisfy the motive becomes available and accessible to the individual in
addition to channelizing the strong motives in direction that is satisfying to both organization and
employees
Motivation
It is energizer of action motivating is the channelization and activation of motives motivation
is work behavior itself motivation is complex process
3.3.1 Motivation defined
Everyone has motives that are inspired by certain factors that encourage the desire to enhance
performance (Kressler, 2003:1). Motive literally means the mainspring and the rationale behind any
action. The Word motivation is derived from the Latin word movere, which means to move.
Motivation has been defined as: an internal drive to satisfy an unsatisfied need (Higgins
1994:2) a predisposition to behave in a purposeful manner to achieve specific, unmet needs; the
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psychological forces that determine the direction of a persons behavior in an organization, a
persons level of effort, and a persons level of persistence in the fact of obstacles; the force an
individual has that accounts for the direction, level and persistence of his or her effort expended at
work (Schernerhorn et al., 2003:102) and the processes that account for an individuals intensity and
persistence of effort toward attaining a goal. The concept of motivation overlaps with the concept of
morale, meaning the extent to which the employee feels positive or negative about his or her work
(Gary, 2004:123). The level of motivation varies between individuals and within individuals at
different times and in different situation.
Definitions
Motivation is process of stimulating people to action to accomplish desired goals.
- Scott
Motivation can also be de fined as the cognitive decision making process through which the
individual chooses described out comes and sets in motion inaction appropriate to their achievement.
- Edward Tolman
Motivation is process that starts with psychological or physiological deficiency or need that
activities behavior a drive that is aimed good incentive.
- Fredluthan
Motivation is ability to initiate and maintain intended behavior and engage from it when
necessary can be embedded even there is no rational reason that should prevent the individual from
performing.
- Kuhl
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3.3.2 Source of Motivation
All motivation ultimately comes from within a person, In other words, all motivation is self-
motivation. Freemantly (2001:53) interviewed one of the team leaders at a medical care insurance
who said, I am self-motivated.. I find it stimulating when I am doing new things I have never
done before. I like to use my brain. I dislike doing the same things day in and day out; repetitive
work. The CEO of Finlay Commercial Real Estate Company in South Africa, Linette Finlay, points
out that motivation comes when the employees are able to see the purpose and reason for the
direction in which the company is heading and can recognize their roles in the business process.
Freemantle emphasizes that people are already motivated. However, differences exist
because we are motivated more or less as a result of the ups and downs in life and what we
encounter in the world that is beyond our control. Furthermore, if a person is de-motivated, it is
because that a persons mind chooses to be de-motivated whether consciously or subconsciously.
Motivation is therefore about what a person wants and about his emotional state, which drives him in
the direction of achieving what he wants.
Source of motivation can be intrinsic or extrinsic. Intrinsically motivated behavior is
behavior that is performed for ones own sake and extrinsically motivated behavior is performed to
acquire rewards or to avoid punishment. A manager can thus try to stimulate the employees intrinsic
motivation, but cannot create the intrinsic motivation for that employee. This implies that, for
example, a manager should rather try to find out what factors will drive the employee to smile at the
customer, than simply tell the employee to smile at the customer.
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3.3.3 Reason for Employees lack of Motivation in todays world
Managers today complain that their employees are no longer motivated to work. However, it
is often the managers and organizational practices that are the problem, not the employees. When
there is a lack of motivation, the problem usually lies in one of the following areas: poor selection,
unclear goals, an inadequate performance-appraisal system, unsatisfactory reward system or the
managers inability to communicate the appraisal and reward systems to the employees properly
(Robbins, 2003:36)
A lack of motivation occurs when the employees see a weakness in one of three
relationships. The first of these is the relationships between the employees effort and their
performance. Manager must make sure that the employees believe that if they exert maximum effort
in performing their jobs, it will be recognized it their performance appraisal. However, in most
cases, the employees do not believe that their efforts will be recognized. If this is the case, it could
lead to a lack of motivation.
Secondly, the relationship between the employees performance and organization rewards is
important. Managers must make sure that the employees believe that if they get a performance
appraisal, it will lead to organizational rewards. Many employees see this relationship as weak
because the organization does not give rewards just on their performance, so there is a lack of
motivation.
The third important relationship is the one between the rewards received and the rewards
desired. The managers must know whether the rewards the employees receive are the ones they
desire. Some employees might want a promotion but instead get a pay rise or vice versa. Sometime
the managers assume that all employees want the same reward and so fail to notice the motivational
effects of individualizing rewards. If this is the case, employees motivation is likely to suffer.
44
Thus to keep employees motivate, managers must strengthen these three relationships. If any
or all of these three relationships are weak, the employees efforts are likely to suffer. When these
relationships are strong, the employees tend to be motivated, so the company is likely to gain
competitive advantages through human resources.
Motivation needs to be long lasting and reinforced by rewards and praise. Motivation needs
to be maintained by mangers to ensure a high level of performance and productivity and to create a
working environment where employees will have positive attitudes, commitment towards their work
and most importantly, the belief that they are not only valued but of crucial interest to the company.
3.4 Motivational Theories.
The theories of motivation attempt to explain peoples behavior. They provide understanding
to both the managers and the employees of how to motivate others; how others are trying to motivate
a person and how that person can engage more in his or her own motivation effort and others efforts
in trying to motivate him or her (Drafke and Kossen, 2002:273)
The topics of motivation and satisfaction have been studied by industrial-organizational
psychologists for several decades, but progress has been slow for several reasons. Firstly, work
motivation and satisfaction have been considered to be relatively independent. However, it has been
found that the related theories have only focused on specific aspects. Lastly, both motivation and
satisfaction are highly complicated (Locke and Latham 1990:3)
Interest in studying work motivation was stimulated in large part by the Hawthorne studies
conducted by Frederick Taylor in the late 1930s. These studies investigated the effect of working
conditions on employee productivity. The finding in these studies was that employees are not
45
motivated by money only and that employee behavior is linked to their attitudes. After the
publication of Hawthorne studies results, the needs and motivation of employees became the
primary focus of mangers and researchers.
The concepts of motivation were developed mostly in the 1950s. Several new models of
work motivation emerged, which collectively has been referred to as content theories. They all aim
to identify factors associated with motivation. Theories developed in this era are Maslows need
hierarchy theory and McClellands theory of needs, which was firstly introduced by Murray. While
Maslow and McClelland focused on the role of individual differences in motivation, Herzbergs
hygiene theory studied how work activities and the nature of the job can influence motivation and
performance. Subsequently, Hackman and Oldham have extended the research to job design,
motivation and job performance, while others focus on task-based intrinsic and extrinsic factors in
work motivation (Steers et all., 2004:381)
In the beginning of the 1960s a new approach to work motivation, called process theory
emerged. It focused on the processes underlying work motivation. Process theorists see work
motivation from a dynamic point of view and search for causal relationships related to human
behavior in the workplace. Central to process theory is a series of cognitive theories that attempt to
understand the thought processes that people have when determining how to behave in the
workplace. The best known of the cognitive theories is probably the expectancy theory derived from
the early work of Lewin and Tolman. Vroom presented the first systematic formulation of
expectancy theory. Porter and Lawler then expanded Vrooms work to recognize the importance of
individual differences and linked job effort to job performance. A number of significant cognitive
theories, each with its own focus, have been developed since the 1960s, for example Adams equity
theory (Steers et al., 2004:382).
46
Goal-setting theory also emerged in the late 1960s. Research showed that goal specificity,
goal difficulty and goal commitment are closely related to task performance. Locke and Latham also
proposed a formal theory of goal setting. Finally, leading researchers such as Bandura developed
significant theories focusing on the role of social cognition and self efficacy on behavior and job
performance. All of these theories, however, have limitations and shortcomings. Some are still
useful, while some are not applicable in todays world.
3.5 Motivating Individuals and Groups at Work
Work motivation theorists examine the factors that energies direct and sustain work related
behavior. They aim to understand which conditions encourage people to invest energy in their work,
which the activities people like to focus their efforts on and the factors that make people persist with
their efforts over time. This has resulted in the development of various work motivation models.
These models focus mainly on individuals needs, their own independent goals and expectations or
their personal desired outcomes. They are used to understand the processes underlying the behavior
of the individual as separate agents. However, employees are not driven by personal considerations
only. Employees nowadays work more in teams than they did before, which involves supporting
each other to achieve common goals instead of focusing on personal achievement. Employee
motivation is adapted to the needs, goals, expectations and rewards of the team or the organization
where the employees work (Ellemers et al., 2004:460) As Ellemers mention, As organization
continue to move toward group-based systems, research on motivation within groups is increasingly
important.
The proportion of people working in teams has steadily increased in the past few decades.
Team work may offer opportunities for job enrichment, give autonomy to employees, decrease the
47
workload of supervisors and enhanced performance on difficult or complicated tasks. However,
there are also disadvantages to employees working in teams. People tend to exert less effort when
performing a collective task than when they perform the same task individually. This phenomenon is
called the Ringelmann effect or social loafing and is presumably because of loss of motivation.
Solutions for social loafing involve making the work situation less social by treating the team
members as individuals. This can be done by making each team members contribution identifiable
or by helping the individuals to see how their contribution to the team can offer them personal
valued outcomes.
48
4. Introduction
Motivated employees are needed in our rapidly changing work place. Motivated employees
help organization 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 motivate employees changes constantly. So in order to achieve the
objective of the project, a pre planned strategic path is designed. A detailed plan is developed so as
to carry out the project objectives. A structured questionnaire is used for obtaining the responses.
4.1 Research Design
The research undertaken in this study is descriptive in nature. The main purpose of
descriptive research is the description of state of affairs, as it exists at present. The main
characteristic of this method is that the researcher has no control over variables; he can only report
what has happened or what is happening. The study attempts to describe the socio demographic
characteristics of the respondents and also to describe their motivational level.
4.2 Research Method
The research method used is survey method. This was chosen because it facilitates a
systematic gathering of data from the respondents. This method also helps in understanding some
behavioral aspects of the population being surveyed. The instrument used for the research is a
structured questionnaire. The survey was taken in the form of an interview schedule.
49
4.3 Questionnaire Design
The questionnaire used for primary data collection was structured and undersigned in nature.
The questionnaire consists of open ended and closed ended questions and multiple choice questions.
Proper care was taken to restrict the number of questions but at the same time they were designed to
cover the scope and range of the project.
The research was conducted in Chennai only. The respondents were personally interviewed
and the level of understanding was found. Then the necessary alterations were made to answer for
the questions. The respondents were only the employees of Woory Automotives India Private
Limited.
4.4 Sampling Procedure
Sampling
The researcher has adopted Convenient Sampling. The researcher studied only the employees
of Woory Automotives India Private Limited. The researcher collected data from the employees
selected at random.
Sampling size
In order to achieve the objective of the study the sampling size was 30 only. The respondents
were only the employees of Woory Automotives India Private Limited.
50
4.5 Pilot study and pre test
Pilot study
Pilot study is to find the feasibility of the research. The researcher had done his pilot study
before the research at Woory Automotives India Private Limited at Maraimalai Nagar and found that
to conduct a research is feasible.
Pre test
Pretesting is a trial test to find out the Effectiveness of the Research questionnaire. After the
pre-test the researcher had not made any modifications in the questionnaire since the respondents
were able to understand all the questions and felt that the questionnaire had covered the required
areas of the research. The questions mostly covered all areas about job motivation. The researcher
had done his pre test with 7 respondents at Woory Automotives India Private Limited.
4.6 Method of data collection
The questionnaire contains two parts. The first part contains questions pertaining
Demographic features the second part is related to motivation which has six dimensions namely
Industry related information, Working condition, Compensation and benefits.
4.6.1 Primary Data
The primary data were collected for the study. The questionnaire was administered in Woory
Automotives India Private Limited. The data were collected from the respondents directly. The
51
purpose of the survey was clearly informed to the respondents and all steps were taken to avoid the
possibility of any bias while filling this questionnaire.
4.6.2 Secondary Data
The Secondary data are the data which is collected already by someone else and which have
already been passed through the statistical process. It is collected from company records, websites,
library, and articles, etc.
52
Data analysis & Interpretation
Company related information (Chart-5)
25
20
15
23
10
5 5 2 0 0
0
Very Good Good Satisfactory Bad Very Bad
The above chart indicates the company related information. Of the 30 sample analyzed 23
respondents of the view that the company is very good, 5 respondents of the view is that the
company is good, 2 of the opinion is that the company is satisfactory and no one of them gave the
opinion that the company is bad or very bad. The data analysis indicates the company is one of the
best companies providing adequate facilities, job security, proper making use of skills and abilities
of the employees and giving good career growth and right amount of works to the employees. This
makes the employees interesting to work in the company.
Working Condition (Chart 6)
24
25
20
15
10
4
5 2
0 0
0
53
The analysis indicates that the working condition of the company is par excellence. The
above chart indicates that the overall respondents 24 of them states that the working condition is
very good, 4 indicates good, 2 indicate satisfactory and there is no bad or very bad in the working
condition of the company. The company is kept very clean. The ventilation and lighting facilities are
incorporated with modern technology. The company management is providing necessary resources
to the employees to perform the work. The company gives freedom for the employees to take
decision in their work. There is not much work pressure in the company.
Compensation and benefits (Chart 7)
14
12
10
8
13 12
6
4
2 4
1 0
0
The data analysis points out that the compensation and benefits are overall better, giving edge to 13
very good and 12 well. However there are 4 viewed that this segmentation gives only satisfaction.
When compare with the salary of similar companies, most of them with the knowledge that their
company gives better salary then the company in and around. As per incentives provided by the
company most of the female workers opted for attendance bonus and males employees preferred
overtime benefit and some night shift allowance. The allowances and social security provided by the
company is very good.

