For Kavitha Mam

A STUDY ON EFFECTIVENESS OF EMPLOYEE MOTIVATIONAL TECHNIQUES WITH SPECIAL REEFRENCE

TO KANDAGIRI SPINNING MILLS LTD, UNIT-I, UDAYAPATTI, SALEM.

Submitted to periyar university, Salem in partial fulfillment

of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

S.PARTHIBAN

(REGD.NO 07BIA1390)

Under the guidance of

Ms.L.KAVITHA, MBA

SEMESTER IV

APRIL, 2009

VYSYA INSTITUTE OF MANAGEMENT STUDIES

VYSYA COLLEGE

ACCREDITED WITH FIVE STAR STATUS “A” GRADE BY NACC

(Affiliated to Periyar University)

Salem-636103

VYSYA INSTITUTE OF MANAGEMENT STUDIES

VYSYA COLLEGE

ACCREDITED WITH FIVE STAR STATUS “A” GRADE BY NACC

(Affiliated to Periyar University)

Salem-636103

CERTIFICATE

This is to certify that this project work entitled “A study on effectiveness of employee

motivational techniques with special reference to kandagiri spinning mills

limited, unit-I, udayapatti, Salem.” is a bonafide record of S.PARTHIBAN REGD.No

07BIA1390 Submitted to periyar university, Salem in partial fulfillment of the requirements for

the award of the degree of MASTER OF BUSINESS ADMINISTRATION, Periyar University, Salem

during the academic year 2008-09.

Signature of Faculty Guide Signature of Principal

Submitted for the university examination (Viva-Voce) held on _____________

Signature of the Internal Examiner Signature of the External Examiner

Place:

Date:

DECLARATION

I, S.PARTHIBAN (07BIA1390) pursuing MBA programme in Vysya Institute Of

Management studies, Salem here by declare that the project work entitled “A study on

effectiveness of employee motivational techniques with special reference to

kandagiri spinning mills limited, unit-I, udayapatti, Salem.” Submitted to Periyar

University, Salem in partial fulfillment of the requirements for the award of the degree of

master of business administration is a bonafide work done by me under the guidance of Ms.

L.KAVITHA , MBA in vysya college of arts and science, Salem and Lecturer in visual institute of

management studies, Salem to the best of my knowledge, the work reported there in does not

form part of any other thesis or work on the basis of which a degree or award was conferred on

an earlier occasion

Place: Signature of the Researcher

Date:

ACKNOWLEDGEMENT

I wish to first thank and praise Almighty god for countless blessing that he showered

upon to complete this study.

I extend my indebtedness to the benevolent Management

Dr. Mr. J. RAJENDARA PRASAD, Correspondent & Secretary, Mr. P.

VENKATESEN, M.SC., PGDCA, Principal and Dr. N. GNANASABAPATHY M.B.A, AMIMA, PHD.,

Director and Mrs. S. PALLAVI, M.B.A, M.Phil, Head of the Department and Mrs. N. SUDHA,

Controller of the examination for providing me an opportunity to undertake this project work.

I sincerely thank to Ms. L.KAVITHA, MBA the in Vysya College of arts and science, Salem

and Lecturer in Vysya institute of management studies, Salem the words are inadequate to

express my sincere thanks to my guide.

I also thank all faculty members of Department of Master of Business Administration

and express my gratitude to Mr.G.VAITHIYANATHAN, ASST.MANAGER (HRD), for the support

and guidance in the kandagiri spinning mills ltd, udayapatti, Salem.

Finally, I thank my beloved parents, and friends for their wholehearted moral support to

accomplish this study.

I take this opportunity to thank my PARENTS, FRIENDS, LECTURES and WELL WISHERS

for giving encouragement and help either directly or indirectly in finishing this course.

S.PARTHIBAN

CONTENTS

CHAPTER NO. PARTICULARS PAGE NO.

Synopsis

List of tables

List of chart

I GENERAL INTRODUCTION

II INTRODUCTION TO THE STUDY

III RESEARCH METHODOLOGY

IV ANALYSIS AND INTERPRETATION

V FINDINGS

VI SUGGESTIONS

VII CONCLUSION

Bibliography

Appendix/annexure

SYNOPSIS

LIST OF TABLES

SI.NO PARTICULARS PAGE NO.

1 THE TABLE SHOWING AWARNESS OF MOTIVATIONAL TECHNIQUES

2 THE TABLE SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED

3 THE TABLE SHOWING PREFERENCE OF MOTIVATIONAL TECHNIQUES TOWARDS EMPLOYEES

4 THE TABLE SHOWING MOST PREFERRED FINANCIAL MOTIVATIONAL TECHNIQUES

5 THE TABLE SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED

6 THE TABLE SHOWING SOURCE OF MOTIVATION

7 THE TABLE SHOWING FREQUENCY OF MOTIVATION

8 THE TABLE SHOWING EXPECTATIONS FROM THE MOTIVATIONAL TECHNIQUES

9 THE TABLE SHOWING FREQUENCY OF JOB ROTATION

10 THE TABLE SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY THE MANAGEMENT

11 THE TABLE SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON PRODUCTION

12 THE TABLE SHOWING EMPLOYEES OPINION

TOWARDS JOB ROTATION

13 THE TABLE SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON JOB PERFORMANCE

14(A) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS WATER FACILITIES

14(B) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS FIRSTAID FACILITIES

14(C) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS CANTEEN FACILITIES

14(D) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS

REST ROOM FACILITIES

14(E) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS SAFETY MEASURES

15(A) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS PROMOTION

15(B) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS INCREMENT

15(C) THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS BONUS

16 THE TABLE SHOWING EFFECTIVENESS OF MOTIVATIONAL TECHNIQUES

17

THE TABLE SHOWING SUFFICIENCY OF MOTIVATIONAL TECHNIQUES

18 THE TABLE SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES

19 THE TABLE SHOWING SUPERIORS RELATIONSHIP WITH THE EMPLOYEES

20 THE TABLE SHOWING OPINION REGARDING JOB DIRECTION GIVEN

21 THE TABLE SHOWING OPINION ABOUT THE SHIFT

22 THE TABLE SHOWING FAIRABILITY REGARDING MOTIVATIONAL TECHNIQUES

23 THE TABLE SHOWING EMPLOYEES SUGGESTIONS TOWARDS MOTIVATIONAL TECHNIQUES

LIST OF CHARTS

SI.NO PARTICULARS PAGE NO.

