1

CHAPTER I
INTRODUCTION

1.1 INTRODUCTION
The project work entitled a study on employee motivation with special reference to
Tamilnadu Jaibharath Mills Limited, Malayankulam is mainly conducted to identify the factors
which will motivate the employees and the organizational functions in Tamilnadu Jaibharath
Mills Limited, Malayankulam.
Managements basic job is the effective utilization of human resources for achievements
of organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and t o develop the talent of
people at work to the fullest satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage in action by ensuring that a
channel to satisfy those needs and aspirations becomes available to the person. In addition to
this, the strong needs in a direction that is satisfying to the latent needs in employees and harness
them in a manner that would be functional for the organization.
Employee motivation is one of the major issues faced by every organization. It is the
major task of every manager to motivate his subordinates or to create the will to work among
the subordinates. It should also be remembered that a worker may be immensely capable of
doing some work; nothing can be achieved if he is not willing to work. A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Hence this studies also
focusing on the employee motivation among the employees of Tamilnadu Jaibharath Mills
Limited, Malayankulam.
The data needed for the study has been collected from the employees through
questionnaires and through direct interviews. Analysis and interpretation has been done by using
the statistical tools and datas are presented through tables and charts



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1.2 COMPANY PROFILE

Company Name : Tamilnadu Jaibharath Mills Limited, Malayankulam.
Chairman : Mr. Srinivasa Naidu.
Exchange : BOM
2012 Sales : Rs 857,530,000
Major Industry : Apparel & Textiles
Country : India

BOARD OF DIRECTORS
Mr. Srinivasa Naidu - Chairman
Mr. D. Senthilkumar - Managing Director
Mr.T.R. Dhinkaran - Director
Mr.T.R.V. VAradarajan - Director
Mr.T.Rajasekaran - Director
Mr. Kothari - Director
Mr.G.Bhaskaran - Director
Mr.p.Manojkumar - Director
Mr.J.Balakumar - Director

Sister Concern
Sri Ramalinga Mills Limited
Harshni Textiles Mills

VISION
Create an ambience and atmosphere at workplace that refreshing and motivating.
Each in its place is easy to identify.
To improve productivity.
To create self-discipline and Teamwork.

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MISSION
To manufacture products, incorporate good design, quality, using 5S principles and
Kaizen.
To update the menu manufacture of organization continuously and train employees in
various organization functions too efficiently.
To increase the turnover and simultaneously cut cost, to produce good quality product
and generate profit for further investment.

BUSINESS DESCRIPTION
Tamilnadu Jai Bharath Mills Limited is an India based company. The company is
engaged in the business of manufacturing of cotton yarn. The company is located at
Malayankulam village, Sankarankovil, Tirunelveli district. Total spindling capacity of the group
is around 3, 00,000 spindles.

GROUP PROFILES
Tamil Nadu Jai Bharath Mills Ltd (TNJB) was established in the year 1993 with a spindle
capacity of 16,000. TNJB belongs to Ramalinga Mills group of companies, the Spindlage
capacity of the group is around 3, 00,000 spindles.
The mill has the state of the art latest machineries to produce superior quality yarn
complying with Uster 5% standard levels. They have the latest testing equipment capable of
testing the raw material cotton as well as the finished product yarn. All the autocorners in the
mills are fitted with Siro electronic yarn clearers and Blow room lines are equipped with vision
shield. The Raw Material Cotton is subjected to 4 Stages of contamination removal process to
give their Customers high level of Color and White Poly propylene contamination guarantee.
They could give their yarn in pallet packing also to comply with Euro standards.
They do supply cotton yarn to one of their Associate Mill, Harshni Textile Mills Ltd,
with a spindle capacity of 50,000, meant for both domestic and Export markets.



4


SUPPLIERS
LMW - Madurai
Lakshmi Card Clothing Manufacturing - Madurai
B & M Incorporate - Madurai
Santhi Incorporate - Madurai
Air tech Engineeniring Service - Madurai
Shree Bala Associate - Erode
Techno plast - Coimbatore
Sri Rajesh Traders - Coimbatore
Devishree Pvt Limited - Coimbatore
Vivin Pvt Limited - Salem
Mavani Enterprise - Coimbatore

EXPORTING COUNTRIES
o Germany
o Belgium
o Portugal
o Dubai

PRODUCTION SCHEDULE
Shift Working Time Working Hours
I Shift 8.00 am to 4.00 pm 8 Hours
II Shift 4.00 pm to 12.00 Midnight 8 Hours
III Shift 12.00 Midnight to 8.00 am 8 Hours


MACHINE
Machine Count - 40SK, 60SK.


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MACHINE CAPACITY
Length - 80KM
Strength - 24
Micro - 3.7
Uniformity - 47
Maturity - 8
Fiber Quality Index - 74 (or) 75


NUMBER OF WORKERS
The total number of employees currently working in Tamil Nadu Jaibarath Mills Limited
is 950 comprising 340 male workers and 610 female workers.

REGULATIONS UNDER THE GOVERNMENT DEPARTMENTS
Tamilnadu Jaibharath Mills Limited is regulated by the below mentioned government
rules/departments.
Income Tax At
Sales Tax Act
Central Excise (Service Tax)
Factories Act
Employees Provident Fund
Employees State Insurance Corporation
Textile Commissions
Registrar of companies
Pollution Control Board
Statistics
Regulation marked



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CHART 1.1
ORGANISATIONAL STRUCTURE

VP.W


DGM


MM-SPG






Preparatory Production Quality Planning Maintenance Warehouse























Maintenanc
e
Productio
n
Manager Assistant
Manager
Assistant
Manager
Sub
Manager

Supervisor
Supervisor
Foreman
Supervisor
Clerk
Clerk
Clerk Trainers
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DEPARTMENTS
FINANCE DEPARTMENT
The functions of the department are preparing the profit and loss account and to identify
the business growth, determine the financial position, fixing the selling price and determine the
future activities.
STORE DEPARTMENT
Stores department is in charge for materials issue, materials handling and maintaining
stores ledger and stock for spares. Receipt of principal spares is recorded on spares stock which
has been kept at necessary work stations for quick and easy issue of spares.
Cotton is issued on the basis of mixing ratio. Cotton issues are updated in the cotton issue
register.
All products shall be handled in their original packing where possible or as per
instructions provided Store keeper shall ensure that handling tools are light for use, purpose
intended and would not change the product being handled. All handing tools shall be checked to
detect any change or deterioration Equipment found to be non-conforming shall be identified or
referenced in work instruction inspection and test plan. Handing equipment shall be used in
accordance with manufacture and statutory authority recommendations. Any special
requirements shall be specified or referenced in work instruction inspection and test plan.
All Procured stock shall be stored in their allocated locations. Product numbers or
materials description are marked on bins or cartons or locations wherever possible. Different
product numbers or brand names shall not be mixed. All materials where possible shall be stored
in their original packing or as per instructions provided to identify the goods easily. Where there
is likelihood of mix up of different products, each product or box containing them shall be
marked clearly with product details.
Regular stock verifications are undertaken to verify quantities and quality. Any product
found non-conforming shall be handled as per procedure for control of non-conforming products.




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PRODUCTION DEPARTMENT
Here inputs are converted into the output. Production may be defined as the process,
where in the manpower, money is managed into output with the help of certain process,
planning, scheduling and controlling.