54
Employees Relation (Chart 8)
25
20
15
24
10
5
6
0 0 0 0
The above chart is a sign of employee relation with the management and with themselves. It is
excellence. There are 24 of the view that the relation is very good and 6 of them with good. There is
no satisfactory, bad or very bad. Many are of the opinion that the supervisor approaches is very good
and they accept the suggestion and new ideas of the employees and reward them with appreciation
for the suggestions and ideas given by them. The management shows very much understanding in
the problems of the employees. They have cordial relation among their colleagues.
Training and Development (Chart 9)
30 26
25
20
15
10
5 4
0 0
0
0
55
The company gives excellence training to their employees. Every new comer is initiated in
the company with proper training. They are placed under supervisor to make sure that they learn the
art of the company work. The above chart shows that out of 30 respondents, 26 of the judgment that
the company gives very good training and development for the employees and just 4 of the judgment
that the company gives good training. There is no satisfactory, bad or very bad.
Relationship between Human Resource Department and Employees (Chart 10)
25 21
20
15
8
10
5 1
0 0
0
The relationship between Human Resource Department (HRD) and Employee in Woory
Automotives India Private Limited is highly appreciable. A well knitted net work is created by the
company to create association between the employees and the management through its human
resource department. The department addressees the problems and needs of the employees
frequently and solve them as early as possible. The HR manager makes frequent visit the place of
work and mingles with the employees to know their problems and gives them proper guidance and
counseling. Not only the company problems are addressed but also personal problems of the
employees are given guidance and counseling. Paternal caring of the top management of the
company also gives encouragement to the employees. The above chart shows that total of 30
56
respondents over all 21 of the respondents of the judgment that the company HRD is very good, 8 of
them good, 1 person satisfactory and there is no bad or very bad.
Personal Development (Chart 11)
28
30
25
20
15
10
5 2
0 0 0
0
Overall Motivation Level of the Respondents, a dimension of employee motivation is very high. The
above chart depicts that 28 respondents out of 30 says that the motivation level of the employees is
very high and only 2 have accepted good. There is no satisfactory, bad or very bad. The employees
are happy and satisfied in the company and definitely will not shift to another company with the
given pay, benefit, compensation and incentives that the present company offers.
57
Mean Descriptive of Motivational variables
N Mean Std. Deviation
Company 20 - 30
Related 18 4.7302 .25877
Information
30 - 40 9 4.6667 .24744
40 - 50 3 4.7619 .08248
Total 30 4.7143 .24022
Working 20 - 30
18 4.7269 .20373
Conditions
30 - 40 9 4.7685 .12345
40 - 50 3 5.0000 .00000
Total 30 4.7667 .18749
Compensation 20 - 30
18 4.24 .245
and Benefits
30 - 40 9 4.29 .226
40 - 50 3 4.24 .297
Total 30 4.25 .236
Employee 20 - 30
18 4.75 .297
Relations
30 - 40 9 4.89 .132
40 - 50 3 4.75 .250
Total 30 4.79 .255
Training and 20 - 30
18 4.85 .205
Development
30 - 40 9 4.89 .167
40 - 50 3 4.89 .192
Total 30 4.87 .188
Relationship 20 - 30
between HRD & 18 4.66 .217
Employees
30 - 40 9 4.72 .167
40 - 50 3 4.67 .167
Total 30 4.68 .195
Motivation level 20 - 30
of the 18 4.97 .077
employees
30 - 40 9 4.89 .105
40 - 50 3 4.87 .115
Total 30 4.93 .096
Table 1-A
When we analysis the age groups view with one way ANOVAs test we found that there is no
significant value i.e., less than table value 0.05 (Table 1-B). All the age groups of the opinion that
Company Related Information, Working Conditions, Compensation and Benefits, Employee
Relations Training and Development, Relationship between HRD & Employees and Motivation
level of the employees are very good.

