13317890 a Project on Employee Motivation Accel Front Line Chennai

8/12/2019 13317890 a Project on Employee Motivation Accel Front Line Chennai

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A STUDY ON EMPLOYEE MOTIVATION

1.2 RESEARCH PROBLEM

The research pro0le' here in this st)d( is associated with the 'oti*ation o e'plo(ees o

A!!EL "#ONTLINE TE!$NOLO%IES- !hennai. There are a *ariet( o actors that can

inl)ence a person/s le*el o 'oti*ation& so'e o these actors incl)de

4. The le*el o pa( and 0eneits-

5. The percei*ed airness o pro'otion s(ste' within a co'pan(-

6. 7)alit( o the workin+ conditions-

8. Leadership and social relationships-

9. E'plo(ee reco+nition

:. ;o0 sec)rit(


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0e 'ana+ed in 'ore than one wa(. This helps in retainin+ and n)rt)rin+ the tr)e 0elie*ers

who can deliver value to the organization. Proliferating and nurturing the number of

true believers4is the challen+e or )t)re and present $# 'ana+ers.

This 'eans inno*ation and creati*it(. It also 'eans a chan+e in the +ear or $# polices and

practices. The aster the or+ani,ations n)rt)re their e'plo(ees- the 'ore s)ccess)l the( will

0e. The challen+e 0eore $# 'ana+ers toda( is to deli+ht their e'plo(ees and n)rt)re their

creati*it( to keep the' a 0loo'.

This st)d( helps the researcher to reali,e the i'portance o eecti*e e'plo(ee 'oti*ation.

This research st)d( e1a'ines t(pes and le*els o e'plo(ee 'oti*ational pro+ra''es and

also disc)sses 'ana+e'ent ideas that can 0e )tili,ed to inno*ate e'plo(ee 'oti*ation. It

helps to pro*ide insi+hts to s)pport )t)re research re+ardin+ strate+ic +)idance or

or+ani,ations that are 0oth pro*idin+ and )sin+ reward>reco+nition pro+ra's.

1.4 OBJECTIVES OF THE STUDY

1.4.1 Primr! "#$%&'i(%

1. To st)d( the i'portant actors which are needed to 'oti*ate the e'plo(ees.

1.4.2 S%&")*r! O#$%&'i(%.

4. To st)d( the eect o 'onetar( and non?'onetar( 0eneits pro*ided 0( the

or+ani,ation on the e'plo(ee/s peror'ance.

5. To st)d( the eect o jo0 pro'otions on e'plo(ees.

6. To learn the e'plo(ee/s satisaction on the interpersonal relationship e1ists in the

or+ani,ation.

8. To pro*ide the practical s)++estion or the i'pro*e'ent o or+ani,ation/s

peror'ance.

4

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1.+ RESEARCH HYPOTHESIS

A h(pothesis is a preli'inar( or tentati*e e1planation or post)late 0( the researcher o what

the researcher considers the o)tco'e o an in*esti+ation will 0e. It is an inor'ed>ed)cated

+)ess. It indicates the e1pectations o the researcher re+ardin+ certain *aria0les. It is the

'ost speciic wa( in which an answer to a pro0le' can 0e stated.

#esearch h(potheses are the speciic testa0le predictions 'ade a0o)t the independent and

dependent *aria0les in the st)d(. $(potheses are co)ched in ter's o the partic)lar

independent and dependent *aria0les that are +oin+ to 0e )sed in the st)d(. The research

h(pothesis o this st)d( is as ollows.

H", There is no si+niicant relationship 0etween incenti*es and e'plo(ee/s peror'ance.

H",There is no si+niicant relationship 0etween career de*elop'ent opport)nities and the

e1tent o e'plo(ee 'oti*ation

H", There is no si+niicant relationship 0etween peror'ance appraisal s(ste' and the

e1tent o 'oti*ation.

H", There is no si+niicant relationship 0etween interpersonal relationship in the

or+ani,ation and e1tent o 'oti*ation.

1. RESEARCH METHODOLOGY.

#esearch is a s(ste'atic 'ethod o indin+ sol)tions to pro0le's. It is essentiall( an

in*esti+ation- a recordin+ and an anal(sis o e*idence or the p)rpose o +ainin+ knowled+e.

Accordin+ to !liord wood(- @research co'prises o deinin+ and redeinin+ pro0le'-

or')latin+ h(pothesis or s)++ested sol)tions- collectin+- or+ani,in+ and e*al)atin+ data-

reachin+ concl)sions- testin+ concl)sions to deter'ine whether the( it the or')lated

h(pothesis5

5

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The secondar( data 'ainl( consists o data and inor'ation collected ro' records-

co'pan( we0sites and also disc)ssion with the 'ana+e'ent o the or+ani,ation. Secondar(

data was also collected ro' jo)rnals- 'a+a,ines and 0ooks.

1.. N'r% "5 R%%r&.