INFRASTRUCTURE LOCATION
As the mill, is located in a cotton growing belt, the required raw material can be easily
procured locally, As many spinning mills exist around Sankarankovil, skilled labour is available
in plenty. Technical consultations and assistance can be available easily. As the industry is
located on a highway, easy transportations is ensured Sankarankovil is also connected by rail.
Hence, transporting cotton from upcountry stations by rail is possible.
LABOURS
The mill is situated at Malayankulam, which is surrounded by many villages. A marginal
increase is expected in the labour requirement which can be easily met. The total number of
employees currently working in Tamil Nadu Jaibarath Mills Limited is 950 comprising 340 male
workers and 610 female workers.
POWER
The mill is presently with a low tension power connection. The mill is going for high
tension power connection in the expansion project. The proposed connected land is 500KV. The
required land is readily available and is expected in time.
BLOW ROOM
Cotton generally comes in the form of highly compressed bales, which is well opened in
the blow room. Though this opening process, foreign materials such as leaf, seed particles dust
and other impurities are removed with minimum loss of lint, which comes in the form of lap. The
degree of opening imported bearing on the blow room has a good bearing on the yarn quality.





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TABLE 1.1
OPENING EFFICIENCY OF BLOW ROOM LINE

S. No Sequence of blow room machinery Opening Efficiency
1. MBO-MC-PO-EPOI-EB2 92%
2. MC-ERMI-ERM2-KP 89%
3. SC-SC2-PO1-PO2-KB1-KB2 89%
4. SC-PO-3BB-KB 80%
5. MPO-MCI-MC2-2BB-KB 85%
6. SC-ERM-PO-KE1-KB2 90%
7. SC1-PO-SC2-3BB-KB 83%

MBO - Mixing Bale Opener
MC - Mono Cylinder
PO - Porcupine opener
KB - Krishner Beater
ERM - ERM Cleaner
BB - Bladed Beater

Machinery Sequence of modern Blow Room
Blow Room Line A Blow Room Line B
Mixing Bale Opener Super Bale breaker
Mono Cylinder Ax flow Cleaner
Disk type Opener Step Cleaner with hopper feeder
Licker-in-type-Opener Procuring type Opener
2 Ballades beater Krishner Beater




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CLEANING EFFICIENCY

Beating point Cleaning Efficiency
Bale Opener 17%
Mono cylinder 52%:
Ax flow Cleaner 15%
Step Cleaner 35%
Disk type Cleaner 15%
Procuring Cleaner 15%
Krishner Beater 10%

METHOD OF OPERATION
Preferable the mono-cylinder cleaner B4 is employed in the blowing room process
between the mixing bale opener group and the automatic mixer. Current connection to the
pneumatic conveying system ensures a constant under pressure in the machine. All the metallic
impurities in cotton are extracted right at the start by in cotton are extracted right at the start by a
magnetic double elbow then cotton fufts enter at right angle to cylinder axis where other
impurities are removed by collision with the working element. A pin cylinder and the
acceleration in the opposite direction which immediately follow. The pin cylinder that guides the
fufts over the grid Flying them upward turned over several times as they are flying up. They are
bought into contact with the grid on all sides. This sequence explains the extremely efficient yet
gently clearing the action of the mono cylinder cleaner.

ECONOMIC FACTORS
Standardized units designed for combining on the building block system from complete
installation of high productive capacity.
Fewer spare parts required.
Attendance to machine and its overall maintenance reduced to the barest consumption.
Greater saving in power consumption.
Smaller fitter installation.
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High and sustained efficiency in operation
Lower cost of investment.

1.3 PRODUCT PROFILE
Spinning is a conversion of fiber into yarn. These fibers can be natural fiber (cotton) or
manmade fibers (polyester). Spinning also entails production of manmade filament yarn (Yarn
that is not made from fibers). Final product of spinning is yarn. Cotton value chain starts from
ginning that add value to it by separating cotton from seed and impurities. Spinning is the
foundation process and all the subsequent value additions i.e., weaving knitting, processing,
garments and made ups, depend upon it. Any variation in quality of spinning product directly
affects the entire value chain. The product profile of Tamilnadu Jaibharath mills limited is
presented below:

WEAVING COTTON YARN
Carded Counts : Double Yarn - Ne 20/2 to Ne 30/2
Combed Counts : Single Yarn - Ne 25s to Ne 100s, 120s to 140s
: Double Yarn - Ne 24/2 to Ne 100/2
Compact Spinning : Ne 30s To 80s
Knitting Cotton Yarn
Combed Counts : Single Yarn - Ne 24s to Ne 60s
: Double Yarn - Ne 20/2 to Ne 60/2
Compact Spinning : Ne 30s To 60s

RAW MATERIALS
The main raw material for the spinning process ginned cotton which will be available in
bale of 170 kgs/bale.





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PRODUCTION PROCESS
mixing

blow room

carding










Spinning process is show in the flowchart given above Cotton which is in the from bales is fed to
blow room followed by various operations like carding and combing depends on the
requirement. The final yarn required specifications are met through these operations and winded.

MIXING
Depending upon the need of the customers, different sizes of ginned cotton consisting of
a tightly peeved mass of cotton libbers are put into the bale opener. Four or more separate type of
openers are used to that learning and losing action take place quickly. So the impurities are
gradually loosen out of the fibers. In the machine as a sketch fluffy mass of fibers is
compressed. They are referred to as a LAP of cotton.

BLOW ROOM
The opening efficiency of blow room times varies between 80% and 92%. The different
opening of efficiency between blow room lines could be mainly due to the difference in the type
Drawing
Simplex
Ring Spinning
Realing

Cone
Packing
Packing
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of openers used. As per the studies conducted porcupine opener, Shirley opener and E.R.M
cleaner are found to be good opening points and incorporation of these openers (with proper
adjustment of process parameters like speeds, setting etc.,) in the blow room could be expected
to improve the achievable opening efficiency of the time.

CARDING
This process further helps to individualize the fibers and to remove foreign substances
such as sand, dust, seed cost, leafy, matter and other impurities. It also removes the impurities
present in the lap and forms a continuous uniform sliver of required hank.
DRAWING
Drawing helps to equalize the crisscrossed fibers of the card sliver without another and
align them to the axes of the sliver through the process of drafting. It removes the books of
carded fiber and straightens the fibers by sliding them over one another. It helps to improve the
regularity in weight per unit length of the sliver.

SIMPLEX
The diameter of the drawing sliver is reduced sufficiently before final spinning yarn. The
delivered material along removing is a continuous stand of fibers twisted slightly to give the
necessary strength before it is wound on bobbins for the next process.

