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) Ms.L.KAVITHA, MBA SEMESTER IV APRIL, 2009

Under the guidance of

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

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 of Principal

Signature

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

Signature of the Internal Examiner External Examiner

Signature of the

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 for the University, award of Salem the in partial of fulfillment of of the Ms. requirements degree master business

administration is a bonafide work done by me under the guidance of

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: of the Researcher

Signature

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 work.

Mrs. N. SUDHA, Controller of

the examination for providing me an opportunity to undertake this project

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

II

GENERAL INTRODUCTION INTRODUCTION TO THE STUDY RESEARCH METHODOLOGY

III

IV

ANALYSIS AND INTERPRETATION FINDINGS SUGGESTIONS CONCLUSION Bibliography Appendix/annexure

VI VII

SYNOPSIS

LIST OF TABLES

SI.NO 1

PARTICULARS

PAGE NO.

THE TABLE SHOWING AWARNESS OF MOTIVATIONAL TECHNIQUES THE TABLE SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED THE TABLE SHOWING PREFERENCE OF MOTIVATIONAL TECHNIQUES TOWARDS EMPLOYEES THE TABLE SHOWING MOST PREFERRED FINANCIAL MOTIVATIONAL TECHNIQUES THE TABLE SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED THE TABLE SHOWING SOURCE OF MOTIVATION THE TABLE SHOWING FREQUENCY OF MOTIVATION THE TABLE SHOWING EXPECTATIONS FROM THE MOTIVATIONAL TECHNIQUES THE TABLE SHOWING FREQUENCY OF JOB ROTATION THE TABLE SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY THE MANAGEMENT THE TABLE SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON PRODUCTION THE TABLE SHOWING EMPLOYEES OPINION TOWARDS JOB ROTATION

9 10

11

12

13

THE TABLE SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON JOB PERFORMANCE THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS WATER FACILITIES THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS FIRSTAID FACILITIES THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS CANTEEN FACILITIES THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS REST ROOM FACILITIES THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS SAFETY MEASURES THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS PROMOTION THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS INCREMENT THE TABLE SHOWING LEVEL OF SATISFACTION TOWARDS BONUS THE TABLE SHOWING EFFECTIVENESS OF MOTIVATIONAL TECHNIQUES

14(A)

14(B)

14(C)

14(D)

14(E)

15(A)

15(B)

15(C)

16

17 18

THE TABLE SHOWING SUFFICIENCY OF MOTIVATIONAL TECHNIQUES THE TABLE SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES THE TABLE SHOWING SUPERIORS RELATIONSHIP WITH THE EMPLOYEES THE TABLE SHOWING OPINION REGARDING JOB DIRECTION GIVEN THE TABLE SHOWING OPINION ABOUT THE SHIFT THE TABLE SHOWING FAIRABILITY REGARDING MOTIVATIONAL TECHNIQUES THE TABLE SHOWING EMPLOYEES SUGGESTIONS TOWARDS MOTIVATIONAL TECHNIQUES

19 20 21 22

23

LIST OF CHARTS

SI.NO 1

PARTICULARS THE CHART SHOWING AWARNESS OF MOTIVATIONAL TECHNIQUES

PAGE NO.

THE CHART SHOWING TYPE OF MOTIVATIONAL TECHNIQUES PROVIDED

THE CHART SHOWING PREFERENCE OF MOTIVATIONAL TECHNIQUES TOWARDS EMPLOYEES

THE CHART SHOWING MOST PREFERRED FINANCIAL MOTIVATIONAL TECHNIQUES

THE CHART SHOWING MOST PREFERRED NON-FINANCIAL MOTIVATIONAL TECHNIQUES

THE CHART SHOWING SOURCE OF MOTIVATION

THE CHART SHOWING FREQUENCY OF MOTIVATION

THE CHART SHOWING EXPECTATIONS FROM THE MOTIVATIONAL TECHNIQUES

THE CHART SHOWING FREQUENCY OF JOB ROTATION THE TABLE SHOWING EMPLOYEES OPINION TOWARDS JOB ROTATION

10

11

THE CHART SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY

13

THE CHART SHOWING IMPACT OF MOTIVATIONAL TECHNIQUES ON JOB PERFORMANCE THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS WATER FACILITIES THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS FIRSTAID FACILITIES THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS CANTEEN FACILITIES THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS REST ROOM FACILITIES THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS SAFETY MEASURES THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS PROMOTION THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS INCREMENT

14 (A)

14 (B)

14(C)

14(D)

14(E)

15(A)

15(B)

15(C)

THE CHART SHOWING LEVEL OF SATISFACTION TOWARDS BONUS THE CHART SHOWING

16

17

THE CHART SHOWING SUFFICIENCY OF MOTIVATIONAL TECHNIQUES

18(A)

THE CHART SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES THE CHART SHOWING OPINION REGARDING DEFICIENCY OF MOTIVATIONAL TECHNIQUES THE TABLE SHOWING SUPERIORS RELATIONSHIP WITH THE EMPLOYEES

18(B)

19

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 valueadded 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 Companys paid up share capital consists of 38, 49,250 shares of Rs. 10/- each. The Companys 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 companys 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 Dept

Quality Control Dept Stores Dept Store Keeper Electrical Dept Electrical Supervisor Personnel Dept Timer Keeper Accounts Office

Spinning Master

Quality Control Supervisor

Shift Electrician Deputy Spinning Master

Shift supervisor ministry worker.