58
One way ANOVA on Motivational variables
Sum of
Squares df Mean Square F Sig.
Company Related Between Groups .032 2 .016 .261 .772
Information Within Groups 1.642 27 .061
Total 1.673 29
Working Conditions Between Groups .192 2 .096 3.130 .060
Within Groups .828 27 .031
Total 1.019 29
Compensation and Between Groups .014 2 .007 .120 .887
Benefits Within Groups 1.605 27 .059
Total
1.620 29
Employee Relations Between Groups .122 2 .061 .930 .407

Within Groups 1.764 27 .065
Total 1.885 29
Training and Between Groups .010 2 .005 .132 .877
Development Within Groups 1.012 27 .037
Total 1.022 29
Relationship between Between Groups .026 2 .013 .320 .729
HRD & Employees Within Groups 1.082 27 .040
Total 1.107 29
Motivation level of the Between Groups .051 2 .026 3.201 .057
employees Within Groups .216 27 .008
Total .267 29
Table 1 -B
But when we compare the degree of opinion between the age group with the test of Post Hoc Tests
or Multiple comparisons we found that there are significant between the age between 20-30 and 40-
50 in company working condition. The significant value is .048, which is less than the table value
i.e., 0.05 (highlighted in table 1-C). This clearly says the opinion of age between 20-30 and 40-50 is
not the same in working condition of the company. The mean performance (table 1a) of age between
20-30 and 40-50 are 4.7269 and 5.0000 respectively. The age group of 40-50 has better opinion of
the working condition of the company than age group 20-30. It is depicted it the chart 1-A.
59
Post Hoc Tests Multiple Comparisons Tukey HSD (Motivational variables)
Mean
Dependent Difference (I-
Variable (I) Age (J) Age J) Std. Error Sig.
Company 20 - 30 30 - 40
Related .0635 .10067 .805
Information
40 - 50 -.0317 .15377 .977
30 - 40 20 - 30 -.0635 .10067 .805
40 - 50 -.0952 .16439 .832
40 - 50 20 - 30 .0317 .15377 .977
30 - 40 .0952 .16439 .832
Working 20 - 30 30 - 40
-.0417 .07147 .830
Conditions
40 - 50 -.2731(*) .10918 .048
30 - 40 20 - 30 .0417 .07147 .830
40 - 50 -.2315 .11671 .136
40 - 50 20 - 30 .2731(*) .10918 .048
30 - 40 .2315 .11671 .136
Compensation 20 - 30 30 - 40
-.05 .100 .882
and Benefits
40 - 50 .00 .152 1.000
30 - 40 20 - 30 .05 .100 .882
40 - 50 .05 .163 .954
40 - 50 20 - 30 .00 .152 1.000
30 - 40 -.05 .163 .954
Employee 20 - 30 30 - 40
-.14 .104 .391
Relations
40 - 50 .00 .159 1.000
30 - 40 20 - 30 .14 .104 .391
40 - 50 .14 .170 .697
40 - 50 20 - 30 .00 .159 1.000
30 - 40 -.14 .170 .697
Training and 20 - 30 30 - 40
-.04 .079 .887
Development
40 - 50 -.04 .121 .950
30 - 40 20 - 30 .04 .079 .887
40 - 50 .00 .129 1.000
40 - 50 20 - 30 .04 .121 .950
30 - 40 .00 .129 1.000
Relationship 20 - 30 30 - 40
between HRD -.06 .082 .710
& Employees
40 - 50 -.01 .125 .997
30 - 40 20 - 30 .06 .082 .710
40 - 50 .06 .133 .909
40 - 50 20 - 30 .01 .125 .997
30 - 40 -.06 .133 .909
Motivation 20 - 30 30 - 40
level of the .08 .036 .102
employees
40 - 50 .10 .056 .190
30 - 40 20 - 30 -.08 .036 .102
40 - 50 .02 .060 .926
40 - 50 20 - 30 -.10 .056 .190
30 - 40 -.02 .060 .926
Table 1- c
* The mean difference is significant at the .05 level.
60
5.1
5.0
Chart 12
4.9
4.8
4.7
20 - 30 30 - 40 40 - 50
Age
Group Statistics between Male and Female
Std. Error
Gender N Mean Std. Deviation Mean
Company Related Male 23 4.7826 .21044 .04388
Information Female 7 4.4898 .19961 .07545
Working Male 23 4.7971 .17913 .03735
Conditions Female 7 4.6667 .19245 .07274
Compensation Male 23 4.29 .236 .049
and Benafits Female 7 4.14 .218 .082
Employee Male 23 4.82 .229 .048
Relations Female 7 4.71 .336 .127
Training and Male 23 4.88 .191 .040
Development Female 7 4.81 .178 .067
Relationship Male 23 4.74 .158 .033
between HRD & Female
Employees 7 4.48 .178 .067
Motivation level of Male 23 4.93 .097 .020
the employees Female 7 4.94 .098 .037
Table 2- A
When we compare male and female of their opinion about five factors, that is Company Related
Information, Working Conditions, Compensation and Benefits, Employee Relations Training and
61
Development, Relationship between HRD and Employees and Motivation level of the employees,
there are significant between male and female in company related information and Relationship
between HRD and employees. The significant value is .003 and .001 respectively (Table 2 B). This
is clearly says the opinion of male and female are not same. The mean performances of male and
female are 4.7826 and 4.4898 for company relate information and 4.74 and 4.48 (Table 2 A) for
Relationship between HRD and employees respectively. From this value females are showing less
motivation than their counter part males who are giving good response about motivation in matters
of company related information and Relationship between HRD and employees.
Independent Samples Test on Male and Female