Descripti*e research- also known as statistical research- descri0es data and characteristics

a0o)t the pop)lation or pheno'enon 0ein+ st)died. Descripti*e research answers the

3)estions who- what- where- when and how.

Altho)+h the data description is act)al- acc)rate and s(ste'atic- the research cannot

descri0e what ca)sed a sit)ation. Th)s- descripti*e research cannot 0e )sed to create a ca)sal

relationship- where one *aria0le aects another. In other words- descripti*e research can 0e

said to ha*e a low re3)ire'ent or internal *alidit(.

1..6 7%'i"))ir%.

A well deined 3)estionnaire that is )sed eecti*el( can +ather inor'ation on 0oth o*erall

peror'ance o the test s(ste' as well as inor'ation on speciic co'ponents o the s(ste'.

A deeated 3)estionnaire was care)ll( prepared and speciall( n)'0ered. The 3)estions

were arran+ed in proper order- in accordance with the rele*ance.

1..8 N'r% "5 7%'i") A9%*.

The 3)estionnaire consists o open ended- dichoto'o)s- ratin+ and rankin+ 3)estions.

1..: Pr%-'%'i)0

A pre?testin+ o 3)estionnaire was cond)cted with 4B 3)estionnaires- which were distri0)ted

and all o the' were collected 0ack as co'pleted 3)estionnaire. On the 0asis o do)0ts

raised 0( the respondents the 3)estionnaire was redialed to its present or'.

1..1; Sm/%

A inite s)0set o pop)lation- selected ro' it with the o0jecti*e o in*esti+atin+ its

properties called a sa'ple. A sa'ple is a representati*e part o the pop)lation. A sa'ple o

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9B respondents in total has 0een rando'l( selected. The response to *ario)s ele'ents )nder

each 3)estions were totaled or the p)rpose o *ario)s statistical testin+.

1..11. Vri#/% "5 '% S'*!.

The direct *aria0le o the st)d( is the e'plo(ee 'oti*ation

Indirect *aria0les are the incenti*es- interpersonal relations- career de*elop'ent

opport)nities and peror'ance appraisal s(ste'.

1..12. Pr%%)''i") "5 D'.

The data are presented thro)+h charts and ta0les.

1..13. T""/ )* T%&)i


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2. LITERATURE REVIE=

#ensis Likerthas called 'oti*ation as the core o 'ana+e'ent. Moti*ation is the core o

'ana+e'ent. Moti*ation is an eecti*e instr)'ent in the hands o the 'ana+e'ent in

inspirin+ the work orce .It is the 'ajor task o e*er( 'ana+er to 'oti*ate his s)0ordinate orto create the will to work a'on+ the s)0ordinates .It sho)ld also 0e re'e'0ered that the

worker 'a( 0e i''ensel( capa0le o doin+ so'e work- nothin+ can 0e achie*ed i he is not

willin+ to work .creation o a will to work is 'oti*ation in si'ple 0)t tr)e sense o ter'.

Moti*ation is an i'portant )nction which *er( 'ana+er peror's or act)atin+ the people

to work or acco'plish'ent o o0jecti*es o the or+ani,ation .Iss)ance o well concei*ed

instr)ctions and orders does not 'ean that the( will 0e ollowed .A 'ana+er has to 'ake

appropriate )se o 'oti*ation to enth)se the e'plo(ees to ollow the'. Eecti*e 'oti*ation

s)cceeds not onl( in ha*in+ an order accepted 0)t also in +ainin+ a deter'ination to see that

it is e1ec)ted eicientl( and eecti*el(.

In order to 'oti*ate workers to work or the or+ani,ational +oals- the 'ana+ers ')st

deter'ine the 'oti*es or needs o the workers and pro*ide an en*iron'ent in which

appropriate incenti*es are a*aila0le or their satisaction .I the 'ana+e'ent is s)ccess)l in

doin+ so& it will also 0e s)ccess)l in increasin+ the willin+ness o the workers to work. This

will increase eicienc( and eecti*eness o the or+ani,ation .There will 0e 0etter )tili,ation

o reso)rces and workers a0ilities and capacities.

2.1 T% &")&%' "5 m"'i('i")

The word 'oti*ation has 0een deri*ed ro' 'oti*e which 'eans an( idea- need or e'otion

that pro'pts a 'an in to action. Chate*er 'a( 0e the 0eha*ior o 'an- there is so'e

sti')l)s 0ehind it .Sti')l)s is dependent )pon the 'oti*e o the person concerned. Moti*e

can 0e known 0( st)d(in+ his needs and desires.

There is no )ni*ersal theor( that can e1plain the actors inl)encin+ 'oti*es which control

'ans 0eha*ior at an( partic)lar point o ti'e. In +eneral- the dierent 'oti*es operate at


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dierent ti'es a'on+ dierent people and inl)ence their 0eha*iors. The process o

'oti*ation st)dies the 'oti*es o indi*id)als which ca)se dierent t(pe o 0eha*ior.