RING SPINNING
Spinning is the final process of converting cotton fibers into yearns, which involves the
process of spinning together fibers, by drawing them fibrous mass and the drafted stand to form
yarn of required count. It is wound on ring bobbins.
WINDING
The objective of winding is to remove objectionable yarn faults and to make a good
package, containing long continuous length of yarn for the next process. They are will on cones,
where hank yarn is required.
PACKING
Packing means bundle the produced cones. Packing of the cone is a very compact form
suitable for transporting purpose.
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1.4 INDUSTRY PROFILE
Spinning Industry in India has gone from strength to strength since a very long time now
as it was his hub of cotton manufacturing. Cotton is not only consumed to the highest extent in
India but it has also become one of the most profitable textiles in the export industry. Spinning
in India can be classified into 2 categories: medium and long staple. But t here was a shortfall in
the extra long category that continued for many years. There was a massive downfall in the
cotton spinning in India during 2004-2005. The production rate of cotton was about 4 lakhs
bales that was less by 5 lakhs bales from the required rate which was 9 lakh bales. Mr.P.D.
Patodia, the chairman of the standing committee on cotton, CITTICDRA said that the
manufacturing of cotton will rise to 11-12 lakh bales in 2010.
The present downfall in the cotton production has witnessed a 50% increase in the price
on Indian varieties of ELS, which is detrimental for the spinning mills require domestic
accessibility of ELS cotton in increased quantity and of better fiber qualities. To survive this
downfall in the cotton trade which is a highly profitable textile in the India Spinning Industry,
CITI-CDRA is conducting with various research organizations such as CICR (Nagpur), JNKVV
(Khandwa), UAS (Dharwad) and regional Textile Mills Association in R & D activities. It
conducted a discussion pertaining to the development of new varieties of seeds and adopting the
advanced procedure of cultivation which will add to the profit in the cotton textile sector of the
spinning industry.
The most important and efficient step towards the resurgence of cotton manufacturing
would be to develop the ELS varieties with lesser duration crops and yield to cost-effectiveness
and consistency in cultivation. This will not only motivate the farmers but will also make them
stick to the desired sector of cotton crop. The yarn spinning industry covers almost 25 percent of
the total industrial production with the need and fashion. An elaborate and detailed assessment is
made on various sector of the yarn spinning such as, production, consumption, and Materials.
The legislative and the political consequences are also reviewed at the same time. In addition to
it, other areas that are being reviewed in the yarn spinning sector are exports, imports, prices,
advertising and sales promotion patterns.


15


Some of the popular companies engaged in the Indian Spinning Industry are listed below:
Bhilwara Spinners Ltd (LNG Group) polyester, viscose, wool-blended fabrics and high-
end products like lycra and linen. BSL Suitings and Mayur Suitings are the two brands
under Bhilwara Spinners Ltd.
Nitin Spinners Ltd. manufactures single and mult-fold yarns in the range from Ne 4 to
Ne 40 appropriate for various applications such as knitted Fabrics, woven Fabrics, Terry
Towels, Denims, Furnishing Fabrics, carpets and other Industrial Fabrics.
Sangam (India) Ltd. (Sangam Group of Companies) Largest producer of dyed yarn in
India with a capacity of 64032 spindles in one location.
Ajay Group of Industries Manufacturer and seller of polyester viscose, polyester
woolen and uniform fabrics.
The Spinning Industry in India is on set to hit the global market with other fabrics as
well like the cotton textiles with its enthusiasm and consistency in work. It has already reached a
phenomenal status in India by beating the obstacles that caused a downfall since past few years
and in now on its may to cover a wider area in the spinning sector.
Fibers Yarns & Threads analysis is an essential activity for the whole fiber and yarn
industry as they are important component of textile industry. As per the fiber report, the trends
favor manmade fibers, yarns and threads. They have grown considerably in the recent years
which have resulted in significant increase in their production and consumption. However, this
rise is due to increased consumption in china which sustains global demand. But demands in
fiber industry of other developed countries have decreased due to restructuring of their textile
industry.

Global Trends In Fiber, Yarns And ThreadsProduction And Consumption
The output of manmade fiber had increased in Asia by 11.9%. The consumption of wool
and cotton has also increased here by 2.5%. A decline was seen in Europe and Americas it
nearly 4.5% each. The growth in todays booming markets is predicted to be restricted by
energy and raw materials shortages. Fiber trends have been favorable to manmade fiber output
of China, which increased by 17.4% in 2007. Indias output of raw materials for cotton and
manmade fibers also increased in the same period. The production of spun yarns, cellulosic and
16

synthetic fibers also increased in India. Other countries like Egypt, Thailand and Vietnam are
continuously gaining importance. Other high potential nations like Cambodia, Indonesia and
Uzbekistan are waiting for investments to tap their full potential.
For the period until 2020, an additional demand of 30 million tons of fibers, yarns and
threads is forecast, raising the annual per capita consumption from 10.9kg to 13.5kg by 2020.
Manmade fiber will keep on gaining importance and polyester will continue to dominate due to
its favorable cost benefit ratio, further spinning expansions and supply of raw material from Asia
and the Middle East. Cellulose the staple fibers, will rise due to increased use in non-womens
and textile application. Polyamide and acrylic fibers will be subjected to further relocations and
mergers. The markets for small scale fiber like agamid and carbon fibers will continue
growing rapidly.
In Natural fibers, as far as cotton is concerned, its demand remained static in 2007 and
the same trend is seen in 2008. The main causes for this trend are slower global economic
growth and competitive prices of substitute fibers. Moreover, cotton output will lower by
approximately 2%. Therefore demand will be high as compared to its supply, causing some mild
price rise.
Wool prices have fallen after peaking in January 2008 as a result of the easing of drought
conditions in the Australian region and also the demand for it has weakened. There is little
chance of any strong recovery in demand of wool. The manmade fiber spinning business has
further declined in Europe. Japan and the United States, while Asia continued to grow its share
in the market. The global manufacturing market share for Asia countries was at 77%, of which
two thirds are being manufactured in China.
The production of filament yarns rose by 10.0%, mainly due to the growth in polyesters
which was up by 14.1%. Staple fibers, the raw material for spun yarn and non-woven, rose by
3.0%. This segment got advantage from the growing demand for viscose and polyester staple
fibers as well as cotton.The low cost markets of Asia, Eastern Europe and Central
America/Caribbean are supplying over 80% of wholesale yarn and wholesales thread for
Western markets apparel requirements.



17


Fibers, Yarns & Threads: The Worldwide Trends
The Growth trend of fiber is not even and is increasingly shifting towards developing
economies particularly the Asian countries. Investors, particularly all the companies including
fiber companies, yarn companies and industry, are installing new machinery in lower cost
regions.
In developed and newly industrialized countries, the spinners are facing increasing
competition from filament yarns and non wovens too. In spite of all these, many developed
economies like Italy are still competitive and have a flourished spinning industry defeating its
high labour costs.
It is the result of practices adopted by the fiber and yarn industries, like economy
exercised while production, state-of-the-art technology for minimizing labour cost, electronic
monitoring system for improving productivity, speed, quality and flexibility, innovations in
designs and fibers etc.
The yarn analysis too shows that the abolition of quotas has presented new challenges in
front of the yarn manufactures. As a result of the above trends, the yan companies in developed
economics will be forced to move closer to centres of textile and apparel production so that they
may offer quick response to changing demands and may also lower prices to remain competitive.