1 THE CHART SHOWING AWARNESS OF MOTIVATIONAL TECHNIQUES

2 THE CHART SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED

3 THE CHART SHOWING PREFERENCE OF MOTIVATIONAL TECHNIQUES TOWARDS

EMPLOYEES

4 THE CHART SHOWING MOST PREFERRED FINANCIAL MOTIVATIONAL TECHNIQUES

5 THE CHART SHOWING MOST PREFERRED NON-FINANCIAL MOTIVATIONAL TECHNIQUES

6 THE CHART SHOWING SOURCE OF MOTIVATION

7 THE CHART SHOWING FREQUENCY OF MOTIVATION

8 THE CHART SHOWING EXPECTATIONS FROM THE MOTIVATIONAL TECHNIQUES

9 THE CHART SHOWING FREQUENCY OF JOB ROTATION

10 THE TABLE SHOWING EMPLOYEES OPINION


11 THE CHART SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY THE MANAGEMENT

12(A) THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON

PRODUCTION

12(B) THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON

PRODUCTION

13 THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON JOB

PERFORMANCE

14 (A) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS WATER FACILITIES

14 (B) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS FIRSTAID

FACILITIES

14(C) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS CANTEEN

FACILITIES

14(D) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS

REST ROOM FACILITIES

14(E) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS SAFETY

MEASURES

15(A) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS PROMOTION

15(B) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS INCREMENT

15(C) THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS BONUS

16 THE CHART SHOWING EFFECTIVENESS OF MOTIVATIONAL TECHNIQUES

17 THE CHART SHOWING SUFFICIENCY OF MOTIVATIONAL TECHNIQUES

18(A) THE CHART SHOWING OPINION REGARDING DEFICIENCY OF

MOTIVATIONAL TECHNIQUES

18(B) THE CHART SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES

19 THE TABLE SHOWING SUPERIORS RELATIONSHIP WITH THE EMPLOYEES

20 THE CHART SHOWING OPINION REGARDING JOB DIRECTION GIVEN

21 THE CHART SHOWING OPINION ABOUT THE SHIFT TIME

22 THE CHART SHOWING FAIRABILITY REGARDING MOTIVATIONAL

TECHNIQUES

23 THE CHART SHOWING EMPLOYEES SUGGESTIONS TOWARDS

MOTIVATIONAL TECHNIQUES

GENERAL INTRODUCTION

CHAPTER I

GENERAL INTRODUCTION

The textile industry occupies a unique place in our country. One of the earliest to come into

existence in India, it accounts for 14% of the total Industrial production, contributes to nearly

30% of the total exports and is the second largest employment generator after agriculture.

Textile Industry is providing one of the most basic needs of people and the holds importance;

maintaining sustained growth for improving quality of life. It has a unique position as a self-

reliant industry, from the production of raw materials to the delivery of finished products, with

substantial value-addition at each stage of processing; it is a major contribution to the country's

economy. Its vast potential for creation of employment opportunities in the agricultural,

industrial, organized and decentralized sectors & rural and urban areas, particularly for women

and the disadvantaged is noteworthy.

Although the development of textile sector was earlier taking place in terms of general policies,

in recognition of the importance of this sector, for the first time a separate Policy Statement was

made in 1985 in regard to development of textile sector. The textile policy of 2000 aims at

achieving the target of textile and apparel exports of US $ 50 billion by 2010 of which the share

of garments will be US $ 25 billion. The main markets for Indian textiles and apparels are USA,

UAE, UK, Germany, France, Italy, Russia, Canada, Bangladesh and Japan.

CURRENT SCENERIO

The industry expects investment of Rs.140, 000 crore in this sector in the post-MFA phase. A

Vision 2010 for textiles formulated by the government after intensive interaction with the

industry and Export Promotion Councils to capitalize on the upbeat mood aims to increase

India's share in world's textile trade from the current 4% to 8% by 2010 and to achieve export

value of US $ 50 billion by 2010 Vision 2010 for textiles envisages growth in Indian textile

economy from the current US $ 37 billion to $ 85 billion by 2010; creation of 12 million new jobs

in the textile sector; and modernization and consolidation for creating a globally competitive

textile industry.

There will be opportunities as well as challenges for the Indian textile industry in the post-MFA

era. But India has natural advantages which can be capitalized on strong raw material base -

cotton, man-made fibers, jute, silk; large production capacity (spinning - 21% of world capacity

and weaving - 33% of world capacity but of low technology);

The elimination of quota restriction will open the way for the most competitive developing

countries to develop stronger clusters of textile expertise, enabling them to handle all stages of

the production chain from growing natural fibers to producing finished clothing, The OECD

paper says that while low wages can still give developing countries a competitive edge in world

markets, time factors now play a far more crucial role in determining international

competitiveness. Countries that aspire to maintain an export-led strategy in textiles and clothing

need to complement their cluster of expertise in manufacturing by developing their expertise in

the higher value-added service segments of the supply chain such as design, sourcing or retail

distribution.

ABOUT THE COMPANY

KANDAGIRI SPINNING MILLS LIMITED was incorporated in 1976 by

Sarvashri. S. P.Rathanam S.P.Sambandam, S. P. Rajendran and K. R. Manicka

Mudaliar who had been doyers in textile business at Salem. Due to their

strenuous efforts over decades, the company has flowered into a major industrial

concern presently boasting of a total spindleage of 50,588 and 336 OE rotors in

two units, first at Udayapatti, Salem (25,100 spindles) and another at

Seshanchavadi (25,488 spindles).there has been a continuous expansion and

modernization at these units.

The company presently is headed by Sri. R. Selvarajan, s/o. Sri. S. P.

Ratnam, Founder. He has four decades of experience in yarn trade /

manufacturing. The Joint Managing Director

Sri. S. Vijayashankar, a management graduate, son of Sri. R. Selvarajan. They are

very much involved in running the company successfully with a closely knit team

of qualified youthful and skilful team of technical and other managers and

workforce. Importance is given to adherence to quality systems and schedules.