2.2 D%5i)i'i") "5 M"'i('i").

Accordin+ to Edwin "lippo- @Moti*ation is the process o atte'ptin+ to inl)ence others

to do their work thro)+h the possi0ilit( o +ain or reward.

2.3 Si0)i5i&)&% "5 M"'i('i")

Moti*ation in*ol*es +ettin+ the 'e'0ers o the +ro)p to p)ll wei+ht eecti*el(- to +i*e

their lo(alt( to the +ro)p- to carr( o)t properl( the p)rpose o the or+ani,ation. The

ollowin+ res)lts 'a( 0e e1pected i the e'plo(ees are properl( 'oti*ated.

4. The workorce will 0e 0etter satisied i the 'ana+e'ent pro*ides the' with

opport)nities to )lill their ph(siolo+ical and ps(cholo+ical needs. The workers will

cooperate *ol)ntaril( with the 'ana+e'ent and will contri0)te their 'a1i')' towards

the +oals o the enterprise.

5. Corkers will tend to 0e as eicient as possi0le 0( i'pro*in+ )pon their skills and

knowled+e so that the( are a0le to contri0)te to the pro+ress o the or+ani,ation. Thiswill also res)lt in increased prod)cti*it(.

6. The rates o la0or/s t)rno*er and a0senteeis' a'on+ the workers will 0e low.

8. There will 0e +ood h)'an relations in the or+ani,ation as riction a'on+ the workers

the'sel*es and 0etween the workers and the 'ana+e'ent will decrease.

9. The n)'0er o co'plaints and +rie*ances will co'e down. Accident will also 0e low.

:. There will 0e increase in the 3)antit( and 3)alit( o prod)cts. Casta+e and scrap will 0e

less. etter 3)alit( o prod)cts will also increase the p)0lic i'a+e o the 0)siness.

2.4 M"'i('i") Pr"&%.

4. Identiication o need

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5. Tension

6. !o)rse o action

8. #es)lt GPositi*e>Ne+ati*e

9. "eed 0ack

2.+ T%"ri% "5 M"'i('i").

Understandin+ what 'oti*ated e'plo(ees and how the( were 'oti*ated was the oc)s o

'an( researchers ollowin+ the p)0lication o the $awthorne st)d( res)lts HTerpstra- 4F


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It is the related to social needs and creates riendship. This res)lts in or'ation o inor'al

+ro)ps or social circle.

2.+.2 B%(i"r/ M"*i5i&'i") T%"r!

Accordin+ to this theor( people 0eha*ior is the o)tco'e o a*ora0le and )na*ora0le past

circ)'stances. This theor( is 0ased on learnin+ theor(. Skinner cond)cted his researches

a'on+ rats and school children. $e o)nd that sti')l)s or desira0le 0eha*ior co)ld 0e

stren+thened 0( rewardin+ it at the earliest. In the ind)strial sit)ation- this rele*ance o this

theor( 'a( 0e o)nd in the installation o inancial and non inancial incenti*es.

More i''ediate is the reward and sti')lation or it 'oti*ates it. Cithdrawal o reward

incase o low standard work 'a( also prod)ce the desired res)lt. $owe*er- researches show

that it is +enerall( 'ore eecti*e to reward desired 0eha*ior than to p)nish )ndesired

0eha*ior.

2.+.3 A#rm H M/" N%%* Hi%rr&! "r D%5i&i%)' '%"r! "5 M"'i('i").

The intellect)al 0asis or 'ost o 'oti*ation thinkin+ has 0een pro*ided 0( 0eha*ioral

scientists- A.$ Maslow and "rederick $ei,0er+- whose p)0lished works are the @Bible of

Motivation.Altho)+h Maslow hi'sel did not appl( his theor( to ind)strial sit)ation- it has

wide i'pact or 0e(ond acade'ic circles. Do)+lo)s Mac %re+or has )sed Maslow/s theor(

to interpret speciic pro0le's in personnel ad'inistration and ind)strial relations.

The cr)1 o Maslow/s theor( is that h)'an needs are arran+ed in hierarch( co'posed o

i*e cate+ories. The lowest le*el needs are ph(siolo+ical and the hi+hest le*els are the sel

act)ali,ation needs. Maslow starts with the or'ation that 'an is a wantin+ ani'al with a

hierarch( o needs o which so'e are lower ins scale and so'e are in a hi+her scale or

s(ste' o *al)es. As the lower needs are satisied- hi+her needs e'er+e. $i+her needs

cannot 0e satisied )nless lower needs are )lilled. A satisied need is not a 'oti*ator. This

rese'0les the standard econo'ic theor( o di'inishin+ ret)rns. The hierarch( o needs at

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work in the indi*id)al is toda( a ro)tine tool o personnel trade and when these needs are

acti*e- the( act as power)l conditioners o 0eha*ior? as Moti*ators.

$ierarch( o needs& the 'ain needs o 'en are i*e. The( are ph(siolo+ical needs- saet(

needs- social needs- e+o needs and sel act)ali,ation needs- as shown in order o their

i'portance.

