Professional Documents
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A Study On Motivation of Employees at Tvs Motors Lucknow
A Study On Motivation of Employees at Tvs Motors Lucknow
A Study On Motivation of Employees at Tvs Motors Lucknow
ON
“A STUDY ON MOTIVATION OF
EMPLOYEES AT TVS MOTORS
LUCKNOW”
SUBMITTED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR THE AWARD OF
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
TO
DR A P J ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW
FOR THE SESSION
2017-19
1
CERTIFICATE
2
DECLARATION
This is to declare that I Dheerendra Pratap Singh student of MBA, have personally
AT TVS MOTORS”. The data mentioned in this report were obtained during genuine
work done and collected by me. The data obtained from other sources have been duly
acknowledged. The result embodied in this project has not been submitted to any other
3
ACKNOWLEDGEMENT
Achievement is finding out what you would be then doing, what you have to do. The
higher the summit, the harder is the climb. The goal was fixed and we began with a
determined resolved and put in ceaseless sustained hard work. Greater challenge, greater
This project work, which is my first step in the field of professionalization, has been
like to pay my sincere regards and thanks to those, who directed me at every step in my
project work.
I take this opportunity to extend my sincere gratitude and profound obligation towards
my Project report guide Ms. Manjeet Kaur for giving me valuable suggestions &
encouragement and continuing support, this Summer Training project would not have
been possible.
I am highly thankful to other faculty members whose able guidance in this project makes
4
PREFACE
It was a privilege for us to work in a reputed organization- TVS MOTORS. This has
score over individual effort, where there is a helpful atmosphere. A well planned,
properly executed and evaluated training helps a lot in inoculating good work culture.
MOTORS” has been made to facilitate effective understanding about the marketing
aspects.
The project training has provided me an opportunity to gain practical experience, which
summarize all our experience and knowledge acquired up till now, in this report. This
project is a keen effort to obtain the expected results and fulfill all the information
required.
At the end annexure and bibliography are given for effective understanding.
5
TABLE OF CONTENT
2. Certificate 2
3. Declaration 3
4. Acknowledgement 4
5. Preface 5
6
INTRODUCTION
7
INTRODUCTION
environmental factors that makes a person to admit, “I am happy at my job”. It has also
been defined as the „end state of feeling‟. It is an important dimension of morale and not
morale itself.
Employee Motivation is the end feeling of a person after performing a task to the extent
that a person‟s job fulfills his dominant needs and is consistent with his expectations and
values, the job will be satisfying. The feeling would be positive or negative depending
Employee motivation is different from motivation and morale. Motivation refers to the
willingness to work. Satisfaction on the other hand, implies a positive emotional state.
Morale implies a general attitude toward work and work environment. It is a group
Motivation may be considered a dimension of morale and morale could also be a source
8
of satisfaction. Thus Employee Motivation is an employee‟s general attitude towards his
job.
each one with seven alternative responses, developed one of the earliest scale of
cointerogatery statements, the items leading to yes-no type of responses. There are four
areas including both on job and off the job factors. Each area includes 20 items some of
environment, machines and tools, interest in work, opportunities for promotion and
advancement etc.
2. Management: Rewards and punishment, praise and blame, leave policy, test as a
treatment, etc.
9
social activities, attitude toward people in community, etc.
Statically treatments of the individual item in the four areas are given above.
element in industrial relations. The level of employee motivation deems to have some
relation with various aspects of work behavior such as accidents, absenteeism turnover
and productivity.
motivation and these factors of work behaviors. But whether work behaviors are the
shows that satisfied employees cause fewer accidents. Studies on the relationship
between employee motivation and absenteeism have yielded inconclusive results. Most
10
of these studies showed that low absentee employees were more satisfied with their jobs.
Research also reveals that unionized workers tend to be more satisfied whereas
employees are more likely to quit their jobs than more satisfied employees.
It is generally assumed that satisfied employees are more productive. But research reveals
workers with positive attitude job attitudes were more productive than those with
negative attitudes. In other studies job attitudes and productivity are not related and in
some studies there was negative correlation between job attitudes and productivity. After
reviewing several studies Bray Field and Crockett concluded that employee motivation
did not necessarily go together. Employees in highly productive group were not more
likely than employee in the low productivity groups to be satisfied with their jobs. A
worker may be satisfied with the work environment but may produce more to prove his
abilities to management. On the other hand, a highly satisfied worker may not produce
more and get away with it because he may be friendly with the supervisor.