Customer requirements awareness is indicated to the good root level workers.

The Company went for Public Issue in January 1995 as a Premium Issue

which was a roaring success; it was over subscribed 9 times. The Company’s paid

up share capital consists of 38, 49,250 shares of Rs. 10/- each. The Company’s

shares are listed in Mumbai, Chennai and Coimbatore Stock Exchanges.

As stated earlier Kandagiri Spinning Mills Limited is a significant member of the

Sambandam Group of Companies. It strives for excellence in every sphere of its

activities. Quality, best service, customer friendly and steady development are its

policies. The Company is committed to corporate governance in fulfilling its quest

for achieving significant growth with profits. The award of ISO 9001:2000 & EMS

14001:2004 Accreditation to the company is a fitting testimony in this regard.

Type of organization:

It is a public limited company. It went for Public Issue in January 1995 as a

Premium Issue.

Nature of business:

It is engaged fully in cotton and yarn business.

Goal:

Striving for excellence in every sphere of company’s activities.

Quality policy:

We are manufacturing 100% cotton yarn with highest standards

Meeting with International 5% to 25% User Statistics.

Strictly adopting BIAS for preparing mixing.

Following Manual contamination collection for controlling contaminants.

Having well equipped liter machines in our testing lab accelerated with

NABL Certification for Fiber to yarn testing.

Good quality:

Best at saving the cost and time of the customer.

Best service:

Customer friendly in fulfilling their requirements.

Steady development:

Up gradation in technology and diversification for value addition.

Chairman & Managing Directors:

Mr. R. Selvarajan

Joint Managing Directors:

Mr. S. Vijayshankar

Promoter:

Sri. S. P. Sambandam

Address of Regd. Office

Kandagiri Spinning Mills Ltd.,

Unit-I,

Udayapatti,

Salem – 636 140

Details about branches:

Organizational chart:

ORGANIZATION CHART

Board of Director

Chairman cam Managing Director

Joint Managing Director

Production Quality

Dept Control Stores Electrical Personnel Office

Dept Dept Dept Dept

Spinning Quality Store Electrical Timer Accounts

Master Control Keeper Supervisor Keeper

Supervisor

Shift Electrician Generation Assistant Cashier

Deputy Maintenance Maintenance

Spinning

Master

Shift supervisor ministry worker.

Awards and achievements:

The company got ISO 9001-2000 certificate on February 2004 for quality of

the product and ISO 14001-2004 environmental management system and that is

one of the turning points.

Products:

Single yarn-weaving-cared-

Ne 20/1 to Ne 40/1, Ne 60/1 & Ne 80/1

Combed-

Ne 20/1 to Ne 80/1

Knitting-Carded-

Ne 20/1 to Ne 80/1

Compact Yarn-

Ne 20/1 to Ne 80/1

Double Yarn-Ring Double-Carded-

Ne 20/2 to Ne 80/2 & Combed-Ne 20/2 to Ne 80/2 TFO

Gassed Yarn-combed-

Ne 40/2, Ne 60/2. Ne 70/2, Ne 80/2

Open End-10’s

Outlines of the code:

The code has been divided into four sections .the first, relates to the

board’s structure and procedure and its duties. The second section deals with the

role of outside directors and independent directors, i.e. these who are free from

any business or other relations with the company which could materially

interfere with 5the exercise of their Independent Judgment. The third covers the

executive directors their remuneration and important questions of financial

reporting and financial control such as effectiveness of the Internal Control.

THEORETICAL BACKGROUND

Motivation is one of the most important factors affecting human behavior.

Motivation not only affects other cognitive factors like perception and

learning but also affects the total performance of on individual in

organization setting. This is the reason why managers Attach great

importance to motivation in the organization. In fact, likert has called

motivation as the core of management.

Definition:

Scott:

“Motivation means a process of stimulating people to action to accomplish

desired goals”.

Fred luthons: “Motivation is a process that starts with a

physiological or psychological efficiency or need that activates behaviors or drive

that is aimed at a goal or incentive”.

Flippo: “Motivation is the process of attempting to influence others

to do you will through the possibilities of gain reward”.

Meaning:

Motivating originally comes from the Latin word mover, which means to

move. It is derived from the word motive. Motivation refers to goal directed

behavior.

Nature of motivation:

1. A social animal (a man) has number of wants so motivation is an unending

process.

2. Effective performance requires proper motivation; proper motivation is

possible only through proper analysis of the psychology of workers.

3. An individual is motivated full and not partly because motivation is related

to psychology.

4. Motivation can be done through financial and non-financial way.

5. If a man does not have his basic need satisfied, he may be frustrated and

he can never be motivated.

6. The management ide4ntify the goals of individual and it can persuade

them to work by directions.

7. The person’s self image plays an important role in motivation.

8. Motivation can be positive or negative.

9. and job satisfaction are different:

a. Motivations are goal oriented.

b. A Job satisfaction is out come of job.

Importance of motivation:

1. Maximum utilization of factors of production.

2. Motivation creates willingness to work.

3. Schemes like financial incentives reduce absenteeism.

4. Motivation has both financial and non-financial incentive schemes which

reduce labour turnover.

5. Motivational factors not only retain the existing employees also attract the

availability of right person from outside.

6. Motivation builds good labour relations.

7. It increases the efficiency and output.

8. Motivation scheme promotes closer rapport between enterprise and

workers this leads to sense of belonging.

9. Efficiency and output are increased through co-operation which is

obtained from motivation.

10. Organizational goals are achieved quickly through motivation.

11. Motivation helps in improvement upon skills and knowledge.

Process of motivation:

Unsatisfied Tension Derives

Need

Search

Behavior

Satisfied

Behavior

Reduction of

Tension

An unsatisfied need creates tension that stimulates drives within the individual.

These drives generate a search behavior to find particular goals that if attained,

will satisfy the need and lead to the reduction of tension.