"i+ H5.4The a0o*e i*e 0asic needs are re+arded as stri*in+ needs which 'ake a person do thin+s.

The irst 'odel indicates the rankin+ o dierent needs. The second is 'ore help)l in

indicatin+ how the satisaction o the hi+her needs is 0ased on the satisaction o lower

needs. It also shows how the n)'0er o person who has e1perienced the )lill'ent o the

hi+her needs +rad)all( tapers o.

P!i"/"0i&/ "r B"*! N%%*,? The indi*id)al 'o*e )p the ladder respondin+ irst to the

ph(siolo+ical needs or no)rish'ent- clothin+ and shelter. These ph(sical needs ')st 0e

e3)ated with pa( rate- pa( practices and to an e1tent with ph(sical condition o the jo0.

S5%'!, -The ne1t in order o needs is saet( needs- the need to 0e ree ro' dan+er- either

ro' other people or ro' en*iron'ent. The indi*id)al want to ass)red- once his 0odil(

needs are satisied- that the( are sec)re and will contin)e to 0e satisied or oreseea0le

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S%/5-

A&'/i'i")

E0" N%%*

S"&i/ N%%*

S5%'! N%%*

P!i"/"0i&/ N%%*


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eat)re. The saet( needs 'a( take the or' o jo0 sec)rit(- sec)rit( a+ainst disease-

'isort)ne- old a+e etc as also a+ainst ind)strial inj)r(. S)ch needs are +enerall( 'et 0(

saet( laws- 'eas)re o social sec)rit(- protecti*e la0or laws and collecti*e a+ree'ents.

S"&i/ )%%*, -%oin+ )p the scale o needs the indi*id)al eels the desire to work in a

cohesi*e +ro)p and de*elop a sense o 0elon+in+ and identiication with a +ro)p. $e eels

the need to lo*e and 0e lo*ed and the need to 0elon+ and 0e identiied with a +ro)p. In a

lar+e or+ani,ation it is not eas( to 0)ild )p social relations. $owe*er close relationship can

0e 0)ilt )p with at least so'e ellow workers. E*er( e'plo(ee wants too eel that he is

wanted or accepted and that he is not an alien acin+ a hostile +ro)p.

E0" "r E'%%m N%%*, -These needs are relected in o)r desire or stat)s and reco+nition-

respect and presti+e in the work +ro)p or work place s)ch as is conerred 0( the reco+nition

o ones 'erit 0( pro'otion- 0( participation in 'ana+e'ent and 0( )lill'ent o workers

)r+e or sel e1pression. So'e o the needs relate to ones estee'

e.+.& need or achie*e'ent- sel conidence- knowled+e- co'petence etc. On the jo0- this

'eans praise or a jo0 0)t 'ore i'portant it 'eans a eelin+ 0( e'plo(ee that at all ti'es he

has the respect o his s)per*isor as a person and as a contri0)tor to the or+ani,ational +oals.

S%/5 r%/i'i") "r A&'/i'i") )%%*, - This )pper le*el need is one which when

satisied pro*ide insi+hts to s)pport )t)re research re+ardin+ strate+ic +)idance or

or+ani,ation that are 0oth pro*idin+ and )sin+ reward>reco+nition pro+ra's 'akes the

e'plo(ee +i*e )p the dependence on others or on the en*iron'ent. $e 0eco'es +rowth

oriented- sel oriented- directed- detached and creati*e. This need relects a state deined in

ter's o the e1tent to which an indi*id)al attains his personnel +oal. This is the need which

totall( lies within onesel and there is no de'and ro' an( e1ternal sit)ation or person.

2.+.4 J.S A*m E


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E'plo(ee co'pares her>his jo0 inp)ts o)tco'e ratio with that o reerence. I the e'plo(ee

percei*es ine3)it(- she>he will act to correct the ine3)it(= lower prod)cti*it(- red)ced

3)alit(- increased a0senteeis'- *ol)ntar( resi+nation.

2.+.+ Vr""m E%&''i") T%"r!

Vroo'/s theor( is 0ased on the 0elie that e'plo(ee eort will lead to peror'ance and

peror'ance will lead to rewards HVroo'- 4F:8. #eward 'a( 0e either positi*e or ne+ati*e.

The 'ore positi*e the reward the 'ore likel( the e'plo(ee will 0e hi+hl( 'oti*ated.

!on*ersel(- the 'ore ne+ati*e the reward the less likel( the e'plo(ee will 0e 'oti*ated.

2.+. T" F&'"r T%"r!

Do)+las Mc%re+or introd)ced the theor( with the help o two *iews& J ass)'ptions are

conser*ati*e in st(le Ass)'ptions are 'odern in st(le.

T%"r!

Indi*id)als inherentl( dislike work.

People ')st 0e coerced or controlled to do work to achie*e the o0jecti*es.

People preer to 0e directed

Y T%"r!

People *iew work as 0ein+ as nat)ral as pla( and rest

People will e1ercise sel direction and control towards achie*in+ o0jecti*es the( are

co''itted to

People learn to accept and seek responsi0ilit(.