11
DETERMINANTS OF EMPLOYEE MOTIVATION
The various factors influencing employee motivation may be classified into two
categories:
Environmental Factors:
These factors relate to the work environment, main among which are as follows:
advancement, responsibility, and the work itself tend to provide satisfaction but their
absence does not cause dissatisfaction. Where the job is less repetitive and there is
2. Occupational Level: The higher the level of the job in organization hierarchy the
greater the satisfaction of the individual. These is because positions at higher levels are
generally better paid, more challenging and provide greater freedom of operation. Such
3. Pay and Promotion: All other things being equal, higher pay and better
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4. Work group: Man is a social animal and likes to be associated with other‟s interaction
in the work group help to satisfy social psychological needs and, therefore, isolated
workers. Considerate supervisor takes personal interest of his subordinates and allows
Personal Factors:
1.Age: Some research studies reveal a positive correlation between age and
employee motivation. Workers in advanced age group tend to be more satisfied probably
because they have adjusted with their job conditions. However, there is a sharp decline
after a point perhaps because an individual aspires for better and more prestigious jobs in
2. Sex: One study revealed that women are less satisfied than men due to fewer job
opportunities for females. But female workers may be more satisfied due to their lower
occupational aspirations. But this statement may not be applicable now at present‟s level.
13
3. Educational level: Generally more educated employees tend to be less satisfied with
their jobs probably due to their higher job aspirations. However, research does not yield
4. Marital status: The general impression is that married employees are more
dissatisfied due to their greater responsibilities. But such employees may be more
satisfied because they value their jobs more than unmarried workers.
experience. But it may decreases after twenty years of experience particularly among
14
THEORIES OF EMPLOYEE MOTIVATION
2. Equity theory.
3. Discrepancy theory.
According to this theory a person is satisfied when he gets from his job what he wants.
The more he wants something or the more important it is to him, the more satisfied he is
when he received it. In other words, “employee motivation will vary directly with the
Vroom views satisfaction in terms of the positively valued outcomes that a job provides
to a person. Thus, employee motivation is positively related to the degree to which one‟s
needs are fulfilled. What may satisfy one individual may not satisfy the other due to
function of the degree to which the employee‟s needs fulfilled in the job situation.
15
EQUITY THEORY~
Under this theory, it is believed that a person‟s employee motivation depends upon his
compares his rewards with those of a „reference group‟. If he feels his rewards are
equitable in comparison with others doing similar work, he feels satisfied, employee
motivation is thus a function of the degree to which job characteristics meet the desires of
the reference group. For example, one study of the effects of community features on
employee motivation revealed that workers living in a well to do neighborhood felt less
Equity theory takes into account not only the needs of an individual but also the opinion
DISCREPANCY THEORY~
According to this theory, employee motivation depends upon what a person actually
receives from his job and what he expects to receive. When the rewards actually received
are less than the expected rewards it causes dissatisfaction. In the words of Locke,
what one wants from his job and what one perceives it is actually offering. In other
words, satisfaction is the difference between what one actually received and what he feels
16
he should receive. This theory fails to reveal whether over-satisfaction is or is not a
dimension of dissatisfaction and if so, how does it differ from dissatisfaction arising out
of the situation when received outcomes one less than the outcomes one feels he should
receive.
17
EQUITY-DISCREPANCY THEORY~
This is a combination of equity and discrepancy theories. Lawler has adopted the
difference approach of discrepancy theory rather than the ratio approach of equity theory.
From equity theory the concept of comparison has been selected to serve as an
intervening variable. Under this theory satisfaction is defined as the difference between
the outcomes that one perceives he actually received and outcomes that one feels he
should receive in comparison with others, when the individual feels that what he actually
individual‟s reception of his reward is influenced by more than just the objective amount
of that factor. Because of this psychological influence the same amount of reward often
can be seen quite differently by two people, to one it can be a larger amount, while to
18
LITERATURE
REVIEW
19
LITERATURE REVIEW
people think, feel and do in and around organisations. This study is done by taking a
whole and its characteristics and try to influence them and shape them in terms of
organisational settings. The study of OB helps both organisations and people to improve
In this literature review, closer looks will be taken at specific behaviours people in an
citizenship, and the reasons why people adopt those behaviours, and how to influence or
shape negative behaviours in a way that meets organisational objectives. Also, the role of
performance, absenteeism, turnover, unsafe behaviours and it may even include criminal
20
activity and sexual harassment, which clearly have very negative consequences and can
For example, organisations set goals and objectives that they (with help of employees)
want to achieve, whether in the short or the long term. These objectives may include,
profitability, safe workplace, the reputation of being socially responsible, and so on.