Types of motivation:

1. Negative Motivation

2. Positive Motivation

3. Extrinsic Motivation

4. Intrinsic Motivation

5. Financial Motivation

6. Non-financial Motivation

Theories of motivation:

Maslow,s need hierarchy theory

Hertzberg’s two factor theory

Mc clelland’s need theory

Alderfer’s ERG theory

Vroom’s expectancy theory

Porter-Lawler model of motivation

Equity theory

Contingency approach of motivation

Theory X and theory Y

Important elements of a sound motivational system:

1. Adequate motivation

2. Analysis of motivation

3. Simplicity in motivation system

4. Uneven motivation

CHAPTER –II

INTRODUCTION TO THE STUDY

TITLE OF THE STUDY

A study on effectiveness of employee motivational techniques with

special reference to kandagiri spinning mills ltd, unit –I, Udayapatti, Salem.

OBJECTIVES OF THE STUDY

1. To find out the awareness about the motivational techniques.

2. To find out the existing motivational techniques in the organisation.

3. To ascertain the impact of motivational techniques with performance of employees.

4. To find out the level of satisfaction regarding the motivational techniques.

5. To find out the problems with motivational techniques and suggest solutions

for it.

SCOPE OF THE STUDY

The study helps the management to evaluate the existing motivational techniques.

The study helps the respondent to convey the feelings regarding motivational

techniques to the management.

It also helps the society in general regarding the determinates of motivation to people

at work.

The study helps the researcher to find out the best motivational techniques and to apply

the management concepts effectively.

It will be also helpful to those who using to make a research on this topic as a good

reference.

LIMITATIONS OF THE STUDY

The project was conducted only among the employees.

The study was spread over a period of 50 days.

The respondent may be biased while answering the questions. so, the sample result

cannot be applied to the population in whole

The drawbacks of the statistical tools used in the study applies to the study also.

CHAPTER – III

RESEARCH METHODOLOGY

Research methodology describes the overall information about that how the study is to

be conducted.

GEOGRAPHICAL AREA COVERED

The study has been conducted in Salem city only.

PERIOD OF STUDY

The duration of the study is from December 2008 to February 2009.

RESEARCH DESIGN

The research design is a structured plan prepared before undertaking the experiment.

The design will explain the manner in which research is done. Descriptive design is used in this

study.

DESCRIPTIVE RESEARCH DESIGN

In a descriptive study an accurate description of a situation on an association between

variables will be emphasized. It determines who, what, where and how of a topic, descriptive

study may employ any of all the methods of the data collection as interview questionnaire,

observations etc…

SAMPLING DESIGN

Sampling is an essential part of all scientific procedures. Before deciding the method of

data collection of data, the researcher has to decide whether he want to collect data from every

hit of the universe or whether he will use only a portion of the universe.

POPULATION

The population selected for the study is the existing 250 employees of organisation.

SAMPLE UNIT

The sample unit are the existing employees of the organisation.

SAMPLE SIZE

The sample size of the project is 120 respondents.

SAMPLING PROCEDURE / METHODS

Sample procedure indicates how the sample is selected from the universe. The

researcher has adopted the non-probability sampling convenience methods. In this sampling the

choice of the sample is left completely to the convenience of the interviewer.

RESEARCH INSTRUMENT

A questionnaire cum interview schedule method was used to collect the data

METHOD OF DATA COLLECTION

PRIMARY DATA

Primary data are the data, which is collected freshly or newly for a reticular pear pose.

Here the data is collected freshly from the customers using questionnaire methods.

SECONDARY DATA

A data, which has been governed earlier for some other purpose, are the secondary

data. The researcher has used secondary data from the following sources.

1. Books and magazines.

2. Company profile & website.

RESEARCH INSTRUMENT

1. MULTIPLE CHOICE QUESTIONS

It is very easy and convenient for the respondents to answer. It offers three or

more choices.

2. DICHOTOMOUS QUESTIONS

Here the respondents have to choose between two clear-cut alternatives like yes or

no.

3.RATING METHOD QUESTIONS

Here the respondents have to rate the questions as per their

opinion regarding that particular question.

TOOLS FOR ANALYSIS

The analysis for the study is done on the basis of the data collection through a

questionnaire. The data collected were in the form of questionnaire nature. For abstracting the

meaningful information from the data collected from the following tools were used.

1. Simple percentage method.

2. Bar diagram.

3. Chi-square test.

4. Anova table.

1. SIMPLE PERCENTAGE METHOD

One of the tools used for analyzing the data is percentage method. Percentage refers to a

special kind of ration, which is used to describe the relationship percentage reduces everything

to a common base and there by allows meaningful comparison to be made.

Number of respondents.

Percentage = ---------------------------------- X 100

Total number of respondents.

2. BAR DIAGRAM:

Using bar chart the collected data are clearly plotted and

Well defined.

3. CHI-SQUARE TEST

Chi-square test (Pronounced as Chi- square) is one of the simplest and most widely used

statistical tool. The symbol χ2 is the Greek letter chi. the test was first used by Karl Pearson in

the year 1990.the quality chi-square describes the magnitude of the discrepancy between

theory and observation.

The χ2 is thus calculated as follows

Σ (Oi – Ei) ²

χ2 = ------------------- ~ (R-1) (c-1)

Ei

Oi = observed frequency

Ei = Expected frequency

R = Row

C = Column

The χ2 test has the following steps

1)State the null hypothesis and calculate the numbers in each category.

2)Determine the level of significance the researcher is prepared to take.

3)Calculate chi-square by using the formula.

4)Find the critical value of χ2 against the number of degrees of freedom for the specified

level of significance.

5) Compare the calculated value of χ2 with the tabulated value and determine the region

of reflection.

4. ANOVA TABLE

The analysis of variance frequently referred by ANOVA. It is specially designed to determine whether the means of more than two quantitative populations are equal. ANOVA was developed by R.A.Fisher in 1920’s.

TECHNIQUES OF ONE WAY CLASSIFICATION

(The data are classified according to only one criterion)

Ho: µ1 = µ2 = µ3 …………..= µ

H1: µ1 ‘‘‘µ2 ……. ‘‘‘µқ all the means are not equal.

1. Calculate variance between the samples

The variance between the samples measures is the differences between the samples mean of each group and the overall mean weighted by the number of observations in each group.

2. Calculate variance within the samples

The variance within the samples measures those inter-samples difference due to chance only. It is denoted by SSE. The variance within the samples measures variability around the means o each group. since the variability is not affected by group of differences it can be considered a measure of the random variation of values within a group.