2. T!% "5 M"'i('i").

Intrinsic 'oti*ation occ)rs when people are internall( 'oti*ated to do so'ethin+ 0eca)se it

either 0rin+s the' pleas)re- the( think it is i'portant- or the( eel that what the( are

learnin+ is 'orall( si+niicant.

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2.8 M"'i('i") i '% 9%! '" %r5"rm)&% imr"(%m%)'

There is an old sa(in+ (o) can take a horse to the water 0)t (o) cannot orce it to drink& it

will drink onl( i its thirst( ? so with people. The( will do what the( want to do or otherwise

'oti*ated to do. Chether it is to e1cel on the workshop loor or in the i*or( tower the(')st 0e 'oti*ated or dri*en to it- either 0( the'sel*es or thro)+h e1ternal sti')l)s.

Are the( 0orn with the sel?'oti*ation or dri*e Yes and no. I no- the( can 0e 'oti*ated-

or 'oti*ation is a skill which can and ')st 0e learnt. This is essential or an( 0)siness to

s)r*i*e and s)cceed.

Peror'ance is considered to 0e a )nction o a0ilit( and 'oti*ation- th)s=

J"# %r5"rm)&% 5?#i/i'!@?m"'i('i")@

A0ilit( in t)rn depends on ed)cation- e1perience and trainin+ and its i'pro*e'ent is a slow

and lon+ process. On the other hand 'oti*ation can 0e i'pro*ed 3)ickl(. There are 'an(

options and an )ninitiated 'ana+er 'a( not e*en know where to start. As a +)ideline- there

are 0roadl( se*en strate+ies or 'oti*ation.

There are 0roadl( se*en strate+ies or 'oti*ation.

Positi*e reinorce'ent > hi+h e1pectations

Eecti*e discipline and p)nish'ent

Treatin+ people airl(

Satis(in+ e'plo(ees needs

Settin+ work related +oals

#estr)ct)rin+ jo0s

ase rewards on jo0 peror'ance

Essentiall(- there is a +ap 0etween an indi*id)al/s act)al state and so'e desired state and the

'ana+er tries to red)ce this +ap. Moti*ation is- in eect- a 'eans to red)ce and 'anip)late

this +ap.

4:
http://accel-team.com/pygmalion/prophecy_06.htmlhttp://accel-team.com/work_design/index.htmlhttp://accel-team.com/motivation/employeeRewards_00.htmlhttp://accel-team.com/motivation/employeeRewards_00.htmlhttp://accel-team.com/work_design/index.htmlhttp://accel-team.com/motivation/employeeRewards_00.htmlhttp://accel-team.com/pygmalion/prophecy_06.html


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CHAPTER-3

3.1 INDUSTRIAL PROFILE

O(%r(i% ") I)*i S"5'r% I)*'r!

Accordin+ to statistics- co)ntr(s sotware e1ports reached total re*en)es o #s 8:4BBcrores. The shares o total Indian e1ports or' 8.F per cent in 4FF< to 5B.8 percent in 5BB5?B6. It is e1pected that the ind)str( will +enerate a total e'plo('ent o aro)nd o)r 'illionspeoples- which acco)nts or < per cent o Indias total %DP as in the (ear 5BB.

The (ear 4FF9?F: was a 0oo' or the ind)str(. The peror'ance o the ind)str( o*er the

(ears is as ollows=

HIn ter's o US 'illions

Do'estic sotware Market8FB:


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#D Stren+ths

Esta0lished Technolo+( !l)sters

%o*ern'ent Incenti*e

Pr"0r% "5 IT I)*'r!

?I) '%rm "5 US #i//i")@

Year5BB6?B85BB8?B95BB9?B:IT sotware and ser*ice e1portsF.545.B49.5ITE?PO

e1ports6.:9.5


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contri0)te j)st o*er 4 percenta+e point o spendin+ +rowth in 5B4B as or+ani,ations 0e+intheir 'i+ration to Cindows < toward the end o the (ear.R

Corldwide IT Spendin+ "orecast Hillions o U.S. Dollars

5BBF

Spendin+

5BBF

%rowth HQ

5B4B

Spendin+

5B4B

%rowth HQ

!o'p)tin+ $ardware 666 ?45.9 696 9.ser*ices?ITinra.ht'

3.3. DEPARTMENT PROFILE

The or+ani,ation has 'ainl( 9 depart'ents. The( are

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4. $UMAN #ESOU#!E DEPA#TMENT

5. "INAN!E DEPA#TMENT

6. PU#!$ASE DEPA#TMENT

8. MA#KETIN% DEPA#TMENT.

9. P#ODU!TION DEPA#TMENT

3.3.1 ORGANIATION CHART OF HUMAN RESOURCE DEPARTMENT

The 'ana+in+ h)'an reso)rce in the or+ani,ation is an i'portant task. $)'an reso)rce

depart'ent is doin+ the 'ana+e'ent o h)'an reso)rce in the or+ani,ation. A!!EL

"#ONTLINE TE!$NOLO%IES ollows a s(ste' in $# depart'ent that each a)thorit(

co'in+ )nder the %eneral Mana+er Hworks has to report directl( to %eneral Mana+er

HCorks in the hierarch(. This will helps to speed )p the co'')nication low in the

or+ani,ation.