Levene's Test for
Equality of Variances
F Sig. t df Sig. (2-tailed)

Company Related Equal variances
.016 .899 3.259 28 .003
Information assumed
Equal variances not
3.355 10.421 .007
assumed
Working Conditions Equal variances
.054 .819 1.660 28 .108
assumed
Equal variances not
1.595 9.403 .144
assumed
Compensation and Equal variances
1.011 .323 1.425 28 .165
Benafits assumed
Equal variances not
1.488 10.660 .166
assumed
Employee Relations Equal variances
1.635 .212 .914 28 .368
assumed
Equal variances not
.743 7.768 .479
assumed
Training and Equal variances
.003 .958 .917 28 .367
Development assumed
Equal variances not
.953 10.574 .362
assumed
Relationship Equal variances
between HRD & assumed .014 .908 3.756 28 .001
Employees
Equal variances not
3.509 9.054 .007
assumed
Motivation level of Equal variances
.418 .523 -.295 28 .770
the employees assumed
Equal variances not
-.295 9.940 .774
assumed
Table 2- B
62
Mean Descriptive on Qualification
Company Related Plus Two

14 4.7347 .27369
Information
Diploma 6 4.6905 .22887
Under Graduate 8 4.6786 .23844
Post Graduate 2 4.7857 .10102
Total 30 4.7143 .24022
Working Conditions Plus Two 14 4.8214 .08559
Diploma 6 4.5694 .28585
Total 30 4.7667 .18749
Compensation and Plus Two
14 4.27 .268
Benafits
Diploma 6 4.24 .195
Total 30 4.25 .236
Employee Relations Plus Two 14 4.77 .285
Diploma 6 4.79 .332
Total 30 4.79 .255
Training and Plus Two
14 4.88 .166
Development
Diploma 6 4.78 .272
Total
30 4.87 .188
Relationship between Plus Two

14 4.71 .190
HRD & Employees
Diploma 6 4.56 .228
Total 30 4.68 .195
Motivation level of the Plus Two
14 5.00 .000
employees
Diploma 6 4.87 .103
Total 30 4.93 .096
Table 3- A
63
ONEWAY ANOVA on Qualification
Sum of
Total 1.673 29
Total 1.019 29
Benafits Within Groups 1.611 26 .062
Total
1.620 29

Total 1.885 29
Development Within Groups .950 26 .037
Total 1.022 29
Relationship between Between Groups .119 3 .040 1.048 .388
HRD & Employees Within Groups .988 26 .038
Total 1.107 29
Total .267 29
Table 3- B
We are using ANOVA, when we compare more than two variables. In this we analysis the
motivation level of people who are of different qualification like Plus Two, Diploma, Under
Graduate and Post Graduate. There is significant different exist in the company in matters of
working condition and motivation level of the employees. The significant value is .006 and .001
respectively (Table 3-B). The mean value of Plus Two categories shows that the working condition
and motivation of the employees is the highest with value of 4.8214 and 5.000 respectively. Whereas
the mean value of the diploma holders is least among the categories of qualification, with value of
4.5694 and 4.87 (Table 3- A) respectively compare with other groups. It is clearly shown in the multi
comparisons table 3-C below.
64
Post Hoc Tests : Multiple Comparisons : Tukey HSD on Qualification Table (3- C)
Mean
Difference
Dependent Variable (I) Gualification (J) Gualification (I-J) Std. Error Sig.
Company Related Plus Two Diploma

.0442 .12269 .984
Information
Under Graduate .0561 .11144 .957
Post Graduate -.0510 .19007 .993
Diploma Plus Two -.0442 .12269 .984
Under Graduate .0119 .13580 1.000
Post Graduate -.0952 .20530 .966
Under Graduate Plus Two -.0561 .11144 .957
Diploma -.0119 .13580 1.000
Post Graduate -.1071 .19878 .949
Post Graduate Plus Two .0510 .19007 .993
Diploma .0952 .20530 .966
Working Conditions Plus Two Diploma .2520(*) .07625 .014
Post Graduate -.1786 .11812 .445
Diploma Plus Two -.2520(*) .07625 .014
Under Graduate -.1910 .08439 .133
Post Graduate -.4306(*) .12759 .012
Diploma .1910 .08439 .133
Post Graduate -.2396 .12354 .237
Diploma .4306(*) .12759 .012
Compensation and Plus Two Diploma
.03 .121 .996
Benefits
Post Graduate -.02 .188 1.000
Under Graduate .01 .134 1.000
Post Graduate -.05 .203 .995
Diploma -.01 .134 1.000
Post Graduate Plus Two .02 .188 1.000
Diploma .05 .203 .995
Employee Relations Plus Two Diploma -.02 .130 .998
Under Graduate -.08 .118 .918
Post Graduate .02 .202 1.000
Diploma Plus Two .02 .130 .998
Post Graduate .04 .218 .997
Under Graduate Plus Two .08 .118 .918
Diploma .05 .144 .983
Post Graduate Plus Two -.02 .202 1.000
Diploma .997
-.04 .218
65
Mean
(I) Gualification
Difference Std. Error
Dependent Sig
(I-J)
Variable (J) Gualification
Training and Plus Two Diploma

.10 .093 .689
Development
Under Graduate Plus Two .04 .085 .974
Diploma .14 .103 .543
Post Graduate Plus Two -.05 .144 .987
Diploma .06 .156 .984
Relationship Plus Two Diploma
between HRD & .16 .095 .360
Employees
Diploma .13 .105 .600
Diploma .19 .159 .619
Motivation level of Plus Two Diploma
.13(*) .037 .006
the employees
Under Graduate .13(*) .033 .005
Diploma Plus Two -.13(*) .037 .006
Under Graduate Plus Two -.13(*) .033 .005
Diploma .01 .041 .997
Post Graduate Plus Two -.10 .057 .319
Diploma .03 .062 .948
The mean percentage of below charts 3-A will explain the difference between various qualification
groups working condition of the company. The chart 3- A states that the mean value of Plus Two is
66
4.8214 and diploma holder the value is 4.5694. The mean values of Under Graduate and Post
Graduate are 4.7604 and 5.000 respectively. The post graduate group is highly appreciative the
working condition of the factory. However, all the groups of the opinion that the working condition
in the company is very good.
5.1
5.0
4.9
Chart 13- A
4.8
4.7
4.6
4.5
Plus Two Diploma Under Gruaduate Post Gruaduate
Gualification
The mean values of the Motivation levels of employees chart 3-B shows that plus two employees
5.00, which is the highest level. Whereas the motivation level of diploma holders is lowest, the
mean value is only 4.87 followed by 4.88 and 4.90 for Under Graduate and Post Graduate
respectively. However the overall motivation level of the company is very good.
67
5.02
5.00
4.98
4.96
4.94
4.92
Chart 13 B
4.90
4.88
4.86
4.84
Plus Two Diploma Under Gruaduate Post Gruaduate
Gualification
When we analysis with T-test , (since it is two variables, the appropriate test is T-test) the employees
age group motivation level on Company Related Information, Working Conditions, Compensation
and Benefits, Employee Relations Training and Development, Relationship between HRD and
Employees and Motivation level of the employees, the test shows there is no significant difference is
found between the age groups. The following Table 4-A and 4-B will clearly indicates, there is no
value below the table value 0.05, all are above the table value. Both the groups (1-5 and 6-10)
equally agree that the company is very good to work and that they are highly motivated.
68
T-Test on Age Group
Std. Error
Work _experience N Mean Std. Deviation Mean
Company Related 1 - 5 Years 24 4.6964 .26413 .05392
Information 6 -10 Years 6 4.7857 .07825 .03194
Working Conditions 1 - 5 Years 24 4.7396 .19084 .03896
6 -10 Years 6 4.8750 .13693 .05590
Compensation and 1 - 5 Years 24 4.25 .224 .046
Benafits 6 -10 Years 6 4.26 .305 .125
Employee Relations 1 - 5 Years 24 4.79 .273 .056
6 -10 Years 6 4.79 .188 .077
Training and 1 - 5 Years 24 4.85 .196 .040
Development 6 -10 Years 6 4.94 .136 .056
Relationship between 1 - 5 Years 24 4.67 .197 .040
HRD & Employees 6 -10 Years 6 4.72 .202 .082
Motivation level of the 1 - 5 Years 24 4.95 .088 .018
employees 6 -10 Years 6 4.87 .103 .042
Table 4-A
Independent Samples Test Age Group
Levene's Test for