Generation

Assistant

Cashier

Maintenance

Maintenance

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-caredNe 20/1 to Ne 40/1, Ne 60/1 & Ne 80/1 CombedNe 20/1 to Ne 80/1 Knitting-CardedNe 20/1 to Ne 80/1 Compact YarnNe 20/1 to Ne 80/1 Double Yarn-Ring Double-CardedNe 20/2 to Ne 80/2 & Combed-Ne 20/2 to Ne 80/2 TFO Gassed Yarn-combedNe 40/2, Ne 60/2. Ne 70/2, Ne 80/2 Open End-10s

Outlines of the code:

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

Motivation is the process of attempting to

influence others to do you will through the possibilities of gain

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 persons 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. 11. Organizational goals are achieved quickly through Motivation helps in improvement upon skills and motivation. knowledge.

Process of motivation: Unsatisfied Need Tension Derives

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 Hertzbergs two factor theory Mc clellands need theory Alderfers ERG theory Vrooms 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. 3. 4. To find out the existing motivational techniques in the organisation. To ascertain the impact of motivational techniques with performance of employees. 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 = ---------------------------------Total number of respondents. 2. X 100

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 2 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 2 is thus calculated as follows

(Oi Ei)

2 = -------------------

(R-1) (c-1)

Ei Oi Ei
R C

= observed frequency = Expected frequency

= = Row Column

The 2 test has the following steps

1) 2)

State the null hypothesis and calculate the numbers in each category. 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 2 against the number of degrees of freedom for the specified level of significance. 5) Compare the calculated value of 2 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 1920s.

TECHNIQUES OF ONE WAY CLASSIFICATION (The data are classified according to only one criterion)

Ho: 1 = 2 = 3 ..=

H1: 1 2 . 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 Between Samples

Sum of Squares SSC

Degrees of freedom V1=c-1

Mean sum of Square MSC=SSC/C-1

Variance Ratio of F

Within Samples Total

SSE

V2=n-c

MSE=SSE/(N-C)

MSC/MSE

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

RESPONDENTS

PERCENTAGE (%)

YES

120

100

NO

TOTAL

50

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

FINANCIAL

38

32

NON- FINANCIAL

BOTH

82

68

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

FINANCIAL

45

38

NON- FINANCIAL

16

13

BOTH

59

49

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

BONUS

60

50

ATTANDANCE INCREMENT

18

15

INCREMENTS

42

35

TOTAL

120

100

SOURCE: PRIMARY DATA

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 NONFINANCIAL MOTIVATIONAL TECHNIQUES

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

GIFTS

34

28

GET TOGETHER PARTY

07

40 MEDICAL FACILITIES 38 EDUCATIONAL FACILITIES

33

32

TOTAL

120

100

SOURCE: PRIMARY DATA

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 NONFINANCIAL MOTIVATIONAL TECHNIQUES

TABLE NO.6

THE TABLE SHOWING SOURCE OF MOTIVATION

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 33

SUPERIORS

40

SUB-ORDINATES

30

25

CO WORKERS

16

14

SELF MOTIVATION

34

28

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS
YES

RESPONDENTS 107

PERCENTAGE (%) 89

NO

13

11

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS 56

PERCENTAGE (%) 47

FINANCIAL BENEFIT

DEVELOP THE KNOWLEDGE & SKILL

44

37

INCREASE HOPE & CONFIDENCE

20

16

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 72

YES

86

NO

34

28

TOTAL

120

100

SOURCE: PRIMARY DATA

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 TOWARDS JOB ROTATION

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

YES

36

30

NO

84

70

TOTAL

120

100

SOURCE: PRIMARY DATA 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

TOWARDS JOB ROTATION

TABLE NO.11

THE TABLE SHOWING ACCEPTANCE OF EMPLOYEES SUGGESTION BY THE MANAGEMENT

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

YES

88

73

NO

32

27

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

YES

78

65

NO

42

35

TOTAL
HIGH

120 32

100 41

MODERATE

28

36

LOW

18

23

TOTAL

41

100

SOURCE: PRIMARY DATA 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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 45