3.3.2 ORGANISATION CHART OF FINANCE DEPARTMENT

Sr. Oicer $#

Sec)rit(

;r. Mana+er Esta0lish'ent

Mana+er Ind)strial #elations

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%eneral Mana+er HCorks

Ti'e Oice Assistants


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So)nd inancial decisions ha*e 0een one o the critical practices in the s)ccess o A!!EL

"#ONTLINE TE!$NOLO%IES- !hennai proper plannin+ and lon+ *ision o the inancial

'ana+ers help the co'pan( to )nder+o to s'ooth sail. All 'onetar( transactions o the

co'pan( are handled and 0ro)+ht to acco)nt 0( the inance depart'ent.

3.3.3 ORGANISATION CHART OF PURCAHSE DEPARTMENT

The p)rchase 'ana+er is the onl( person who is the ha*in+ the pri'e a)thorit( to 'ake

orders or the p)rchase o raw 'aterials. Ater reerrin+ the stock report o raw 'aterials and

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Dep)t( Mana+er Acco)nts

Assistant 'ana+er

Sr. Acco)nts Oicer

Assistants

Sr. P)rchase Mana+er

Assistant Mana+er P)rchase

P)rchase Oicer

Assistants


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inished +oods- the p)rchase 'ana+er p)rchase the raw? 'aterials in order to ens)re the

contin)o)s low o prod)ction.

3.3.4 ORGANISATION CHART OF PRODUCTION DEPARTMENT

The prod)ction 'ana+er and his tea' are responsi0le or reali,in+ the *isions o the

co'pan( within constraints o technical possi0ilit(. This in*ol*es coordinatin+ the

operations o *ario)s prod)ction acti*ities and 'aintains a +ood low o work witho)t an(

0locka+e.

3.3.+ ORGANISATION CHART OF MARETING DEPARTMEN

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Prod)ction Mana+er

Dep)t( Mana+er Prod)ction Dep)t( Mana+er Maintenance

;r. Mana+er Prod)ction ;r. Mana+er Prod)ction

Shit in char+e


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CHAPTER-4

6:

Marketin+ Mana+er

Sales Mana+er

#e+ional Sales Mana+er

Area Sales Mana+er

Sales Oicer


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4. ANALYSIS AND INTERPRETATION OF DATA

4.1 DESCRIPTIVE STATISTICS

4.1.1 R%")% #"' '% "r' 5r"m '% HR *%r'm%)'

SL NO

PARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

4 $i+hl( satisied 4 6:

5 Satisied 5F 9

6 Ne)tral 6 :

8 Dissatisied B B

9 $i+hl( satisied B B

Total 9B 4BB

HTa0le 8.4

H!hart 8.4

INTERPRETATION

The ta0le shows that 9Q o the respondents are satisied with the s)pport the( are +ettin+

ro' the $# depart'ent.

4.1.2 M)0%m%)' i i)'%r%'%* i) m"'i('i)0 '% %m/"!%%

6


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SL NO

PARTICULAR

NUMBER OF


4 Stron+l( A+ree 5< 98

5 A+ree 5B 8B

6 Ne)tral 6 :8 Disa+ree B B

9 Stron+l( Disa+ree B B

Total 9B 4BB

HTa0le 8.5

H!hart 8.5

INTERPRETATION

The ta0le shows that 98Q o the respondents are stron+l( a+reein+ that the 'ana+e'ent is

interested in 'oti*atin+ the e'plo(ees.

4.1.3 T% '!% "5 i)&%)'i(% m"'i('% !" m"r%

SL NO

PARTICULAR

NUMBER OF


6


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4 "inancial Incenti*es 49 6B

5 Non inancial Incenti*es F 4

6 oth 5: 95

Total 9B 4BB

HTa0le 8.6

H!hart 8.6

INTERPRETATION

The ta0le shows that 95Q o the respondents are e1pressin+ that 0oth inancial and non

inancial incenti*es will e3)all( 'oti*ate the'.

4.1.4 S'i5&'i") i' '% r%%)' i)&%)'i(% &%m%

SL NO

PARTICULAR

NUMBER OF


4 $i+hl( satisied 4 6:

6F


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5 Satisied 5F 9

6 Ne)tral 6 :

8 Dissatisied B B

9 $i+hl( satisied B B

Total 9B 4BB

HTa0le 8.8

H!hart 8.8

INTERPRETATION

The ta0le shows that 9Q o the respondents are satisied with the present incenti*e sche'e

o the or+ani,ation.