Equality of Variances t-test for Equality of Means
F Sig. t df Sig. (2-tailed)
Company Related Equal variances

5.187 .031 -.809 28 .425
Information assumed
Equal variances not
-1.425 26.794 .166
assumed
Working Conditions Equal variances
.178 .676 -1.627 28 .115
assumed
Equal variances not
-1.987 10.497 .074
assumed
Compensation and Equal variances
2.214 .148 -.108 28 .914
Benafits assumed
Equal variances not
-.090 6.410 .931
assumed
Employee Relations Equal variances
1.851 .185 .000 28 1.000
assumed
Equal variances not
.000 10.962 1.000
assumed
Training and Equal variances
6.051 .020 -1.140 28 .264
Development assumed
Equal variances not
-1.420 10.899 .184
assumed
Relationship Equal variances
between HRD & assumed .224 .640 -.616 28 .543
Employees
Equal variances not
-.606 7.560 .562
assumed
Motivation level of Equal variances
.509 .481 2.000 28 .055
the employees assumed
Equal variances not
1.817 6.952 .112
assumed
Table 4-B
69
Mean Descriptive on Department
Company Related IMG

10 4.8429 .20702
Information
Control 4 4.4643 .24398
Production 8 4.6071 .27266
SMD 5 4.8000 .07825
Actuator 3 4.7619 .08248
Total 30 4.7143 .24022
Working IMG
10 4.8583 .06861
Conditions
Control 4 4.7292 .04167
Production 8 4.5833 .24398
SMD 5 4.7667 .09129
Actuator 3 5.0000 .00000
Total 30 4.7667 .18749
Compensation IMG
10 4.33 .243
and Benafits
Control 4 4.11 .295
Production 8 4.23 .170
SMD 5 4.26 .275
Actuator 3 4.24 .297
Total 30 4.25 .236
Employee IMG
10 4.80 .284
Relations
Control 4 4.69 .315
SMD 5 4.85 .137
Total 30 4.79 .255
Training and IMG
10 4.93 .141
Development
Control 4 4.75 .167
SMD 5 4.87 .183
Total 30 4.87 .188
Relationship IMG
between HRD & 10 4.78 .158
Employees
Control 4 4.54 .160
SMD 5 4.77 .190
Total
30 4.68 .195
Motivation level of IMG
10 5.00 .000
the employees
Control 4 5.00 .000
SMD 5 4.88 .110
Total 30 4.93 .096
Table 5-A
70
ONEWAY ANOVA on Department
Sum of
Company Related Between Groups .551 4 .138 3.065 .035
Total 1.673 29
Total 1.019 29
Total
1.620 29

Total 1.885 29
Total 1.022 29
Total 1.107 29
Total .267 29
Table 5-B
Through the ANNOVA test we analysis the motivation level of people who are working in various
departments, we come to know that there are significant different between various department on
Company related information, Working condition and Motivational level of the employees. The
significant values are .035, .001and .005 (Table 5-B). The mean values for these are IMG 4.8429,
production 4.4643, Control 4.6071 SMD 4.8000 and Actuator 4.8000. Here we see that IMG has
highest positive value and the least is production. The mean value of the working condition shows
that Actuator has the highest value of 5.000 and the least mean value is Production. Whereas the
motivation level IMG and Production the mean value is the same 5.00 and control and SMD the
mean value is the same 4.88 each and the least mean value is for Actuator with value of 4.87 (Table
5-A). This is also shown in the following Charts 5-A, 5-B, and 5-C.
71
4.9
4.8
4.7
Chart 14-A
4.6
4.5
4.4
IMG Control Production SMD Actuator
Department
5.1
5.0
4.9
4.8 Chart 14-B
4.7
4.6
4.5
Department
5.02
5.00
4.98
4.96
4.94
4.92
Chart 14-C
4.90
4.88
4.86
4.84
Department
72
Post Hoc Tests : Multiple Comparisons : Tukey HSD on Department (Table 5-C)
Mean
Difference (I-
Dependent Variable (I) Department (J) Department J) Std. Error Sig.
Company Related IMG Control

.3786(*) .12538 .042
Information
Production .2357 .10052 .164
SMD .0429 .11608 .996
Actuator .0810 .13951 .977
Control IMG -.3786(*) .12538 .042
Production -.1429 .12978 .804
SMD -.3357 .14216 .159
Actuator -.2976 .16186 .375
Production IMG -.2357 .10052 .164
Control .1429 .12978 .804
SMD -.1929 .12081 .513
Actuator -.1548 .14347 .816
SMD IMG -.0429 .11608 .996
Control .3357 .14216 .159
Production .1929 .12081 .513
Actuator .0381 .15477 .999
Actuator IMG -.0810 .13951 .977
Control .2976 .16186 .375
Production .1548 .14347 .816
SMD -.0381 .15477 .999
Working Conditions IMG Control .1292 .08346 .543
Production .2750(*) .06692 .003
SMD .0917 .07727 .759
Actuator -.1417 .09287 .556
Control IMG -.1292 .08346 .543
Production .1458 .08639 .459
SMD -.0375 .09464 .994
Actuator -.2708 .10775 .120
Production IMG -.2750(*) .06692 .003
Control -.1458 .08639 .459
SMD -.1833 .08043 .185
Actuator -.4167(*) .09551 .002
SMD IMG -.0917 .07727 .759
Control .0375 .09464 .994
Production .1833 .08043 .185
Actuator -.2333 .10303 .190
Actuator IMG .1417 .09287 .556
Control .2708 .10775 .120
Production .4167(*) .09551 .002
SMD .2333 .10303 .190
Compensation and IMG Control
.22 .144 .546
Benafits
Production .10 .115 .916
SMD .07 .133 .983
Actuator .09 .160 .979
Control IMG -.22 .144 .546
Production -.13 .149 .915
SMD -.15 .163 .886
Actuator .953
-.13 .185
73
Dependent
Variable (I) Department (J) Department Mean
Difference (I-
J) Std. Error Sig.
Production IMG
-.10 .115 .916
Control .13 .149 .915
SMD -.02 .138 1.000
Actuator -.01 .164 1.000
SMD IMG -.07 .133 .983
Control .15 .163 .886
Production .02 .138 1.000
Actuator .02 .177 1.000
Actuator IMG -.09 .160 .979
Control .13 .185 .953
SMD -.02 .177 1.000
Employee Relations IMG Control .11 .159 .953
Production -.01 .128 1.000
SMD -.05 .148 .997
Actuator .05 .177 .999
Control IMG -.11 .159 .953
SMD -.16 .181 .895
Actuator -.06 .206 .998
Production IMG .01 .128 1.000
Control .13 .165 .940
SMD -.04 .154 .999
Actuator .06 .182 .997
SMD IMG .05 .148 .997
Control .16 .181 .895
Actuator .10 .197 .986
Control .06 .206 .998
SMD -.10 .197 .986
Training and IMG Control
.18 .113 .498
Development
SMD .07 .105 .967
Actuator .04 .126 .996
Control IMG -.18 .113 .498
SMD -.12 .128 .890
Actuator -.14 .146 .874
Production IMG -.10 .091 .803
Control .08 .117 .952
SMD -.03 .109 .998
Actuator -.06 .129 .992
SMD IMG -.07 .105 .967
Control .12 .128 .890
Actuator -.02 .140 1.000
Actuator IMG .996
-.04 .126
74
Dependent
Variable (I) Department (J) Department Mean
Difference (I-
J) Std. Error Sig.
Control .14 .146 874