Counterproductive behaviour is also a result of the inner motive of the employee. For
instance, a retail employee who steals merchandise from his/her employer is obviously
doing it intentionally and most likely, for a personal gain. On the other hand, it is entirely
For example, an employee who is poorly trained or lacking in ability may want very
occurs with no doubt, in most (if not all) organisations, and in many forms.
often difficult for an organisation to recognise poor performance and in which level of the
organisation it is actually occurring. It simply consumes a lot of time to detect it, and
21
The level of training and the technologies adopted highly influence the level of
productivity of an employee. If an employee does not receive adequate training, he/ she
It can also be caused by low self-esteem or negative psychological effects. For example, a
Therefore, managers should try to closely examine employee behaviours, to collect more
information about the actual atmosphere of the work, and the consistency of a particular
behaviour, because often, managers do not have a clear vision of the day-to-day work,
and the day-to-day communications or relationships between employees, until, they come
Communications between employees and their employers can prevent all forms of
In some organisations, employees do not get to hear about even minor matters which
affect them until they are overtaken by events. This can result in employees, developing
extremely poor opinion of management, and they sometimes, impute a negative motive
for them, being “kept in the dark”. Ineffective or inadequate communications or flow of
between employees and managers to surface and be dealt with. More optimistically, it
22
will perhaps go further by helping employees and managers to better understand each
other‟s viewpoint and find mutually accepted solutions to their differences (Rollinson
1993).
adopted by employees who are happy about their work. It is defined as the individual
behaviour that is discretionary, not directly or explicitly recognised by the formal reward
system, and that in the aggregate promotes the effective functioning of the organisation
(Maharaj&Schelcheter 2007). That is, the employee voluntarily adopts this behaviour and
Research generally agrees that satisfied employees deliver satisfied customers. The main
two reasons for this is that if employees are happy and satisfied about their job, they will
specific organisation. The second reason is that if the organisation succeeded in keeping
its employees satisfied, employees are less likely to quit their jobs, eventually, employees
gain better knowledge and skills and better serve customers. This also means that there‟s
a consistent service, because customers are served by the same employees. (McShane and
Travaglione 2007)
Happy employees are more likely to develop a sense of meaning and belonging to the
organisation, and more likely to do volunteer things altruistically. For example, helping
Job characteristics (that is, the attributes of a particular job) may affect OCB through
23
completing a task, etc… regarding the motivating potential inherent in job characteristics
(Chen and Chiu 2009). An employee who‟s more committed to completing his/her tasks,
is more likely to value and understand the workplace environment and the relationships
among other members of the organisation, creating a sense of meaningfulness of the job,
Chen and Chiu suggest that employees with motivation and commitment to their
organisation, are more likely to display higher job involvement (that is, the extent in
which an employee is committed and involved with his/her job), and are more willing to
put more effort to fulfil their duties and might as well, fulfil extra duties. Employees who
demonstrate a sense of identity towards their organisation are more likely to perform
Based on a research, adopted by Maharaj and Schechter (2007) management should focus
more on OCB to gain a competitive advantage, and promote the display of OCB.
Job satisfaction can be defined as one's feelings or state-of-mind regarding the nature of
their work. Job satisfaction can be influenced by a variety of factors, for example, the
quality of one's relationship with their supervisor, the quality of the physical environment
in which they work, degree of fulfilment in their work, etc. (Free Management Library
2008). If an employee is satisfied with his/her job and the environment of the workplace,
he/she will be motivated to increase their productivity and the willingness to perform
better.