International Trade
The largest producers of cotton, currently (2009), are China and India, which annual
production of about 34 million bales and 24 million bales, respectively; most of this production
is consumed by their respective textile industries.
The largest exporters of raw cotton are the United States, with sales of $4.9 billion, and
Africas share of the cotton trade has doubled since 1980. Neither area significant domestic
textile industry, textile manufacturing having moved to developing nations in Eastern and South
Asia such as India and China. In Africa, cotton is grown by numerous small holders. Dunavant
Enterprises, based in Memphis, Tennessee, is the leading cotton broker in Africa, with hundreds
of purchasing agents. It operates cotton gins in Uganda, Mozambique, and Zambia; it often
offers loans for seed and expenses to the 180,000 small farmers who grow cotton for it, as well
as adice on farming methods. Cargill also purchases cotton in Africa for export.
18


The 25,000 cotton growers in the United States of America are heavily subsidized at the
rate of $2bilion per year. The future of these subsidies is uncertain and led to anticipatory
expansion of cotton brokers operations in Africa. Dunavant expanded in Africa by buying out
local operations. This is only possible in former British colonies and Mozambique; former
French colonies continue to maintain tight monopolies, inherited from their former colonialis
masters, on cotton purchases at low fixed prices.

TABLE 1.4
TOP TEN COTTON PRODUCERS -2009

Peoples republic of China 32.0 million bales
India 23.5 million bales
United States 12.4 million bales
Pakistan 10.8 million bales
Brazil 5.5 million bales
Uzbekistan 4.4 million bales
Australia 1.8 million bales
Turkey 1.7 million bales
Turkmenistan 1.1 million bales
Syria 1.0 million bales










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CHAPTER II
REVIEW OF LITERATURE

2.1 DEFINITION
Motivation:
Motivation by definition refers to what activates, directs human behaviour and
how this behaviour is sustained to achieve a particular goal. Also it can be defined as the set
of processes that arouse, direct and maintain human behaviour towards attaining some goals.
Jones (1955) argues that Motivation is concerned with how behaviour gets started, is energized,
is sustained, is directed, is stopped and what kind of subjective reaction is present in the
organization while all this is going on.

Employee satisfaction:
This refers to the positive or negative aspects of employees altitude
towards their jobs or some features of the job

Organizational Goals:
A concept, which refers to the focus of attention and decision-making
Among employees of a sub-unit.

Organizing:
This involves the complete understanding of the goals of organization, the
Necessity of proper co-ordination, and the environmental factors that influence the goals and
employees within the organization.

Employee attitudes:
Mental state of readiness for motive arousal.

Performance:
The act of performing; of doing something successfully; using knowledge as
Distinguished from merely possessing it; A performance comprises an event in which
20

Generally one group of people (the performer or performers) behave in a particular way for
Another group of people.

Efficiency:
The ratio of the output to the input of any system. Economic efficiency is a
General term for the value assigned to a situation by some measure designed to capture the
Amount of waste or "friction" or other undesirable and undesirable economic features present.
It can also be looked as a short run criterion of effectiveness that refers to the ability of the
Organization to produce outputs with minimum use of inputs.

What is motivation?
According to Greenberg and Baron this definition could be divided into three main parts.
The first part looks at arousal that deals with the drive, or energy behind individual (s) action.
People turn to be guided by their interest in making a good impression on others, doing
interesting work and being successful in what they do. The second part referring to the choice
people make and the direction their behaviour takes. The last part deals with maintaining
behaviour clearly defining how long people have to persist at attempting to meet their goals.
Kreitner (1995), Buford, Bedeian &Linder (1995), Higgins (1994) all cited in Linder (1998,p3)
defined motivation as the psychological process that gives behaviour purpose and direction, a
predisposition to behave in a purposive manner to achieve specific unmet needs, an unsatisfied
need, and the will to achieve, respectively.
Young (2000, p1) suggest that motivation can be defined in a variety of ways, depending
on who you ask .Ask some one on the street, you may get a response like its what drives us or
its what make us do the things we do. Therefore motivation is the force within an individual
that account for the level, direction, and persistence of effort expended at work.
Halepota (2005, p16) defines motivation as a persons active participation and commitment
to achieve the prescribed results. Halepota further presents that the concept of motivation is
abstract because different strategies produce different results at different times and there is no
single strategy that can produce guaranteed favourable results all the times.
According to Antomioni (1999, p29), the amount of effort people are willing to put in
theirwork depends on the degree to which they feel their motivational needs will be satisfied. On
21

the other hand, individuals become de-motivated if they feel something in the organisation
prevents them from attaining good outcomes.
It can be observed from the above definitions that, motivation in general, is more or less
basically concern with factors or events that moves, leads, and drives certain human action or
inaction over a given period of time given the prevailing conditions. Further more the
definitions suggest that there need to be an invisible force to push people to do something in
return. It could also be deduced from the definition that having a motivated work force or
creating an environment in which high levels of motivation are maintained remains a
challenge for todays management. . This challenge may emanate from the simple fact that
motivation is not a fixed trait as it could change with changes in personal, psychological,
financial or social factors.

Motivational theories
Even though much research been conducted on the field of financial motivation and
manyresearchers and writers have proposed theories on the concept of financial motivation, and
itsrole in enhancing employees performance in every organisation some of these models have
been widely used and accepted by todays organisations leaders. In this thesis discussion on
some of the motivational theories will include Alders (ERG theory), Maslow (Need theory),
Vrooms (Expectancy theory), Adams (Social equity theoty), Taylor (productivity theory),
Herzberg (Two factor theory), Mac Gregory (theory X and Y), Geogopalaus (path goal
theory) and skinner (Reward theory). To better understand this discussion a summary of the
theories is presented and an indebt discussion on Maslow and ERG theories on which I base
my thesis overlooked.
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs: Existence, relatedness and growth, which
must be meet by an employee to enable him, increase performance.
Maslow (1943) suggests that human needs can be classified into five categories and that
These categories can be arranged in a hierarchy of importance. These include physiological,
Security, belongings, esteem and self-actualization needs. According to him a person is
Motivated first and foremost to satisfy physiological needs. As long as the employees remain
unsatisfied, they turn to be motivated only to fulfil them. When physiological needs are
22

satisfied they cease to act as primary motivational factors and the individual moves up the
hierarchy and seek to satisfy security needs. This process continues until finally self actualization
needs are satisfied. According to Maslow the rationale is quite simple because
employees who are too hungry or too ill to work will hardly be able to make much a
contribution to productivity hence difficulties in meeting organisational gaols.

Taylor (1911) observed the soldering by employees, which is a situation whereby
workers work less than full capacity. He argued that soldering occurs due to the fact employees
fear that performing high will lead to increasing productivity, which might cause them to lose
their jobs. This slow paces of work where promoted by faulty systems however this situation is
not what prevails with contemporary employees who organizations evaluate them through their
Performance.
Herzberg suggested that there are factors in a job, which causes satisfaction. These he
called intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene factors).
According to him if the motivational factors are met, the employee becomes motivated and
Hence performs higher.
Mac Gregory suggested that there exist two sets of employees (lazy and ambitious
Employees)with any employees representing theory X, hard and ambitious workers Representing
Y. According to him the lazy employee should be motivated to increase
Performance in an organization.