SMD .02 .140 1.000
Relationship IMG Control
between HRD & .24 .104 .172
Employees
SMD .02 .096 1.000
Actuator .12 .116 .850
Control IMG -.24 .104 .172
Production -.02 .108 1.000
SMD -.22 .118 .341
Actuator -.12 .135 .883
Production IMG -.22 .084 .093
Control .02 .108 1.000
SMD -.20 .100 .280
Actuator -.10 .119 .904
SMD IMG -.02 .096 1.000
Control .22 .118 .341
Actuator .10 .129 .935
Control .12 .135 .883
SMD -.10 .129 .935
Motivation level of IMG Control
.00 .046 1.000
the employees
Production .13(*) .037 .017
SMD .12 .042 .063
Actuator .13 .051 .097
Control IMG .00 .046 1.000
SMD .12 .052 .174
Actuator .13 .059 .193
Production IMG -.13(*) .037 .017
Control -.13 .047 .093
SMD -.01 .044 1.000
Actuator .01 .052 1.000
SMD IMG -.12 .042 .063
Control -.12 .052 .174
Actuator .01 .057 .999
Control -.13 .059 .193
Production -.01 .052 1.000
SMD .999
-.01 .057
75
Through the Multiple comparison test we analysis the motivation level of people who are working
various department like production, control, IMG, SMD and Actuator. The test shows that there is
significant different between IMG and control, IMG and production, Actuator and Production on
Company related information, working condition and Motivation level of thee employees
respectively. The significant values are .042, .003 and .002 (Table 5-C) which is less than the table
value .05.
Mean Descriptive on salary (Table 6-A)
Company Related Rs. 5000

10 4.7714 .30267
Information
Rs. 5001 - Rs. 7000 8 4.6786 .19839
Rs. 7001 - Rs.10000 8 4.6429 .25326
Rs. 10000 & Above 4 4.7857 .08248
Total 30 4.7143 .24022
Working Conditions Rs. 5000 10 4.8000 .13147
Rs. 5001 - Rs. 7000 8 4.6354 .24776
Rs. 7001 - Rs.10000 8 4.7708 .13176
Rs. 10000 & Above 4 4.9375 .12500
Total 30 4.7667 .18749
Compensation and Rs. 5000
10 4.26 .314
Benafits
Rs. 5001 - Rs. 7000 8 4.21 .132
Rs. 7001 - Rs.10000 8 4.34 .170
Rs. 10000 & Above 4 4.14 .309
Total 30 4.25 .236
Employee Relations Rs. 5000 10 4.83 .265
Rs. 5001 - Rs. 7000 8 4.66 .326
Rs. 7001 - Rs.10000 8 4.91 .129
Rs. 10000 & Above 4 4.75 .204
Total 30 4.79 .255
Training and Rs. 5000
10 4.97 .105
Development
Rs. 5001 - Rs. 7000 8 4.71 .214
Rs. 7001 - Rs.10000 8 4.88 .173
Rs. 10000 & Above 4 4.92 .167
Total
30 4.87 .188
Relationship between Rs. 5000
10 4.73 .179
HRD & Employees
Rs. 5001 - Rs. 7000 8 4.56 .235
Rs. 7001 - Rs.10000 8 4.75 .154
Rs. 10000 & Above 4 4.63 .160
Total 30 4.68 .195
Motivation level of the Rs. 5000
10 4.98 .063
employees
Rs. 5001 - Rs. 7000 8 4.95 .093
Rs. 7001 - Rs.10000 8 4.90 .107
Rs. 10000 & Above 4 4.85 .100
Total 30 4.93 .096
76
ONEWAY ANOVA on Salary (Table 6-B)
Sum of
Total 1.673 29
Total 1.019 29
Total
1.620 29
Employee Relations Between Groups .270 3 .090 1.447 .252

Total 1.885 29
Training and Between Groups .311 3 .104 3.792 .022
Total 1.022 29
Total 1.107 29
Total .267 29
Through the ANOVA test we find that various income groups like below to 5000, 50001 to 7000,
7001 to 10000 and 10001 to above there are significant for working condition and Motivation level
of the employees. The significant values are .046 and .022 respectively, which are less than the table
value (Table 6-B). The mean values show that people who draw salary group 10001 and above has
better appreciation of the working condition of the company with the value of 4.9375. Whereas the
category 50001 to 7000 less appreciation of the working condition with leas mean value of 4.6354. On the
other hand the category below-5000 is highly appreciative of training development of the company with mean
value of 4.97 and lest mean value for the group 50001-7000 with mean value of 4.71(Table 6-A). This also
explain in the mean Charts 6-A and 6B
77
5.0
4.9
Chart 15-A
4.8
4.7
4.6
Rs. 5000 Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000 Rs. 10000 & Above
Dalary_range
Salary Range
5.0
4.9
4.8
Chart 15-A
4.7
4.6
Rs. 5000 Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000 Rs. 10000 & Above
Dalary_range
Salary Range
78
Post Hoc Tests Multiple Comparisons Tukey HSD On Salary (Table 6-C)
Mean
Difference
Dependent Variable (I) Dalary_range (J) Dalary_range (I-J) Std. Error Sig.
Company Related Rs. 5000 Rs. 5001 - Rs. 7000