3. Calculate the ‘f’ ratio

Between – column variance

f = ________________________

Within – column variance.

Compare the calculated value of “f” with the table value of “f”. If the calculated value is lesser than the table value then accept null hypothesis or else reject it.

The specimen of the ANOVA table is given below.

Source of

Variation

Sum of

Squares

Degrees of freedom

Mean sum of

Square

Variance

Ratio of “F”

Between

Samples

Within

Samples

SSC

SSE

V1=c-1

V2=n-c

MSC=SSC/C-1

MSE=SSE/(N-C) MSC/MSE

Total SST n-1

SST = Total sum of squares of variation.

SSC = sum of squares between samples (column)

SSE = sum of squares within samples (rows)

MSC = mean sum of squares between samples.

MSE = mean sum of squares within samples.

Analysis and interpretation

TABLE NO.1

THE TABLE SHOWING AWARNESS OF MOTIVATIONAL TECHNIQUES

PARTICULARS RESPONDENTSPERCENTAGE (%)

YES

NO

120

0

100

0

TOTAL50 100

SOURCE: PRIMARY DATA

INTERPRETATION

The above table shows the awareness of motivational techniques. In that 100% of the respondents are aware about the motivational techniques.

CHART NO.1

THE CHART SHOWING AWARNESS OF MOTIVATIONAL TECHNIQUES

TABLE NO.2

THE TABLE SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED

PARTICULARSRESPONDENTS PERCENTAGE (%)

FINANCIAL

NON- FINANCIAL

BOTH

38

0

82

32

0

68

TOTAL120 100


INTERPRETATION

The above table shows the type of motivational techniques provided. In that 68% of the respondents are provided with both financial and non-financial techniques and 32% of the respondents are provided with financial motivational techniques.

CHART NO.2

THE CHART SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED

TABLE NO. 3

THE TABLE SHOWING PREFERENCE OF MOTIVATIONAL TECHNIQUES TOWARDS EMPLOYEES


FINANCIAL

NON- FINANCIAL

BOTH

45

16

59

38

13

49

TOTAL120 100


INTERPRETATION

The above table shows the preference of motivational techniques towards employees.

In that 49% of the respondents prefers financial motivational techniques,38%of the

respondents prefers non-financial motivational techniques and 13%of the respondents prefers

both financial and non-financial motivational techniques.

CHART NO.3

THE CHART SHOWING PREFERENCE OF MOTIVATIONAL TECHNIQUES TOWARDS EMPLOYEES

TABLE NO. 4

THE TABLE SHOWING MOST PREFERRED FINANCIAL MOTIVATIONAL TECHNIQUES


BONUS

ATTANDANCE INCREMENT

INCREMENTS

60

18

42

50

15

35

TOTAL120 100


INTERPRETATION

The above table shows the most preferred financial motivational techniques. In that 50%, 35%, 15% of the respondents prefer bonus, increments, and attendance increments as one of the financial motivational techniques respectively.

CHART NO.4

THE CHART SHOWING MOST PREFERRED FINANCIAL MOTIVATIONAL TECHNIQUES

TABLE NO.5

THE TABLE SHOWING MOST PREFERRED NON-FINANCIAL MOTIVATIONAL TECHNIQUES


GIFTS

GET TOGETHER PARTY

MEDICAL FACILITIES

EDUCATIONAL FACILITIES

34

8

40

38

28

07

33

32

TOTAL120 100


INTERPRETATION

The above table shows the most preferred non-financial motivational techniques. In that 33%, 32%, 28%, 07% of the respondents prefer medical facilities, educational facilities, gifts, get together party as one of the non-financial motivational techniques respectively.

CHART NO.5

THE CHART SHOWING MOST PREFERRED NON-FINANCIAL MOTIVATIONAL TECHNIQUES

TABLE NO.6

THE TABLE SHOWING SOURCE OF MOTIVATION


SUPERIORS

SUB-ORDINATES

CO WORKERS

SELF MOTIVATION

40

30

16

34

33

25

14

28

TOTAL120 100


INTERPRETATION

The above table shows the source o motivation. In that 33%, 28%, 25%, 14% of the

respondents are motivated by the superiors, self motivation, sub-ordinates, and co workers

respectively.

CHART NO.6

THE CHART SHOWING SOURCE OF MOTIVATION

TABLE NO.7

THE TABLE SHOWING FREQUENCY OF MOTIVATION


YES

NO

107

13

89

11

TOTAL120 100


INTERPRETATION

The above table shows the frequency of motivation. In that 89% of the respondents are motivated frequently and 11 % of the respondents are not getting motivated frequently.

CHART NO.7

THE CHART SHOWING FREQUENCY OF MOTIVATION

TABLE NO.8

THE TABLE SHOWING EXPECTATIONS FROM THE MOTIVATIONAL TECHNIQUES


FINANCIAL BENEFIT

DEVELOP THE KNOWLEDGE & SKILL

INCREASE HOPE & CONFIDENCE

56

44

20

47

37

16

TOTAL120 100


INTERPRETATION

The above table shows the expectations from motivational techniques. In that 47%, 37%, 16% o the respondents expect financial benefit, develop the knowledge and skill, increase hope & confidence respectively.

CHART NO.8

THE CHART SHOWING EXPECTATIONS FROM THE MOTIVATIONAL TECHNIQUES

TABLE NO.9

THE TABLE SHOWING FREQUENCY OF JOB ROTATION


YES

NO

86

34

72

28

TOTAL120 100


INTERPRETATION

The above table shows the frequency of job rotation. In that 72% of the respondents have been working in the same department and 28% of the respondents are not.

CHART NO.9

THE CHART SHOWING FREQUENCY OF JOB ROTATION

TABLE NO.10

THE TABLE SHOWING EMPLOYEES OPINION



YES

NO

36

84

30

70

TOTAL120 100


INTERPRETATION

The above table shows the employee opinion towards job rotation. In that 70% of the respondents like job rotation while 30% of the respondents are not.