1. An integration of the rational model of expectancy theory and the caring for people
philosophy of the participative approach to employee motivation is presented. The paper
describes four ways in which these theories argue that the same processes increase motivation.
Data are presented that support these predictions.
2. We present a motivational model of abusive supervision to examine the effects that
exposure to abusive supervision has on creativity. In particular, we predict that intrinsic
motivation mediates the negative relation between abusive supervision, as perceived by
employees, and their creativity. In addition, we examine the extent to which core self-evaluations
attenuate the main effect of abusive supervision and the indirect effect of intrinsic motivation.
Our results, based on multivalve, multisource data collected in China, fully support our
23

hypotheses, address unexplored theoretical predictions, and offer new directions for
mistreatment, creativity, motivation, and personality research.
3. Drawing on the ability-motivation-opportunity model, this meta-analysis examined the
effects of three dimensions of HR systemsskills-enhancing, motivation-enhancing, and
opportunity-enhancingon proximal organizational outcomes (human capital and motivation)
and distal organizational outcomes (voluntary turnover, operational outcomes, and financial
outcomes). The results indicate that skill-enhancing practices were more positively related to
human capital and less positively related to employee motivation than motivation-enhancing
practices and opportunity-enhancing practices. Moreover, the three dimensions of HR systems
were related to financial outcomes both directly and indirectly by influencing human capital and
employee motivation as well as voluntary turnover and operational outcomes in sequence.
4. The current study tested a model that links perceptions of organizational politics to job
performance and turnover intentions (intentions to quit). Meta-analytic evidence supported
significant, vicariate relationships between perceived politics and strain (.48), turnover intentions
(.43), job satisfaction (.57), affective commitment (.54), task performance (.20), and
organizational citizenship behaviors toward individuals (.16) and organizations (.20).
Additionally, results demonstrated that work attitudes mediated the effects of perceived politics
on employee turnover intentions and that both attitudes and strain mediated the effects of
perceived politics on performance. Finally, exploratory analyses provided evidence that
perceived politics represent a unique hindrance stressor.







24

CHAPTER III
PROJECT PROFILE

3.1 ABSTRACT
The scope of the present study was analysis on factors enhancing Employees Motivation
of Tamil Nadu Jai Bharath Mills Ltd. The objective was to study employee motivation and
motivation factors.
The motivation factors are employee involvement, training, working condition and job
security ect. My population near 950 and I use random sampling method to sel ect t he
sampl e. My sampl e si ze i s 150. The dat a was col l ect by usi ng pri nt ed
questionnaires.
After the data collection, analysis port was done with the help of statistical
t ool . The resul t of t he proj ect was t he ent i re empl oyees wer e get t i ng effect i ve
encouragement. The company was all ready giving sufficient level of motivation.
For this motivation level the company got better response from employee.
Suppose if the company was ready to increase employee motivation, it will help to
enhance companys predi cat i on l evel . And al so i t wi l l hel p t o i mprove
empl oyee loyalty. Defiantly it totally eradicate employee turnover









25


3.2 OBJECTIVES OF THE STUDY:
1. To study about the employees socio economic profile.
2. To know about the existing motivational program.
3. To measure the satisfaction about the employees towards motivation.
4. To understood the various factors affective the motivation.
5. To know about the employees expectations towards motivation.














26


3.3 SCOPE OF THE STUDY:
This study was completed using the input of full-time and part-time employees of the
company in all different departments. These employees were surveyed for the purpose of
discovering what is most motivating to them in the workplace. Employee motivation is defined
as the eagerness or drive in an employee that directly influences their level of involvement or
performance in the workplace. Motivating factors and incentives are reasons for employee
motivation, and in order to best evaluate and describe which of these factors are most and least
critical to employees, we have split this study up into the following criteria: communication,
income, long-term incentives, and non-financial incentives. The study was limited to employees
working in the company.













27


3.4 RESEARCH METHODOLOGY
Research:
Research is the process of finding solutions to a problem after a thorough study and
analysis of the situational factors.
Research Design:
A Research Design is a plan, structure and strategy of investigation so conceived as to
obtain answers to research questions or problems. The plan is the complete scheme or program
of the research. It includes an outline of what the investigator will do from writing the
hypotheses and their operational implications to the final analysis of data.
Types of Research Design:
The current study is based on descriptive in nature. A study, which wants to portray the
characteristics of a group or individuals or situation, is known as Descriptive study. It is mostly
qualitative in nature.
Data:
Data is nothing but facts on information from which conclusions may be drawn.
Types of Data:
1. Primary Data
2. Secondary Data
Primary Data:
For collecting he primary data, questionnaires are prepared and personal interview is
conducted.
Secondary Data:
Secondary data is collected from Internets, Various books, and Company Records.
28


3.5 SAMPLING:
Sampling method is the process of learning about the population on the basis of a sample
is that part of the universe which we select for the purpose of investigation.
Sampling Method:
The current analysis based on convenience sampling method. It is a type of non
probability sampling which involves the sample being drawn from that part of the population
which is closed to hand. That is a sample population selected because it is readily available and
convenient.
Sample size:
For conducting the present study 150 employees are taken as sample from Tamilnadu
Jaibharath Mills Limited, Malayankulam
3.6 TOOLS FOR ANALYSIS
The data collected were edited, classified, tabulated and analyzed by the following satisfied
tool.
Percentage Analysis
Chi Square Test
F-test(or)t-test
Rank correlatin
ANOVA




29


3.7 LIMITATIONS OF THE STUDY:
This questionnaire was revised several times before finalization. During those revisions,
some questions and some answer choices were removed in order to make the questionnaire as
short as possible while still providing worthwhile data. The quality of the data collected will still
be sufficient for our study, but perhaps not as specific as a lengthier questionnaire could provide.
Because the questionnaire was distributed to only one place of work, the data is not expected to
reflect an incredibly wide range of perspectives. To apply results to a greater population, a larger,
more random sample would need to be taken.

Another limitation is that there has been limited research conducted to specifically
identify how to motivate project team members. Therefore, this paper was restricted to reviewing
information about motivation theory in organizations in general and a small number of studies
directed.














30

CHAPTER-1V
ANALYSIS AND INTERPRETATION


4.1 ANANLYSIS
After the data have been collected, the research turns to the task of analyzing them. The
analysis of data requires a number of closely related operations such as establishment of raw data
through coding tabulation and then drawing statistical inferences.
Analysis work after tabulation is generally based on the computation of the various
percentages; co efficient etc, by applying various defined statistical formula.

4.2 INTERPRETATION
Inter predation refers to the task of drawing inferences from the collected facts after an
analytical and /or experimental study. The task of interpretation has two major aspects.
1. The effort to establish continuity in research through linking the result of a given
study with those of another.
2. Establishment of some experience effort.











31


PERCENTAGE ANALYSIS
TABLE 4.1
GENDER WISE CLASSIFICATION

Source: Primary Data












S. No. Particulars No. of Respondents Percentage
1 Male 67 44.6
2 Female 83 55.3
Total 150 100
32


CHART 4.1
GENDER WISE CLASSIFICATION



INTERPRETATION
Chart 4.1 shows that various classification of respondents according to Gender. Here for
the entire respondent majority of 44.66% respondent is male and remaining 55.33% are female
workers.




0
10
20
30
40
50
60
Male Female
Percentage
33


TABLE 4.2
AGE WISE CLASSIFICATION


Source: Primary Data









S. No. Particulars No. of Respondents Percentage
1 Below 20 33 22
2 20 to 30 49 32.6
3 30 to 40 34 22.6
4 Above 40 34 22.6
Total 150 100%
34


CHART 4.2
AGE WISE CLASSIFICATION



INTERPRETATION
Chart 4.2 shows that various classification of respondent according to age. Here for the
entire respondent majority of 33% respondents are less than below 20 age group 32.66% of the
respondent are the group 20to30 and 22.66% of the respondents are in the age above 40 group.