.0929 .11654 .855
Information
Rs. 7001 - Rs.10000 .1286 .11654 .691
Rs. 10000 & Above -.0143 .14535 1.000
Rs. 5001 - Rs. 7000 Rs. 5000 -.0929 .11654 .855
Rs. 7001 - Rs.10000 .0357 .12284 .991
Rs. 10000 & Above -.1071 .15045 .891
Rs. 7001 - Rs.10000 Rs. 5000 -.1286 .11654 .691
Rs. 5001 - Rs. 7000 -.0357 .12284 .991
Rs. 10000 & Above -.1429 .15045 .779
Rs. 10000 & Above Rs. 5000 .0143 .14535 1.000
Rs. 5001 - Rs. 7000 .1071 .15045 .891
Rs. 7001 - Rs.10000 .1429 .15045 .779
Working Conditions Rs. 5000 Rs. 5001 - Rs. 7000 .1646 .08076 .200
Rs. 7001 - Rs.10000 .0292 .08076 .984
Rs. 10000 & Above -.1375 .10072 .532
Rs. 5001 - Rs. 7000 Rs. 5000 -.1646 .08076 .200
Rs. 7001 - Rs.10000 -.1354 .08513 .401
Rs. 10000 & Above -.3021(*) .10426 .036
Rs. 7001 - Rs.10000 Rs. 5000 -.0292 .08076 .984
Rs. 5001 - Rs. 7000 .1354 .08513 .401
Rs. 10000 & Above -.1667 .10426 .397
Rs. 10000 & Above Rs. 5000 .1375 .10072 .532
Rs. 5001 - Rs. 7000 .3021(*) .10426 .036
Rs. 7001 - Rs.10000 .1667 .10426 .397
Compensation and Rs. 5000 Rs. 5001 - Rs. 7000
.04 .114 .981
Benafits
Rs. 7001 - Rs.10000 -.08 .114 .888
Rs. 10000 & Above .11 .142 .852
Rs. 5001 - Rs. 7000 Rs. 5000 -.04 .114 .981
Rs. 7001 - Rs.10000 -.12 .120 .727
Rs. 10000 & Above .07 .147 .962
Rs. 7001 - Rs.10000 Rs. 5000 .08 .114 .888
Rs. 5001 - Rs. 7000 .12 .120 .727
Rs. 10000 & Above .20 .147 .549
Rs. 10000 & Above Rs. 5000 -.11 .142 .852
Rs. 5001 - Rs. 7000 -.07 .147 .962
Rs. 7001 - Rs.10000 -.20 .147 .549
Employee Relations Rs. 5000 Rs. 5001 - Rs. 7000 .17 .118 .494
Rs. 7001 - Rs.10000 -.08 .118 .901
Rs. 10000 & Above .08 .147 .956
Rs. 5001 - Rs. 7000 Rs. 5000 -.17 .118 .494
Rs. 7001 - Rs.10000 -.25 .125 .212
Rs. 10000 & Above -.09 .153 .927
Rs. 7001 - Rs.10000 Rs. 5000 .08 .118 .901
Rs. 5001 - Rs. 7000 .25 .125 .212
Rs. 10000 & Above .16 .153 .737
Rs. 10000 & Above Rs. 5000 -.08 .147 .956
Rs. 5001 - Rs. 7000 .09 .153 .927
79
Rs. 7001 - Rs.10000 -.16 .153 .737
Training and Rs. 5000 Rs. 5001 - Rs. 7000
.26(*) .078 .014
Development
Rs. 7001 - Rs.10000 .09 .078 .651
Rs. 10000 & Above .05 .098 .956
Rs. 5001 - Rs. 7000 Rs. 5000 -.26(*) .078 .014
Rs. 7001 - Rs.10000 -.17 .083 .208
Rs. 10000 & Above -.21 .101 .194
Rs. 7001 - Rs.10000 Rs. 5000 -.09 .078 .651
Rs. 5001 - Rs. 7000 .17 .083 .208
Rs. 10000 & Above -.04 .101 .976
Rs. 10000 & Above Rs. 5000 -.05 .098 .956
Rs. 5001 - Rs. 7000 .21 .101 .194
Rs. 7001 - Rs.10000 .04 .101 .976
Relationship between Rs. 5000 Rs. 5001 - Rs. 7000
.17 .089 .246
HRD & Employees
Rs. 7001 - Rs.10000 -.02 .089 .998
Rs. 10000 & Above .11 .111 .765
Rs. 5001 - Rs. 7000 Rs. 5000 -.17 .089 .246
Rs. 7001 - Rs.10000 -.19 .094 .215
Rs. 10000 & Above -.06 .115 .948
Rs. 7001 - Rs.10000 Rs. 5000 .02 .089 .998
Rs. 5001 - Rs. 7000 .19 .094 .215
Rs. 10000 & Above .13 .115 .701
Rs. 10000 & Above Rs. 5000 -.11 .111 .765
Rs. 5001 - Rs. 7000 .06 .115 .948
Rs. 7001 - Rs.10000 -.13 .115 .701
Motivation level of the Rs. 5000 Rs. 5001 - Rs. 7000
.03 .042 .892
employees
Rs. 7001 - Rs.10000 .08 .042 .255
Rs. 10000 & Above .13 .053 .089
Rs. 5001 - Rs. 7000 Rs. 5000 -.03 .042 .892
Rs. 7001 - Rs.10000 .05 .045 .679
Rs. 10000 & Above .10 .055 .281
Rs. 7001 - Rs.10000 Rs. 5000 -.08 .042 .255
Rs. 5001 - Rs. 7000 -.05 .045 .679
Rs. 10000 & Above .05 .055 .796
Rs. 10000 & Above Rs. 5000 -.13 .053 .089
Rs. 5001 - Rs. 7000 -.10 .055 .281
Rs. 7001 - Rs.10000 -.05 .055 .796
From the post Hoc Method when we compare the category below-5000 with other categories there is
significant value of .014, which is below the table value .05 (Table 6-C). The salary group below-
5000 is highly motivated to undergo training and development but rests of the categories are less
appreciative training and development.
80
FINDINGS
The motivational level of the company employees is very good on matters of level on
Relations Training and Development, Relationship between HRD and Employees and
Motivation level of the employees (charts 5-11)
Employees Relation, Human Resource Department and personal development of the