4.1.+ T% &"m)! i %0%r)% i) r%&"0)ii)0 )* &9)"/%*0i)0

%m/"!%%> "r9

SL NO

PARTICULAR

NUMBER OF


4 Stron+l( A+ree 4 98

5 A+ree 5F 9

8B


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6 Ne)tral 6 :

8 Disa+ree B B

9 Stron+l( Disa+ree B B

Total 9B 4BB

HTa0le 8.9

H!hart 8.9

INTERPRETATION

"ro' the st)d(- 9Q o e'plo(ees a+reed that the co'pan( is ea+er in reco+ni,in+ and

acknowled+in+ their work- 6:Q stron+l( a+reed and onl( :Q showed ne)tral response.

4.1..1 P%ri"*i&/ i)&r%% i) /r!

SL NO

PARTICULAR

NUMBER OF


4 Stron+l( A+ree 45 58

5 A+ree 56 8:

6 Ne)tral 6 :

8 Disa+ree F 4

84


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9 Stron+l( Disa+ree 6 :

Total 9B 4BB

HTa0le 8.:

H!hart 8.:

INTERPRETATION

The ta0le shows 8:Q o e'plo(ees a+ree that there is a periodical increase in the salar(.

4.1..2 J"# S%&ri'! %i'i)0 i) '% &"m)!.

SL NO

PARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE4 Stron+l( A+ree 49 6B

5 A+ree 4 6:

6 Ne)tral 44 55

8 Disa+ree 6 :


Total 9B 4BB

85


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H!hart 8.

INTERPRETATION

The ta0le shows 98Q o the respondents a+ree that the( ha*e +ood relations with co?worker.

4.1..4 E55%&'i(% %r5"rm)&% ri/ !'%m.

SL NO

PARTICULAR

NUMBER OF


4 Stron+l( A+ree 4B 5B

5 A+ree 56 8:

6 Ne)tral 4:

8 Disa+ree : 45

9 Stron+l( Disa+ree 6 :Total 9B 4BB

HTa0le 8.F

88


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H!hart 8.F

INTERPRETATION

The ta0le shows 8:Q o the respondents a+ree to eecti*e peror'ance appraisal s(ste'

e1istin+ in the co'pan(.

4.1..+ E55%&'i(% r"m"'i")/ ""r')i'i% i) r%%)' $"#

SL NO

PARTICULAR

NUMBER OF


4 Stron+l( A+ree F 4

5 A+ree 5: 95

6 Ne)tral F 4

8 Disa+ree 6 :


Total 9B 4BB

HTa0le 8.4B

89


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H!hart 8.46

INTERPRETATION

The ta0le shows 9Q o the respondents a+ree that the s)pport ro' the co?worker is help)l

to +et 'oti*ated.

4.1..: Cr%%r *%(%/"m%)' ""r')i'i% r% %/5/ '" 0%' m"'i('%*

SL NO

PARTICULAR

NUMBER OF


4 Stron+l( A+ree 4B 5B

5 A+ree 5: 95

6 Ne)tral 5 8

8 Disa+ree 8

9 Stron+l( Disa+ree 4:

Total 9B 4BBHTa0le No.8.48

8F


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H!hart 8.48

INTERPRETATION

The ta0le shows 95Q o the respondents a+ree that the career de*elop'ent opport)nities are

help)l to +et 'oti*ated.

4.1.6 F&'"r i& m"'i('% !" '% m"'.

SL NO

PARTICULAR

NUMBER OF


4 Salar( increase 54 85

5 Pro'otion 49 6B

6 Lea*e 6 :

8 Moti*ational talk 9 4B9 #eco+nition : 45

Total 9B 4BB

HTa0le 8.49

9B


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H!hart 8.49

INTERPRETATION

The ta0le shows that the 85Q o the respondent is respondin+ that increase in salar( will'oti*ate the' the 'ost.

4.1.8 I)&%)'i(% )* "'%r #%)%5i' i// i)5/%)&% !"r %r5"rm)&%

SL NO

PARTICULAR

NUMBER OF


4 Inl)ence 65 :8

5 Does not inl)ence 45 58

6 No opinion : 45

Total 9B 4BB

HTa0le 8.4:

94


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H!hart 8.4


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Si+. H5?tailed . .BBB S)' o S3)ares

and !ross?prod)cts4:.BB 46.BBB

!o*ariance .65 .5:9 N 9B 9B

E'plo(eeperor'ance Pearson !orrelation .:99H 4

Si+. H5?tailed .BBB . S)' o S3)ares

and !ross?prod)cts46.BBB 58.9BB

!o*ariance .5:9 .9BB N 9B 9B

!orrelation is si+niicant at the B.B4 le*el H5?tailed.

I)5%r%)&%,

Since the !orrelation is si+niicant at the B.B4 le*el H5?tailed the n)ll h(pothesis that is

@T%r% i )" i0)i5i&)' r%/'i")i #%'%%) i)&%)'i(% )* %m/"!%%> %r5"rm)&%

is rejected and an alternati*e h(pothesis is ra'ed.