0
10
20
30
40
50
60
Below 20 20 to 30 30 to 40 Above 40
Percentage
35


TABLE 4.3
EDUCATION QUALIFICATION


Source: Primary Data










S.No.

Particulars No. of Respondents Percentage
1 5 44 37.6
2 10 38 32.4
3 12 40 34.1
4 UG 28 23.9
Total 150 100%
36


TABLE 4.3
EDUCATION QUALIFICATION



INTERPRETATION
Chart 4.3 shows that various classification of respondent according to Educational
qualification .Here for the entire respondent majority of 37.6% respondents are 5 and 32.47%
respondent are 10 and 34.12% of the respondents are in the 12 and 23.93% of the respondents
are UG.



0
5
10
15
20
25
30
35
40
45
50
5 10 12 UG
Percemtage
37


TABLE 4.4
SALARY WISE CLASSIFICATION


Source: Primary Data











S. No.

Particulars No. of Respondents Percentage
1 4000 43 28.6
2 4000 to 6000 43 28.6
3 6000 to 8000 20 13.3
4 Above 8000 44 29.3
Total 150 100%
38


CHART 4.4
SALARY WISE CLASSIFICATION




INTERPRETATION
Chart 4.4 shows that various classification of respondent according to salary. Here for the
entire respondent majority of 28.66% respondents are 4000 and 28.66% of the respondent are
4000 to 6000 and 13.33 % of the respondents are in the 6000 to 8000 and 29.33% of the
respondents are above 8000.



0
5
10
15
20
25
30
35
40
45
50
4000 4000 to 6000 6000 to 8000 Above 8000
Percentage
39


TABLE 4.5
DESIGNATION


Source: Primary Data










S. No. Particulars No. of Respondents Percentage
1 Maistry 59 50.4
2 Oiler 20 17.0
3 Labor 41 35.0
4 Helper 30 25.6
Total 150 100%
40


CHART 4.5
DESIGNATION




INTERPRETATION
Chart 4.5 explain that various classification of respondent according to Designation. Here
for the entire respondent majority of 50.42% respondents are maistry and 17.09 % of the
respondent is oiler and 35.04 % of the respondents are in the labor and 25.64% of the
respondents are helper.




0
10
20
30
40
50
60
70
Maistry Oiler Labour Helper
Percentage
41


TABLE 4.6
HOW MANY YEARS YOU HAVE BEEN WORKING IN THIS ORGANIZATION


Source: Primary Data












S. No. Particulars No. of Respondents Percentage
1 0 to 5 34 22.6
2 5 to 10 56 37.3
3 10 to 15 35 23.3
4 More than 15 25 16.6
Total 150 100%
42


CHART 4.6
HOW MANY YEARS YOU HAVE BEEN WORKING IN THIS ORGANIZATION




INTERPRETATION
Chart 4.6 reveals that various classification of respondent according to experience. Here
for the entire respondents majority 37.33% respondents are 5to 10 years 23.33% are 10 to 15
years, 22.66% are 0 to 5 years and remaining 16.66% are more than 15 years.





0
10
20
30
40
50
60
0 to 5 5 to 10 10 to 15 More than 15
Percentage
43


TABLE 4.7
PRODUCTIVITY LEVEL


Source: Primary Data











S. No. Particulars No. of Respondents Percentage
1 To Large Extent 64
42.6
2 To Some Extent 62
41.3
3 Not at all 24
16.0
Total 150 100%
44


CHART 4.7
PRODUCTIVITY LEVEL




INTERPRETATION
Chart 4.7 shows that various classification of respondent according to production level
.Here for entire respondent 42.66 % are To large extent and 41.33% of the respondent are to
some extent and 16.00% of the respondents are in the not at all.




0
10
20
30
40
50
60
70
To Large Extent To Some Extent Not at all
Percentage
45


TABLE 4.8
WHICH TYPE OF MOTIVATIONAL IS GIVEN BY THE ORGANIZATION


Source: Primary Data











S. No.

Particulars No. of Respondents Percentage
1
Monetary 80 53.3
2
Non Monetary 70 46.6

Total 150 100%
46


CHART 4.8
WHICH TYPE OF MOTIVATIONAL IS GIVEN BY THE ORGANIZATION




INTERPRETATION
Chart 4.8 reveals that various that classification of respondent according to Type of
motivation. Here for the entire respondent majority of 53.33 % of the respondents are monetary
and 46.66% of the respondent are non monetary.




64
66
68
70
72
74
76
78
80
82
Monetary Non Monetary
Percentage
47


TABLE 4.9
WHICH TYPE OF INCENTIVES MOTIVES YOU MORE

Source: Primary Data












S. No

Particulars

No. of Respondents

Percentage
1 Incentive Awards 43 36.7
2 Promotion 49 41.8
3 Appreciation Letters 58 49.5
Total 150 100%
48


CHART 4.9
WHICH TYPE OF INCENTIVES MOTIVES YOU MORE




INTERPRETATION
Chart 4.9 Explain that various classification of respondent according to Type of
incentives. Here for the entire respondents majority 49.57 % respondents are appreciation
letters. 41.88 % are promotion, and remaining 36.75% are more than incentive awards.





0
10
20
30
40
50
60
70
Incentive Awards Promotion Appreciation Letters
Percentage
49


TABLE 4.10
WHICH ACTIVITIES MOTIVATE YOU THE MOST


Source: Primary Data










S. No.

Particulars No. of Respondents Percentage
1 Monetary Reward 49 32.6
2 Job Promotion 27 18.0
3 Job Security 35 23.3
4 Transfer 39 26.0
Total 150 100%
50


CHART 4.10
WHICH ACTIVITIES MOTIVATE YOU THE MOST




INTERPRETATION
Chart 4.10 reveals that various classification of respondent according to actives motivate.
Here for the entire respondents majority 32.66 % respondents are monetary reward. 23.33% are
job security and remaining 18.00% are more than job promotion.





0
10
20
30
40
50
60
Monetary Reward Job Promotion Job Security Transfer
Percentage
51


TABLE 4.11
TRAINING PROGRAMMED IN SYSTEMATIC MANNER TO
IMPROVE PRODUCTIVITY


Source: Primary Data










S. No. Particulars No. of Respondents Percentage
1
To Large Extend 64 42.6
2
To Some Extend 32 21.3
3
Not at All 54 36

Total 150 100%
52


CHART 4.11
TRAINING PROGRAMMED IN SYSTEMATIC MANNER TO
IMPROVE PRODUCTIVITY



INTERPRETATION
Chart 4.11 reveals that various classification of respondent according to type improves
productivity. Here for the entire respondents majority 42.66 % respondents are to large extend,
21.33 % are To some extent , and remaining 36 % are more than not at all.




0
10
20
30
40
50
60
70
To Large Extend To Some Extend Not at All
Percentage
53


TABLE 4.12
COLLECT THE EMPLOYEES OPINION


Source: Primary Data










S. No.

Particulars No. of Respondents Percentage
1 Suggestion Box 18 12.0
2 Weekly Meetings 49 32.6
3 Monthly Meetings 83 55.3
Total 150 100%
54


CHART 4.12
COLLECT THE EMPLOYEES OPINION




INTERPRETATION
Chart 4.12 reveals that various classification of respondent according to type employees
opinion. Here for the entire respondents majority 55.33 % respondents are 32.66% are monthly
meetings. 41.88 % are promotion, and remaining 36.75% are more than incentive awards.