company are at its best (charts 8, 10.11).
Age wise comparison shows that, all thee age groups of the same opinion that the level of
Motivation level of the employees are very good (Table 1-A and 1-B).
When we compare the degree of opinion between the age group with the test of Post Hoc
Tests or Multiple comparisons we found that there are significant between the age between
20-30 and 40-50 in company working condition. The significant value is .048, (highlighted in
table 1-C). This clearly says the opinion of age between 20-30 and 40-50 is not the same on
working condition of the company. The mean performance (table 1-A) of age between 20-30
and 40-50 are 4.7269 and 5.0000 respectively. The age group of 40-50 has better opinion of
the working condition of the company than age group 20-30.
The mean performances of male and female are 4.7826 and 4.4898 for company relate
information and 4.74 and 4.48 (Table 2 A) for Relationship between HRD and employees
respectively. From this value females are showing less motivation than their counter part
males who are giving good response about motivation in matters of company related
information and Relationship between HRD and employees.
The mean value of Plus Two categories shows that the working condition and motivation of
the employees is the highest with value of 4.8214 and 5.000 respectively. Whereas the mean
81
value of the diploma holders is least among the categories of qualification, with value of
4.5694 and 4.87 (Table 3- A) respectively compare with other groups.
The mean values of Under Graduate and Post Graduate are 4.7604 and 5.000 respectively.
The post graduate group is highly appreciative the working condition of the factory (Chart
3-C).
There is no significant difference is found between the age groups in motivation level on
Motivation level of the employees ( Table 4-A and 4-B).
The motivation level of people who are working in various departments, we come to know
that there are significant different between various department on Company related
information, Working condition and Motivational level of the employees (5-B).
The mean values for these are IMG 4.8429, production 4.4643, Control 4.6071 SMD 4.8000
and Actuator 4.8000. Here we see that IMG has highest positive value and the least is
production. The mean value of the working condition shows that Actuator has the highest
value of 5.000 and the least mean value is Production. Whereas the motivation level IMG
and Production the mean value is the same 5.00 and control and SMD the mean value is the
same 4.88 each and the least mean value is for Actuator with value of 4.87 (Table 5-A, 5-A,
5-B, and 5-C)
The mean values show that people who draw salary group 10001 and above has better
82
appreciation of the working condition of the company with the value of 4.9375. The salary
category of 50001 to 7000 has less appreciation of the working condition with leas mean value of
4.6354. (Table 6A).
The salary category below-5000 is highly appreciative of training development of the company with
mean value of 4.97 and lest mean value for the group 50001-7000 with mean value of 4.71(Table 6-
A, Charts 6-A and 6B).
Suggestion
The age group of 40-50 has better opinion of the working condition of the company than age
group 20-30. So the newly inducted and younger ones of the company should motivate them
with job security, good career growth, sense of pride in the company, utilizing their skill and
ability and above all motivate them to understand the company objectives.
Females are showing less motivation than their counter part males who are giving good
response about motivation in matters of company related information and Relationship
between HRD and employees. Motivated female supervisor can motivate the female workers
in this regards.
The company has many diploma holders, by Instill an inspiring purpose and Providing
recognition, they will be motivated highly.
The salary category below-5000 is highly appreciative of training development of the
company. So training must be given not only work related but also career guidance,
counseling, pressure handling, conflict solving etc for the whole personal development.
HRD must undertake motivational programme to the employee level either monthly or bi-
83
monthly to keep the entire workers to know the company objectives, vision, problems and
above all to give total loyalty to the management.
The mean value shows that the overall motivation level of the company is very good, this
gives advantage for the company to introduce team work.
Conclusion
It is a truism that the world is going through enormous changes. The advancement of technology has
brought changes to the way business is done in every aspect. Employees are no longer just one of the
inputs companies use to produce; they are important assets that generate profits for the company. To
adapt to these changes, managers need new ways to manage their employees. Formerly most
employees were satisfied if their basic needs were met. In todays world employees want more.
Since employees are a companys most important resource, satisfying and retaining employees has
become a major focus for managers. To do this effectively, mangers must keep their employees
motivated, so that valuable employees stay in the company and perform at their best.
84
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3. Freemantle, D. 2001. The Stimulus Factor: the new dimension in Motivation. Amsterdam,
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4. Gray, R. 2004. How people work and how you can help them to give their best. Taipei,
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85
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13. http://www.woory.com/
Appendix: 1
EMPLOYEES MOTIVATION AND PERFORMANCE

WOORY AUTOMOTIVES PRIVATE LIMITTED - INDIA
DEMOGRAPHIC DETIALS
1 Age 20 to 30 31 to 40 41 to 50 51 and above
2 Gender Male Female
3 Qualification Diploma Under Post Plus Two

Graduation Graduation
4 Work experience 0-5 years 6-10 years 11-15 years 16-and above
5 Department
6 Salary range Below Rs Rs 5001 to Rs7001 to d) 10001 and

5000 Rs 7000 Rs10000 above
Mention your level of satisfaction by tick mark for the given particulars based on following
criteria
1 Very good
2 Good
3 Satisfied
4 Bad
5 Very bad
86
Sl.
Particulars 1 2 3 4 5
No
COMPANY RELATED INFORMATION
1 My company is the best company to work with

2 The work I do helps to achieve the objective of my company
3 The company has assured me the job security
4 The company utilizes your skills and abilities properly.
5 The company helps me to have a good career growth
WORKING CONDITION
6 Cleanliness in the company is

7 Ventilation in the company is
8 Lighting in the company is
9 The company or management had given me freedom to take
decision in my work
10 There is no work pressure in the company
COMPENSATION AND BENEFITS
11 The present salary structure is

12 The salary earned is adequate when compared to similar
companies
13 The allowances provided by the company is
14 The benefits other than monetary incentives offered in your
company are
15 The social security (PF, ESI,) offered in your company are
EMPLOYEE RELATIONS
16 The supervisor approaches is

17 The company rewards me for my suggestions and ideas
adequately
18 The relationship with my supervisor is
19 The relationship with my colleagues is
TRAINING AND DEVELOPMENT
20 The company provides adequate training facility for my

career development
21 The training given to you is related to your work
22 The training programme given by the company should be
compulsory
RELATIONSHIP BETWEEN HUMAN RESOURCE DEPARTMENT & EMPLOYEES
23 The HR department addresses your problems and needs

frequently
24 Time taken by the HR department to solve your problems
immediately
25 The HR department assist us to identify your training and
development needs
87
26 The HR department is fair, even in the treatment of all the
employees equally
PERSONAL DEVELOPMENT
27 I am highly motivated in my job

28 I am motivated to see the success of the company
29 I would continue to work in the company even if I get an
offer from another company with same pay and benefit.
30 I am getting a sense of pride, satisfaction and achievement
from doing the job
88

Employee Motivation and Performance

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Employee Motivation and Performance

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EMPLOYEE MOTIVATION AND PERFORMANCE

WOORY AUTOMOTIVES INDIA PRIVATE LIMITED

MASTER OF BUSINESS ADMINISTRATION

(Reg. No: 3510910874)

SRM SCHOOL OF MANAGEMENT

Under the guidance of

MR. K. SANKARA MOORTHY

SRM SCHOOL OF MANAGEMENT

SRM Nagar, Kattankulathur-603203

Phone: 044-27452270, 27417777, Fax: 044-27453903

E-hod@mba.srmuniv.ac.in, website: www.srmuniv.ac.in

PROJECT GUIDE DEAN

Mr. K. SANKARA MOORTHY DR. (Mrs.) JAYSHREE

PhD, who granted permission and encouraged me to take up a challenging project.

I would like to express my profound gratitude and gratefulness to my supervisor Mr.K.Sankara

guidance to complete this project.

remarkable guidance to complete this project.

Automotives India Private limited for providing the primary data.

support and encouragement.

PERFORMANCE WOORY AUTOMOTIVES INDIA PRIVATE LIMITED submitted to the SRM

of Management, SRM University.

CHAPTER CONTENTS PAGE NO

1.1 Research Background 2

1.3 Review of Related Literature 4

1.4 Need and importance of study 5

1.5 Primary objective 5

1.5.1 Secondary objectives 5

II BRIEF HISTORY OF WOORY COMPANY

2.2 Woory India Plant 8

2.3 company History 9

2.3.1 Management Policy 10

2.3.2 Quality Policy 11

2.3.3 Customer Support Strategy 11

2.3.7 Woory Global Location 15

2.3.8 Global Customers 16

2.4 The Products Woory Company 18

3.2 Managing Human Resources 26

3.3.1 Motivation defined 28

3.3.2 Source of Motivation 30

3.3.3 Reason for Employees lack of Motivation in

3.4 Motivational Theories. 32

3.5 Motivating Individuals and Groups at Work 34

4.1 Research Design 36

4.2 Research Method 36

IV 4.3 Questionnaire Design 37

4.4 Sampling Procedure 37

4.5 Pilot study and pre test 38

4.6 Method of data collection 38

4.6.1 Primary Data 38

4.6.2 Secondary Data 39

VI DATA ANALYSIS & INTERPRETATION 40-67

FINDING, SUGESTION AND CONCLUSION 66-71

Table No Table Title Page no

1A Mean Descriptive of Motivational Variables 45

1B One way ANOVAs on motivational Variable 46

1C Post Hoc Test on Motivational Variable 47

2A Group Statistics between Male and Female 48

2B Levenes Test for Equality of Variance 49

3A Mean Descriptive on Qualification 50

3B One way ANOVAs on Qualification 51

3C Post Hoc Test on Qualification 52

4A T-Test on Age Group 56

5A Mean Descriptive on Department 57