24
Dawis (1992) points out that it is important to know that there are different kinds of job
satisfaction. Intrinsic job satisfaction is when employees consider only the kind of work
they do (that is, the tasks they perform). Extrinsic job satisfaction is when employees
consider the conditions of work such as their pay, fellow workers, supervisors, etc…
These two types of satisfaction are different, and it helps to look at jobs from both points
of view. For example, if an employee is dissatisfied with their job, it is important to think
of which extent they are actually dissatisfied, and ask themselves whether they are
dissatisfied with the conditions of work or the actual tasks they do. Knowing the reason
The second important thing to recognise is that job satisfaction is a result of the
fulfilment of job expectations (that is, what employees look for in a job). Job expectations
can include, the kind of work that makes the best use of one's abilities and gives a feeling
of accomplishment, having a secure job that provides a steady employment, working for
an organisation that has a good reputation that one can be proud of working for, being
able to progress in the job or career, working with coworkers who are competent and
congenial, being paid at least enough to meet one's needs and being paid fairly in
fair, having working hours that allow one to compromise between work and family or to
pursue other interests and live the preferred lifestyle, having benefits that meet one's
needs and compare well with those of others, having physical working conditions that are
safe, not injurious to health, not stressful. And the list goes on…
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If most or all of employee expectations are fulfilled, it is more likely that employees will
become more involved with their job, put extra effort to get the job done, and eventually,
From the different opinions used in this literature review, it can be clearly seen that all
the different authors have agreed upon the different types of organisationalbehaviours
and their causes. Kelloway, Francis, Prosser and Cameron have agreed with Jex on the
definition of counterproductive behaviour and the forms it can take, whether it is done
intentionally or unintentionally. While Rollinson stated that the causes of such behaviours
are unclear unless communications between supervision and employees take place to
minimise conflicts, achieve convergence of views and keep employees updated about
organisation that is not recognised by the organisation‟s reward system. They pointed out
that such behaviours are beneficial to the organisation as employees are more willing to
help other employees, might as well get extra work done, and so on. They also claimed
Chen and Chiu suggested that employees who show commitment and job involvement
are more likely to better understand the environment of the organisation and the
Job satisfaction is one other indicator of employee‟s OCB. According to the Free
26
nature of their work. Chen and Chui suggested that the fulfilment of job characteristics
and employee perceptions creates an inner motivation to put more effort into their work,
have more commitment towards the organisation, become more satisfied and eventually
Dawis pointed out the importance of distinguishing between the two different types of
job satisfaction (Intrinsic and Extrinsic satisfaction). He also suggested that the fulfilment
of job characteristics and employee perceptions creates an inner motivation to put more
effort into their work, have more commitment towards the organisation and eventually
When two experienced figures have different views and ideas about the same point (i.e.
the organisationalbehaviours in an organisation), they are actually putting these ideas and
views out of their experience and feedback individually, and each one of them has
definitely different reaction and perception according to firstly their satisfactions and
secondly to the different environments where they gained these views. Even if they agree
about a certain point in this regard, they may differ in the means or methods used to
achieve same results, because there might be different methodologies leading to same
outcomes, and each one of these figures may suggest different methodology but both
agree to achieve same outcomes. Ultimately, having these differences between the two
will impact positively on the overall knowledge and will rise further discussions of how
27
In any organisation, whether employers or employees all need to have a reasonable
organisation. The behaviours of the employees are based on their perceptions, hence, it is
discussions, listening and communications. This will reduce conflict between managers
and their employees be holding circular meetings together, and having mutual feedbacks.
It is ideal to hold these meetings in order to reinforce the certain behaviours desired to see
the team work which is crucial in supporting and implementing the planned
organisational objectives.
28
COMPANY
PROFILE
29
COMPANY PROFILE
Type Public
Industry Automotive
Founded 1978
Founder T. V. SundaramIyengar
Venu Srinivasan
Key people
(Chairman&MD)
30
Parent Sundaram - Clayton Limited
Website www.tvsmotor.com
TVS Motor Company Limited, part of the TVS Group, is one of India's leading two-
manufactures a wide range of motorcycles, scooters and mopeds. Little wonder, it boasts
The year was 1980. And it is a year to remember for the Indian two-wheeler industry. For
it was this year that saw India's first two-seater moped, TVS 50, rolling out on the Indian
roads. For some it was freedom to move. For some shorter distances to span For the
With the joint venture with Suzuki Motor Corporation in 1983, TVS-Suzuki became the
Through an amicable agreement the two companies parted ways in September 2001.
Unmatched Performance
Today TVS Motor Company has the largest market share in the moped category with a
whopping 65.3% and is also the undisputed leader in the scooterette segment with 34.3%
31
Wide Network
With a strong sales and service network of 500 Authorized Dealerships, 1018 Authorized
Service Centres and over 864 Certified Service Points, TVS is growing from strength to
strength.