0
10
20
30
40
50
60
70
80
90
Suggestion Box Weekly Meetings Monthly Meetings
Percentage
55


TABLE 4.13
JOB SATISFACTION


Source: Primary Data











S. No.

Particulars

No. of Respondents

Percentage
1 Job Security 38 32.4
2 Promotion 44 37.6
3 Pay and Allowances 18 15.3
4 Working conditions 50 42.7
Total 150 100%
56


CHART 4.13
JOB SATISFACTION




INTERPRETATION
Chart 4.13 reveals that various classification of respondent according to job satisfaction.
Here for the entire respondents majority 42.73 % respondents are working condition promotion
32.48 % are job security. 15.38 % are Pay and allowances




0
10
20
30
40
50
60
Job Security Promotion Pay and Allowances Working conditions
Percentage
57


TABLE 4.14
FACILITIES TO THE EMPLOYEES


Source: Primary Data











S. No.

Particulars

No. of Respondents

Percentage
1 Insurance 58 38.6
2 Medical 43 28.6
3 Transport 14 9.3
4 Canteen 35 23.3
Total 150 100%
58


CHART 4.14
FACILITIES TO THE EMPLOYEES




INTERPRETATION
Chart 4.14 reveals that various classification of respondent according to the employees.
Here for the entire respondents majority 38.66 % respondents are insurance are 28.66 % are
medical. 23.33 % are canteen and 9.33 % are the transport.





0
10
20
30
40
50
60
70
Insurance Medical Transport Canteen
Percentage
59


TABLE 4.15
FACTOR AFFECTING THE MOTIVATION


Source: Primary Data










S. No. Particulars No. of Respondents Percentage
1 Highly Satisfied 34 29.0
2 Satisfied 45 38.4
3 Neutral 38 32.4
4 Dissatisfied 10 8.5
5 Highly Dissatisfied 23 19.6
Total 150 100%
60


CHART 4.15
FACTOR AFFECTING THE MOTIVATION




INTERPRETATION
Chart 4.15 reveals that various classification of respondent according to Type affecting
the motivation. Here for the entire respondents majority 38.46 % respondents are 32.48 % are
satisfied. 29.06 % are highly satisfied are reaming 19.65% highly dissatisfied





0
5
10
15
20
25
30
35
40
45
50
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Percentage
61


TABLE 4.16
ORGANIZATION PROCEDURE AND POLICIES


Source: Primary Data









S. No. Particulars No. of Respondents Percentage
1 Highly Satisfied 39 26
2 Satisfied 26 17.3
3 Neutral 14 9.3
4 Dissatisfied 33 22
5 Highly Dissatisfied 38 25.3
Total 150 100.0000
62


CHART 4.16
ORGANIZATION PROCEDURE AND POLICIES




INTERPRETATION
Chart 4.16 reveals that various classification of respondent according to type organization
procedure and policies. Here for the entire respondents majority 25.33 % respondents are
17.33% are satisfied, are 22.33% are dissatisfied are. 26.00% are highly satisfied are 9.3 % are
neutral.




0
5
10
15
20
25
30
35
40
45
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Percentage
63


TABLE 4.17
SALARY


Source: Primary Data










S. No.

Particulars

No. of Respondents

Percentage
1 Highly Satisfied 54 36.0
2 Satisfied 38 25.3
3 Neutral 18 12.0
4 Dissatisfied 20 13.3
5 Highly Dissatisfied 20 13.3
Total 150 100.0
64


CHART 4.17
SALARY



INTERPRETATION
Chart 4.17 reveals that various classification of respondent according to type of salary.
Here for the entire respondents majority 25.33 % respondents are satisfied are 13.00% are
dissatisfied and highly dissatisfied 12.00% are neutral.






0
10
20
30
40
50
60
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Percentage
65


TABLE 4.18
PROMOTION


Source: Primary Data










S. No.

Particulars No. of Respondents Percentage
1 Highly Satisfied 51 43.5
2 Satisfied 52 44.4
3 Neutral 18 15.3
4 Dissatisfied 9 7.6
5 Highly Dissatisfied 20 17.0
Total 150 100
66


CHART 4.18
PROMOTION




INTERPRETATION
Chart 4. 18 reveal that various classification of respondent according to promotion. Here
for the entire respondents majority 44.44 % respondents are satisfied 43.59 % are highly
satisfied . 17.09 % are highly dissatisfied are 7.69% are dissatisfied.





0
10
20
30
40
50
60
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Percentage
67


TABLE 4.19
LEAVE

Source: Primary Data










S. No. Particulars No. of Respondents Percentage
1 Highly Satisfied 36 24
2 Satisfied 38 25.3
3 Neutral 34 22.6
4 Dissatisfied 18 12
5 Highly Dissatisfied 24 16
Total 150 100.0
68


CHART 4.19
LEAVE




INTERPRETATION
Chart 4.19 reveals that various classification of respondent according to type their leave.
Here for the entire respondents majority 25.33 % respondents are satisfied are 24.00% are
highly satisfied, are 22.66% are neutral and 16.00% are highly dissatisfied are 12.00% are
dissatisfied.




0
5
10
15
20
25
30
35
40
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Percentage
69


ANALYSIS USING CHI-SQUARE

Hither is a relationship between Educational qualification and promotion.
H1: There is no relationship between Educational qualification and promotion.

Table 4.20
Educational qualification * promotion

PROMOTION
Total

5 4 3 2
1
EDUCATIONAL
QUALIFICATION
5 20 12 8 2 2 44
10 17 14 4 2 1 38
12 12 7 2 12 7 40

UG 5 5 4 4 10 28
Total 54 38 18 20 20 150


Table 4.20 Shows that majority of respondent are 5
th
standard qualification in row
majority of respondents are comes under category of 5.





70


Chi-Square Test
Frequencies
3
S.NO
Observed N Expected N Residual
1 44 37.5 6.5
2 38 37.5 .5
3 40 37.5 2.5
4 28 37.5 -9.5
Total 150


Test Statistics

3 17
Chi-Square 3.707
a
14.200
b

df 3 4
Asymp. Sig. .295 .007
a. 0 cells (.0%) have expected frequencies less than 5. The minimum
expected cell No. of Respondents is 37.5.

Table shows the chi square test which includes Pearsons chi square value of 3.707 and
the significant value of 14.200. This value is greater than 0.05.We may accept the Null
Hypothesis. Hence there is a relationship between educational qualification and promotion.

71


ANALYSIS USING CHI-SQUARE

HO: There is a relationship between Experience and Promotion.
H1: There is no relationship between Experience and promotion.

Table 4.21
Experience * promotion opportunities

PROMOTION
Total

5 4 3 2
1
EXPERIENCE 0 5 15 9 5 4 1 34
5 10 25 16 6 7 2 56
10 15 10 11 4 4 6 35

More than 15 4 2 3 5 11 25
Total 54 38 18 20 20 150


Table 4.21 shows that majority of respondent are 5-10years in row majority of
respondent are comes under category of 5.





72




Chi-Square Test
Frequencies
6

Observed N Expected N Residual
1 34 37.5 -3.5
2 56 37.5 18.5
3 35 37.5 -2.5
4 25 37.5 -12.5
Total 150


Test Statistics

6
Chi-Square 13.787
a

df 3
Asymp. Sig. .003
a. 0 cells (.0%) have expected frequencies less than 5. The minimum
expected cell No. of Respondents is 37.5.