H1, There is si+niicant relationship 0etween incenti*es and e'plo(ee/s peror'ance.

H",There is no si+niicant relationship 0etween career de*elop'ent opport)nities and the

e1tent o e'plo(ee 'oti*ation

MeanStd.

De*iation N

careerde*elop'entopport)nities

6.


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opport)nities Si+. H5?tailed . .BBB S)' o S3)ares

and !ross?prod)cts

95.9BB 95.444

!o*ariance 4.B


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S)' o S3)aresand !ross?prod)cts

:8.BBB


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S)' o S3)aresand !ross?prod)cts

55.B5B 65.5:B

!o*ariance .88F .:9 N 9B 9B

E1tent o'oti*ation Pearson!orrelation .


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0)siness is the eecti*e )tili,ation o a*aila0le h)'an reso)rces- technolo+ical- inancial

and ph(sical reso)rces or the achie*e'ent o the 0)siness o0jecti*es.

This project entitled as @E'plo(ee 'oti*ation was done to ind o)t the actors which will

'oti*ate the e'plo(ees. The st)d( )ndertakes *ario)s eorts to anal(,e all o the' in +reat

details. The researcher in this project at the o)tset +i*es the clear idea o the entire

depart'ent e1istin+ in the co'pan(. "ro' the st)d(- the researcher was a0le to ind so'e o

the i'portant actors which 'oti*ate the e'plo(ees. "actors like inancial incenti*es and

non inancial in*enti*e- peror'ance appraisal s(ste'- +ood relationship with co?workers-

pro'otional opport)nities in the present jo0- e'plo(ee participation in decision 'akin+ are

*er( ')ch eect the le*el e'plo(ee 'oti*ation. It is also clear ro' the st)d( that the

co'pan( is so ea+er in 'oti*atin+ their e'plo(ees and their present eort or it so ar

eecti*e.

The h)'an reso)rces can pla( an i'portant role in the reali,ation o the o0jecti*es.

E'plo(ees work in the or+ani,ation or the satisaction o their needs. I the h)'an

reso)rces are not properl( 'oti*ated- the 'ana+e'ent will not 0e a0le to acco'plish the

desired res)lts. Thereore- h)'an reso)rces sho)ld 0e 'ana+ed with )t'ost care to inspire-

enco)ra+e and i'pel the' to contri0)te their 'a1i')' or the achie*e'ent o the 0)siness

o0jecti*es.

+.2 FINDINGS

The indin+s o the st)d( are ollows

The A!!EL "#ONTLINE TE!$NOLO%IES has a well deined or+ani,ation

str)ct)re. There is a har'onio)s relationship is e1ist in the or+ani,ation 0etween e'plo(ees

and 'ana+e'ent.

The e'plo(ees are reall( 'oti*ated 0( the 'ana+e'ent.

The e'plo(ees are satisied with the present incenti*e plan o the co'pan(.

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Most o the workers a+reed that the co'pan( is ea+er in reco+ni,in+ and

acknowled+in+ their work.

The st)d( re*eals that there is a +ood relationship e1ists a'on+ e'plo(ees.

Majorit( o the e'plo(ees a+reed that there jo0 sec)rit( to their present jo0. The co'pan( is pro*idin+ +ood saet( 'eas)res or ens)rin+ the e'plo(ees saet(.

"ro' the st)d( it is clear that 'ost o e'plo(ees a+rees to the act that peror'ance

appraisal acti*ities and s)pport ro' the coworkers in help)l to +et 'oti*ated.

The st)d( re*eals that increase in the salar( will 'oti*ates the e'plo(ees 'ore.

The incenti*es and other 0eneits will inl)ence the peror'ance o the e'plo(ees.

+.3 SUGGESTIONS

The s)++estions or the indin+s ro' the st)d( are ollows

Most o the e'plo(ees a+ree that the peror'ance appraisal acti*ities are help)l to

+et 'oti*ated- so the co'pan( sho)ld tr( to i'pro*e peror'ance appraisal s(ste'-

so that the( can i'pro*e their peror'ance.

9F


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The sa'ple taken or the st)d( was onl( 9B and the res)lts drawn 'a( not 0e

acc)rate.

Since the or+ani,ation has strict control- it acts as another 0arrier or +ettin+ data.

Another diic)lt( was *er( li'ited ti'e?span o the project.

Lack o e1perience o #esearcher.

+.+ CONCLUSION

The st)d( concl)des that- the 'oti*ational pro+ra' proced)re in A!!EL "#ONTLINE

TE!$NOLO%IES is o)nd eecti*e 0)t not hi+hl( eecti*e. The st)d( on e'plo(ee

'oti*ation hi+hli+hted so 'an( actors which will help to 'oti*ate the e'plo(ees. The

st)d( was cond)cted a'on+ 9B e'plo(ees and collected inor'ation thro)+h str)ct)red

:4


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13317890 a Project on Employee Motivation Accel Front Line Chennai

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Transcript of 13317890 a Project on Employee Motivation Accel Front Line Chennai