CHART NO.10

THE CHART SHOWING EMPLOYEES OPINION


TABLE NO.11

THE TABLE SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY THE MANAGEMENT


YES

NO

88

32

73

27

TOTAL120 100


INTERPRETATION

The above table shows the acceptance of the employees’ suggestion by the management. In

that 73% of the respondents agree that the company accepts their suggestions while 27% of

the respondents do not.

CHART NO.11

THE CHART SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY THE MANAGEMENT

TABLE NO.12

THE TABLE SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON PRODUCTION


YES

NO

78

42

65

35

TOTAL120 100

HIGH

MODERATE

LOW

32

28

18

41

36

23

TOTAL41 100


INTERPRETATION

The above table shows the impact of motivational techniques on production. In that

65% of the respondents agrees that the motivational techniques increases the production and

35% of the respondents disagrees.

Among the 65% of the respondents 41%, 36%, 23% of the respondents said that the

production increases at high, moderate, low levels respectively.

CHART NO.12(A)

THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON PRODUCTION

CHART NO.12(B)

THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON PRODUCTION

TABLE NO.13

THE TABLE SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON JOB PERFORMANCE


HIGHLY IMPROVED

MODERATELY IMPROVED

LESS IMPROVED

54

48

20

45

40

15

TOTAL120 100


INTERPRETATION

The above table shows the impact of motivational techniques on job performance. In

that 45%, 40%, 15% of the respondents agree that the performance increases at the rate of

high, moderate, less level respectively after adopting level of satisfaction toward.

CHART NO.13

THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON JOB PERFORMANCE

TABLE NO.14(A)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS WATER FACILITIES


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

72

48

0

0

0

60

40

0

0

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards the water facilities. In that 60%, 40% of the respondents satisfied with very high, high levels respectively.

CHART NO.14(A)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS WATER FACILITIES

TABLE NO.14 (B)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS FIRSTAID FACILITIES


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

52

41

27

0

0

42

34

23

0

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards first aid facilities. In that 42%, 34%, 23% of the respondents satisfied with very high, high, medium levels respectively.

CHART NO.14(B)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS FIRSTAID FACILITIES

TABLE NO.14(C)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS CANTEEN FACILITIES


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

30

34

40

16

0

25

28

33

14

0

TOTAL120 100

INTERPRETATION

The above table shows the level of satisfaction towards canteen facilities. In that 33%, 28%, 25%, 14% of the respondents satisfied with medium, high, very high, low levels respectively.

CHART NO.14(C)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS CANTEEN FACILITIES

TABLE NO.14 (D)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS REST ROOM FACILITIES


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

58

42

20

0

0

48

35

17

0

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards rest room facilities. In that 48%, 35%, 17% of the respondents satisfied with very high, high, medium levels respectively.

CHART NO.14(D)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS REST ROOM FACILITIES

TABLE NO.14(E)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS SAFETY MEASURES


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

64

44

12

0

0

53

37

10

0

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards safety measures. In that 53%, 37%, 10% of the respondents satisfied with very high, high, medium levels respectively.

CHART NO.14(E)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS SAFETY MEASURES

TABLE NO.15(A)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS PROMOTION


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

0

58

40

22

0

0

49

33

18

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards promotion. In that 49%, 33%, 18% of the respondents satisfied with high, medium, low levels respectively.

CHART NO.15(A)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS PROMOTION

TABLE NO.15(B)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS INCREMENT


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

0

62

36

22

0

0

52

30

18

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards increment. In that 52%, 30%, 18% of the respondents satisfied with high, medium, low levels respectively.

CHART NO.15(B)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS INCREMENT

TABLE NO.15(C)

THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS BONUS


VERY HIGH

HIGH

MEDIUM

LOW

VERY LOW

0

28

64

28

0

0

23

53

24

0

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards bonus. In that 53%, 24%, 23% of the respondents satisfied with medium, low, high levels respectively.

CHART NO.(15)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS BONUS

TABLE NO.16

THE TABLE SHOWING EFFECTIVENESS OF MOTIVATIONAL TECHNIQUES


HIGHLY EFFECTIVE

EFFECTIVE

LESS EFFECTIVE

42

58

20

35

48

17

TOTAL120 100


INTERPRETATION

The above table shows the level of satisfaction towards effectiveness of motivational techniques. In that 48%, 35%, 17% of the respondents said that the motivational techniques provided are effective, highly effective and less effective respectively.

CHART NO.16

THE CHART SHOWING EFFECTIVENESS OF MOTIVATIONAL TECHNIQUES

TABLE NO.17

THE TABLE SHOWING SUFFICIENCY OF MOTIVATIONAL TECHNIQUES


YES

NO

74

46

62

38

TOTAL120 100


INTERPRETATION

The above table shows the sufficiency of motivational techniques. In that 62% of the respondents agree that the motivational techniques provided are sufficient while 38% of the respondents do not.

CHART NO.17

THE CHART SHOWING SUFFICIENCY OF MOTIVATIONAL TECHNIQUES

TABLE NO.18

THE TABLE SHOWING OPINION REGARDING DEFICIENCY IN MOTIVATIONAL TECHNIQUES


YES

NO

26

94

22

78

TOTAL120 100

HIGH

MODERATE

LOW

02

04

20

08

15

77

TOTAL


INTERPRETATION

The above table shows the opinion regarding deficiency in motivational techniques. In that 78% o f the respondents says that there is deficiency with the existing motivational techniques, while 22% of the respondents are does not.

CHART NO.18(A)

THE CHART SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES

CHART NO.18(B)

THE CHART SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES

TABLE NO.19

THE TABLE SHOWING SUPERIORS RELATIONSHIP WITH THE EMPLOYEES


HIGHLY SATISFIED

SATISFIED

LESS SATISFIED

72

30

18

60

25

15

TOTAL120 100


INTERPRETATION

The above table shows the superiors relationship with the employees. In that 60%, 25%, 15% of the respondents say that the level of relationship with the superiors is at highly satisfied, satisfied, less satisfied rates respectively.