73




ANOVA


Sum of
Squares df Mean Square F Sig.
Age Between Groups 17.983 1 17.983 17.363 .000
Within Groups 153.277 148 1.036

Total 171.260 149

Educat
ion
Between Groups 28.972 1 28.972 28.777 .000
Within Groups 149.001 148 1.007

Total 177.973 149

Salary Between Groups 49.951 1 49.951 45.952 .000
Within Groups 160.882 148 1.087

Total 210.833 149




74




ANOVA

Sum of
Squares df Mean Square F Sig.
16 Between Groups 30.199 1 30.199 19.336 .000
Within Groups 231.141 148 1.562

Total 261.340 149

17 Between Groups 8.514 1 8.514 3.517 .063
Within Groups 358.319 148 2.421

Total 366.833 149

18 Between Groups 1.909 1 1.909 .933 .336
Within Groups 302.784 148 2.046

Total 304.693 149



The Table Checks whether the overall Fs for demographic profile of employees were
significant or not by using the ANOVA program. Note that the out of demographics group level
of employees differ significantly where F ratio is used to determine the size of the mean
differences for each individual independent variables comparison, F (1,149) =0.336. The test of
between groups shows that F ratio for experience which are statistically significant (p>0.05)
level.

75



WEIGHTED AVERAGE


S.NO

Particular


Number of
respondents

Weight
W

WX

1
2
3
4
5

Highly satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

29
46
38
19
18

5
4
3
2
1

195
184
114
38
18

Total

150

15

533

Weighted average = XW = WX / W
=533/150
=3.5533





76



T-Test

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
1 150 1.55 .499 .041


One-Sample Test

Test Value = 0


95% Confidence Interval of
the Difference

T df Sig. (2-tailed)
Mean
Difference Lower Upper
1 38.139 149 .000 1.553 1.47 1.63



77



CORRELATION







One-Sample Test

Test Value = 0


95% Confidence Interval of the
Difference

t Df Sig. (2-tailed)
Mean
Difference Lower Upper
1 38.139 149 .000 1.553 1.47 1.63



One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
1 150 1.55 .499 .041
78


CHAPTER V
FINDINGS, SUGGESTION AND CONCLUSION

5.1. FINDINGS
Most of the female workers are worked in the company.
Most of the respondents (30-40) are years age group of workers in this company.
Most of the respondents are qualified 12.
Most of the respondents are getting above 8000.
Most of the respondents are mastery respondents based on their designation..
Most of the respondents are (5-10) are respondents based on their workers this
organization.
Mostly of the respondents are to large extent respondents based on their productivity
level.
Mostly of the respondents are monetary are respondents based on their organization.
Most of the respondents are appreciation letters respondents based on their activity
motivate.
Mostly of the respondents are monetary reward are respondents based on their activities
motivate.
Mostly of the respondents are to large extend are respondents based on their improve
productivity.
Most of the respondents are monthly meetings respondents based on their employee
opinion.
Most of the respondents are working conditions are respondents based on their job
satisfaction.
Most of the respondents are insurance are respondents based on their facilities to the
employee.
Most of the respondents are satisfied are respondents based on their affecting the
motivation.
79

Most of the respondents are highly dissatisfied respondents based on their organization
procedure.
Most of the respondents are satisfied respondents based on their salary.
Most of the respondents are satisfied respondents based on their promotion.
Most of the respondents are satisfied respondents based on their level.


















80



5.2. SUGGESTIONS
The company has a good communication system among its employees & the
company should maintain the same as it would reduce, misinterpretations &
induce smooth & cordial working relationship. The company also makes a good
effort to give a comfortable working environment.
There also exists a cordial relationship between superior & subordinates, which
make the employees, provide a more productive work.
Company should be provided reasonable salary.
Company should arrange the meetings for smooth relationship with others.
Company should be change the job to each employee.
Company can give the freedom to their employees. Because it will useful to
smooth relationship with others and high production















81




5.3 CONCLUSION:

The study on employee motivation highlighted so many factors which
will help to motivate the employees. The study was conducted among 50 employees
and collected information through structured questionnaire. The study helped to findings
which were related with employee motivational programs which are provided in the
organization. The performance appraisal activities really play a major role in motivating the
employees of the organization. It is a major factor that makes an employee feels good
in his work and results in his satisfaction too. The organization can still concentrate on specific
areas which are evolved from this study in order to make the motivational programs more
effective. Only if the employees are properly motivated- they work well and only if
they work well the organization is going to benefit out it. Steps should be taken to
improve the motivational programs procedure in the future. The suggestions of this report
may help in this direction.








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BIBLIOGRAPHY


REFERENCES
Kothari C.R (2002): Research Methodology Wishwa Prabakaran, New Delhi.
Richard I. Levin, David S. Rubin (2002): Statistics for Management, Prentice Hall
of India Private Limited, New Delhi, and 7th Edition.
Philip Kotler (2003): Marketing Management, Pearson Limited, Singapore, and
11th Edition.
Mrs. Gilani (April, May, September 2004): Indian Journal of MARKETING, Print
India, New Delhi.

WEBSITES
http://en.wikipedia.org/wiki/Employee_motivation
http://www.businessballs.com/employeemotivation.htm
http://motivationtypes.blogspot.in/
http://www.inc.com/guides/hr/20776.html
http://managementhelp.org/leadingpeople/motivating-others.htm
http://www.joe.org/joe/1998june/rb3.php
http://www.entrepreneur.com/article/229788



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ANNEXURE
A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL REFERANCE IN
TAMILNADU JAIBHARATH MILLS LIMITED AT MALAYANKULAM
QUESTIONNAIRES
1. Name:
2. Gender:
a) Male b) Female
3. Age:
a) Below 20 b) 20-30 c) 30-40 d) above 40
4. Educational qualification:
a) 5 b) 10 c) 12 d) Under Graduate
5. Salary:
a) 4000 b) 4000-6000 c) 6000-8000 d) Above8000
6. Designation:
a) Maistry b) Oiler c) Labour d) Helper
7. How many years you have been working in this organization?
a) 0-5 Years b) 5-10 Years c) 10-15 Years d) More than 15 Years
8. Do you think that a highly motivated employee will increase the productivity level?
a) To Large Extent b) To Some Extend c) Not At All
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9. Which type of motivation is given by the organization?
a) Monetary b) Non monetary
10. Which type of incentives motives you more?
a) Incentive awards b) Promotion c) Appreciation letters
11. Which activities motivate you the most?
a) Monetary Reward b) Job Promotion c) Job Security d) Transfer
12. Does the organization give training programmed in systematic manner to improve
productivity?
a) To Large Extend b) To Some Extend c) Not at All
13. In which way does the organization collect the employees opinion?
a) Suggestion Box b) Weekly Meetings c) Monthly Meetings
14. Which of the following hygiene factor will result in job satisfaction?
a) Job security b) Promotion c) Pay and Allowances d) Working Conditions
15. Does the organization provide the following facilities to the employees?
a) Insurance b) Medical c) Transport d) Canteen
16. Factors affecting the motivation
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

S.no

PARTICULARS

1

2

3

4

5
1. Organization procedure and polices
2. Salary
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3. Promotion
4. Leave