HIGHLY IMPROVED

54

MODERATELY IMPROVED

48

40

LESS IMPROVED

20

15

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 60

VERY HIGH

72

HIGH

48

40

MEDIUM

LOW

VERY LOW

TOTAL
SOURCE: PRIMARY DATA

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 42

VERY HIGH

52

HIGH

41

34

MEDIUM

27

23

LOW

VERY LOW

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 25

VERY HIGH

30

HIGH

34

28

MEDIUM

40

33

LOW

16

14

VERY LOW

TOTAL

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 48

VERY HIGH

58

HIGH

42

35

MEDIUM

20

17

LOW

VERY LOW

TOTAL
SOURCE: PRIMARY DATA

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 53

VERY HIGH

64

HIGH

44

37

MEDIUM

12

10

LOW

VERY LOW

TOTAL
SOURCE: PRIMARY DATA

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 0

VERY HIGH

HIGH

58

49

MEDIUM

40

33

LOW

22

18

VERY LOW

TOTAL
SOURCE: PRIMARY DATA

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 0

VERY HIGH

HIGH

62

52

MEDIUM

36

30

LOW

22

18

VERY LOW

TOTAL
SOURCE: PRIMARY DATA

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 0

VERY HIGH

HIGH

28

23

MEDIUM

64

53

LOW

28

24

VERY LOW

TOTAL
SOURCE: PRIMARY DATA

120

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 35

HIGHLY EFFECTIVE

42

EFFECTIVE

58

48

LESS EFFECTIVE

20

17

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 62

YES

74

NO

46

38

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%)

YES

26

22

NO

94

78

TOTAL
HIGH

120 02

100 08

MODERATE

04

15

LOW

20

77

TOTAL

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 60

HIGHLY SATISFIED

72

SATISFIED

30

25

LESS SATISFIED

18

15

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 63

HIGHLY FAVOURABLE

76

FAVOURABLE

26

22

LESS FAVOURABLE

18

15

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 67

HIGHLY SATISFIED

80

SATISFIED

26

22

NOT SATISFIED

14

11

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 82

HIGHLY FAIR

98

MODERATELY FAIR

22

18

LESS FAIR

TOTAL

120

100

SOURCE: PRIMARY DATA

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

PARTICULARS

RESPONDENTS

PERCENTAGE (%) 30

FINANCIAL

36

NON- FINANCIAL

22

18

BOTH

62

52

TOTAL

120

100

SOURCE: PRIMARY DATA

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

TABLE Effectiveness of motivational techniques provided

Factors

Highly Effective

Effective

Less Effectiv e

Financial

19

13

10

Nonfinancial Both

12 20

15 14

09 08

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

19 12 20 51

13 15 14 42

10 09 08 27

42 36 42 120

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

 TABLE

O 19 13 10 12 15 09 20 14 08 Total =2.0867

E 17.8 14.7 9.4 15.3 12.6 8.1

O-E 1.2 -1.7 0.6 -3.3 2.4 0.9 2.2 -0.7 -1.4

(O-E) 1.44 2.89 0.36 10.89 5.76 0.81 4.81 0.49 1.96

(O-E) / E 0.0809 0.1966 0.0383 0.7118 0.4571 0.0900 0.2702 0.0333 0.2085

DEGREES OF FREEDOM: = (r-1) x c-1) = (3-1) x (3-1) = 2x2 =4 table value for 5% at 4 degrees of freedom = 9.488 calculated value < 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

H0: There is no significance difference between the satisfaction levels. H1: There is a significance difference between the satisfaction levels. H0: There is no significance difference between the factors. H1: There is a significance difference between the factors.

FACTOR WATER FACILITY FIRSTAID FACILITY CANTEEN FACILITY RESTROOM FACILITY SAFETY MEASURES

VERY HIGH 72

HIGH 48

MEDIUM 00

LOW 00

VERY LOW 00

42

36

22

00

00

30

40

34

16

00

58

42

20

00

00

64

44

12

00

00

LEVEL OF SATISFACTION

FINANCIAL FACTORS

Calculation table: 72 42 30 58 64 TOTAL 48 36 40 42 44 00 22 34 20 12 00 00 16 00 00 00 00 00 00 00 120 120 120 120 120 600 7200 4800 3600 4800 4800 25200 7488 3544 3912 5528 6176 26648

Calculations:

G = 600, N = 15

Correction Factor (CF) = G /N = 600/15 = 24,000 Source of variatio n Betwee n Sample s Error 1448 14-4=10 144.8 Sum of squar es 1200 Degrees of freedom Mean sum of Square 300 F calculat ed Value 5-1=4 2.07 3.48 F table value ( for 5 %)

Total

2648

15-1=14

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

Sum of Square between Blocks (SSB) = Ti /ni CF = 25,20024,000 = 1,200

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

ANOVA table:

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

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 nonfinancial 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 superiors 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 nonfinancial motivational techniques to the organization.

SUEEESTIONS:

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

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 nonfinancial 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

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

QUESTIONNAIRE: Respondent details: Name : Age : 20-30 / 31-40 / 41-50 / >50 Department: Designation: Experience :< 1year / 1-3 / 3-

Gender: M / F.M 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? a) Financial [ ] b) Non-financial [ ] c) Both [ ]

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 [ ] d) Self-motivation [ ] c) Co-workers [ ]

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 Water facilities

Very high

High

Medium

Low

Very low

First aid facilities

Canteen facilities

Restroom facilities

Safety measures

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

Factor/Rate Promotion

Very high

High

Medium

Low

Very low

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 [ ] If yes, describe the level a) High [ ] b) Moderate [ ] c) Low [ ] b) No [ ]

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

24) What are your expectations regarding motivational techniques