CHART NO.19

THE CHART SHOWING SUPERIORS RELATIONSHIP WITH THE EMPLOYEES

TABLE NO.20

THE TABLE SHOWING OPINION REGARDING JOB DIRECTION GIVEN


HIGHLY FAVOURABLE

FAVOURABLE

LESS FAVOURABLE

76

26

18

63

22

15

TOTAL120 100


INTERPRETATION

The above table shows the opinion regarding job direction given. In that 63%, 22%, 15%

of the respondents feel that the job direction given are highly favourable, favourable and less

favourable respectively.

CHART NO.20

THE CHART SHOWING OPINION REGARDING JOB DIRECTION GIVEN

TABLE NO.21

THE TABLE SHOWING OPINION ABOUT THE SHIFT TIME


HIGHLY SATISFIED

SATISFIED

NOT SATISFIED

80

26

14

67

22

11

TOTAL120 100


INTERPRETATION

The above table shows the opinion about the shift time. In that 67%, 22%, 11% of the

respondents are highly satisfied, satisfied, not satisfied with the shit time respectively.

CHART NO.21

THE CHART SHOWING OPINION ABOUT THE SHIFT TIME

TABLE NO.22

THE TABLE SHOWING FAIRABILITY REGARDING MOTIVATIONAL TECHNIQUES


HIGHLY FAIR

MODERATELY FAIR

LESS FAIR

98

22

0

82

18

0

TOTAL120 100


INTERPRETATION

The above table shows the fairability regarding motivational techniques. In that 82%, 18% of the respondents feel that the organisation highly fair, moderately fair wit h the existing motivational techniques respectively.

CHART NO.22

THE CHART SHOWING FAIRABILITY REGARDING MOTIVATIONAL TECHNIQUES

TABLE NO.23

THE TABLE SHOWING EMPLOYEES SUGGESTIONS TOWARDS MOTIVATIONAL TECHNIQUES


FINANCIAL

NON- FINANCIAL

BOTH

36

22

62

30

18

52

TOTAL120 100


INTERPRETATION

The above table shows the employee suggestion towards motivational techniques. In that 52%, 30%, 18% o f the respondents suggest financial & non- financial, financial, non-financial motivational techniques respectively.

CHART NO.23

THE CHART SHOWING EMPLOYEES SUGGESTIONS TOWARDS MOTIVATIONAL TECHNIQUES

χ² TABLE

Effectiveness of motivational techniques provided

Kind of motivational

Technique suggest to

the organization

Ho:

There is no significance difference between the effectiveness of motivational techniques provided and the kind of motivational technique suggest to the organization.

H1:

There is a significance difference between the effectiveness of motivational techniques provided and the kind of motivational technique suggest to the organization.

Observed table

Factors Highly

Effective

Effective Less

Effective

Financial 19 13 10

Non-financial

12 15 09

Both 20 14 08

19 13 10 42

12 15 09 36

20 14 08 42

51 42 27 120

Expected frequency = Row total x Column total

Grand total

E (19) = 42x51/120 = 17.8

E (13) = 42x42/120 = 14.7

E (10) = 42x27/120 = 9.40

E (12) = 36x51/120 = 15.3

E (15) = 36x42/120 = 12.6

E (09) = 36x27/120 = 8.10

E (20) = 42x51/120 = 17.8

E (14) = 42x42/120 = 14.7

E (08) = 42x27/120 = 9.40

Expected table

17.8 14.7 9.40

15.3 12.6 8.10

17.8 14.7 9.40

χ² TABLE

O E O-E (O-E)² (O-E)² / E

19 17.8 1.2 1.44 0.0809

13 14.7 -1.7 2.89 0.1966

10 9.4 0.6 0.36 0.0383

12 15.3 -3.3 10.89 0.7118

15 12.6 2.4 5.76 0.4571

09 8.1 0.9 0.81 0.0900

20 2.2 4.81 0.2702

14 -0.7 0.49 0.0333

08 -1.4 1.96 0.2085

Total =2.0867

DEGREES OF FREEDOM:

= (r-1) x c-1)

= (3-1) x (3-1)

= 2x2

= 4

χ² table value for 5% at 4 degrees of freedom = 9.488

χ² calculated value < χ² table value

So, we accept Ho.

CONCLUSION:

There is no significance difference between the effectiveness of motivational techniques . Provided and the kind of motivational technique suggest to the organization.

ANOVA TABLE

H0¹:

There is no significance difference between the satisfaction levels.

H1¹:

There is a significance difference between the satisfaction levels.

H0²:

There is no significance difference between the factors.

H1²:

There is a significance difference between the factors.

LEVEL OF SATISFACTION

FINANCIAL

FACTORS

Calculation table:

FACTOR VERY HIGH

HIGH MEDIUM LOW VERY LOW

WATER

FACILITY

72 48 00 00 00

FIRSTAID

FACILITY

42 36 22 00 00

CANTEEN

FACILITY

30 40 34 16 00

RESTROOM

FACILITY

58 42 20 00 00

SAFETY

MEASURES

64 44 12 00 00

Calculations:

G = 600, N = 15

Correction Factor (CF) = G²/N = 600²/15 = 24,000

Total Sum of Squares (TSS) = ∑ Xij² - CF = 26,648-24,000 = 2,648

Sum of Square between Blocks (SSB) = ∑Ti²/ni – CF = 25,200-24,000 = 1,200

Sum of Square between Errors (SSE) = TSS – SSB = 2,648 – 1,200 = 1,448.

ANOVA table:

72 48 00 00 00 120 7200 7488

42 36 22 00 00 120 4800 3544

30 40 34 16 00 120 3600 3912

58 42 20 00 00 120 4800 5528

64 44 12 00 00 120 4800 6176

TOTAL 600 25200 26648

F calculated value (for row) < F table value (for row)

So, we accept H0.

F calculated value (for column) < F table value ( for column)

So, we accept H0.

CONCLUSION:

There is no significance difference between the satisfaction levels, and

There is no significance difference between the factors.

FINDINGS

Source of variation

Sum of

squares

Degrees of freedom

Mean sum of

Square

F calculated

Value

F table value

( for 5 %)

Between

Samples

1200 5-1=4 300 2.07 3.48

Error 1448 14-4=10 144.8

Total 2648 15-1=14

100% of the respondents are aware about the motivational techniques.

68% of the respondents are provided with both financial and non-financial motivational techniques.

49% of the respondents prefer financial motivational techniques.

50 % of the respondents prefers bonus as one of the financial motivational techniques.

33 % of the respondents prefer medical facilities as one of the non-financial motivational techniques.

33 % of the respondents are motivated by the superiors.

89 % of the respondents are getting motivated frequently.

47 % of the respondents expect financial benefits as one way of motivational techniques.

72 % of the respondents prefer to work in the same department.

70% of the respondents do not like job rotation.

73 % of the respondents agree that the company accepts their suggestions.

65 % of the respondents agree that the motivational techniques increase the production. In that 41% of the respondents said that the production increases at the rate of high.

45 % of the respondents agree that the performance increased at the rate of high after adopting motivational techniques.

60% of the respondents are satisfied at the rate of very high regarding water facilities.

42 % of the respondents are satisfied at the rate of very high regarding first aid facilities.

33% of the respondents are satisfied at the rate of medium regarding canteen facilities.

48 % of the respondents are satisfied at the rate of very high regarding rest room facilities.

53 % of the respondents are satisfied at the rate of very high regarding safety measures.

49 % of the respondents are satisfied at the rate of high regarding promotion facilities.

52 % of the respondents are satisfied at the rate of high regarding increment facilities.

53 % of the respondents are satisfied at the rate of medium regarding bonus facilities.

48% of the respondents said that the motivational techniques provided are effective.

62% of the respondents agree that the motivational techniques provided are sufficient.

78% of the respondents say that there is no deficiency with the existing motivational techniques.

60% of the respondents are highly satisfied with the level of superior’s relationship.

63% of the respondents are feeling that the job direction given is highly favorable.

67% of the respondents are feels that highly satisfied with the shift time.

82% of the respondents are feels that the organization highly fair with the motivational techniques.

52% of the respondents are suggesting both the financial and non-financial motivational techniques to the organization.

SUEEESTIONS:

1. The company should increase the bonus level. Because large number of respondents prefers bonus as the best way of financial motivation.

2. The company should concentrate on employees self motivational aspects.

3. The company has to see the motivational techniques they offer have the greater impact on job performance.

4. The company should liberalize the canteen system and should also consider offering canteen facilities to the night shift.

5. The company should try and modify the financial and non-financial motivational techniques as per the expectations of the employees as well as beneficial to the organization.

6. The company should explain to the employees about the benefits of job rotation.

7. The company has been using off the date motivational techniques, thus the company should implement effective and on to date motivational techniques.

BIBILIOGRAPHY

Organizational behaviour – L.M. Prasad – sultan chand & sons

Research methodology – C.R. Kothari – new age international publishers

Marketing management – Kotler & Keller – prentice hall India

Research methods – Tamilnadu open university

Human resource management – P. Subharao, V S P Rao – konark publishers (p) ltd

www.yahoo.com

www.kamdagirimills.com

PROJECT QUESTIONNAIRE

http://www.kamdagirimills.com/

http://www.yahoo.com/

TITLE:

A study on effectiveness of motivational techniques with special reference to kandagiri spinning mills limited, unit –I, Salem.

QUESTIONNAIRE:

Respondent details:

Name : Department:

Age : 20-30 / 31-40 / 41-50 / >50 Designation:

Gender: M / F.M Experience :< 1year / 1-3 / 3-5/>5years

1) Are you aware about the motivational techniques followed by the organisation?

a) Yes [ ] b) No [ ]

2) What are the motivational techniques being adopted by the organisation?

a) Financial [ ] b) Non-financial [ ] c) Both [ ]

3) What kind of motivational techniques do you like the most?


4) Which of the financial motivational techniques attracts you the most?

a) Bonus [ ] b) Attendance incentives [ ] c) Increments [ ]

5) Which of the Non-financial motivational techniques attracts you the most?

a) Gifts [ ] b) Get together party [ ] c) Medical facilities [ ] . d) Educational facilities [ ]

6) Who usually motivates you?

a) Superiors [ ] b) Sub-ordinates [ ] c) Co-workers [ ] d) Self-motivation [ ]

7) Do the company motivate you frequently?

a) Yes [ ] b) No [ ]

8) Normally what do you expect from the motivational techniques?

a) Financial benefit [ ] b) Develop the knowledge &skill [ ] c) Increases the hope & confidence [ ]

9) Have you been working in the same department from the beginning?

a) Yes [ ] b) No [ ]

10) Do you like job rotation?

a) Yes [ ] b) No [ ]

11) Do the company ask/accept any suggestions from you?

a) Yes [ ] b) No [ ]

12) Do you think the motivational techniques increases the productivity?

a) Yes [ ] b) No [ ]

If yes, describe the level

a) High [ ] b) Moderate [ ] c) Low [ ]

13) To what extent your performance improved after adopting motivational techniques?

a) Highly Improved [ ] b) Moderately Improved [ ] c) Improved [ ]

14) Rate the following factors based on your level of satisfaction

Factor/Rate Very high High Medium Low Very low

Water facilities

First aid facilities

Canteen facilities

Restroom facilities

Safety measures

15) Rate the following factors based on your level of satisfaction

Factor/Rate Very high High Medium Low Very low

Promotion

Increment

Bonus

16) Can you say that the motivational techniques provided are effective?

a) Highly effective [ ] b) effective [ ] c) Less effective [ ]

17) Can you say that the motivational techniques provided in your organisation are . Sufficient

a) Yes [ ] b) No [ ]

18) Do you think there is any deficiency with the existing motivational techniques?

a) Yes [ ] b) No [ ]

If yes, describe the level

a) High [ ] b) Moderate [ ] c) Low [ ]

19) Can you describe your relationship with the superiors?

a) Highly satisfied [ ] b) Satisfied [ ] c) Less satisfied [ ]

20) Do you think the job direction given is favourable?

a) Highly favourable [ ] b) Favourable [ ] c) Less favourable [ ]

21) Are you satisfied with the shift timing in your organisation?

a) Highly satisfied [ ] b) Satisfied [ ] c) Not satisfied [ ]

22) Do you think the organisation fair with the motivational techniques?

a) Highly fair [ ] b) Moderately fair [ ] c) fair [ ]

23) What kind of motivational techniques would you suggest to your organisation?


24) What are your expectations regarding motivational techniques

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