The company manufactures its motorcycles, scooterettes and mopeds at its state-of-the-
Product Range
- Motorcycles - TVS Centra / TVS Victor / TVS Fiero F2/ TVS Max 100/ TVS Max 100
VISION
TVS Motor will be responsive to customer requirements consonant with its core
competence and profitability. TVS Motor will provide total customer satisfaction by
giving the customer the right product, at the right price, at the right time.
32
TVS Motor will be one among the top two two-wheeler manufacturers in India and one
TVS Motor will have profitable operations overseas especially in Asian markets,
marketing. The thrust will be to achieve a significant share for international business in
TVS Motor will hone and sustain its cutting edge of technology by constant
adopting TQM as a way of life. TVS Motor believes in the importance of the process.
People and projects will be evaluated both by their end results and the process adopted.
TVS Motor believes that people make an organization and that its well-being is
dependent on the commitment and growth of its people. There will be a sustained effort
33
through systematic training and planning career growth to develop employees' talents and
enhance job satisfaction. TVS Motor will create an enabling ambience where the
maximum self-actualization of every employee is achieved. TVS Motor will support and
encourage the process of self-renewal in all its employees and nurture their sense of self
worth.
TVS Motor firmly believes in the integration of Safety, Health and Environmental
aspects with all business activities and ensures protection of employees and environment
relationships of mutual trust and inter- dependence with its customers, employees, dealers
and suppliers.
MILESTONES
TECHNOLOGY
TVS Motor Company's R&D division has an imposing pool of talent and one of the most
Committed to achieving total customer satisfaction through Total Quality Control (TQC),
the Company continuously strives to give the customer, the best value for money.
ECO-FRIENDLY
at Mysore &Hosur have state-of-the-art facilities & air pollution control measures. Even
34
the suppliers are encouraged to ensure that their products meet eco-friendly norms.
AWARDSDeming Award
TVS Motor is the third Indian company to win the Deming Prize. Only two other TVS
It's been a long time since the Union of Japanese Scientists and Engineers instituted the
Deming Prize. But very, very few organizations outside Japan have had the honor of
receiving it. In fact, the TVS Motor Company is the world's first motorcycle company to
As for the TVS Group, it's a third. TVS-Clayton Ltd. (Brakes Division) and TVS Brake
Linings Ltd. have already won it. The Deming Prize is the ultimate confirmation of our
commitment to quality control. A confirmation known to every TVS rider across the
country.
Automobile Industry in India TVS Centra crosses an astounding 20,000 sales mark in 40
days
Hosur, March 6, 2004: TVS Motor Company today announced that the sales of TVS
engine technology crossed 20,000 units in just 40 days since its launch in mid January
35
2004, the best ever clocked by any new product from the TVS Motor Company stable.
This achievement is expected to spiral the overall growth of TVS Motorcycles sales in
The impressive sales figures reflect the customer's faith in the technological capability of
TVS Motor Company to fully live up to its promise of delivering a world-class product at
an affordable price. Due to excellent customer feedback across the country, TVS dealers
are being pressurized with enquiries on the new 100 CC 4 Stroke Centra and its
revolutionary VT-i engine technology. Having caught the public's imagination, TVS
Centra has fully lived up to its promise of a 'Fill it Once a Month Bike' where a full tank
of petrol lasts for a month based on the average use of motorcycle customers.
A panel of leading auto experts in India, after having tested TVS Centra, have endorsed
the fact that it was the 'best in its class' and also commended TVS Motor Company on its
TVS Centra is powered by VT-i engines which are designed to deliver superb
performance on fuel efficiency and torque delivery based on three fundamental actions
namely variable ignition timing and superior combustion of fuel, friction reduction and
Added to its technological edge are features that include attractive price, fuel efficiency,
low maintenance, contemporary style, ride comfort and backed by TVS Motor
36
Chennai, January 5, 2004: India's leading two wheeler major, TVS Motor Company's
commitment to produce the best technology in its products for its customers has led to the
This revolutionary new VT-i engine technology, developed indigenously by TVS Motor
Company, inbuilt into TVS Centra will make it the most fuel-efficient motorcycle in the
Country. It will be rightfully called as the 'Fill it Once a Month Bike' where a full tank of
petrol will last for a month based on the average use of motorcycle customers.
The VT-i Engines by TVS Motor Company will go down in the history of the
indigenously. The VT-i engines are designed to deliver superb performance on fuel
efficiency and torque delivery based on three fundamental actions namely variable
ignition timing and superior combustion of fuel, friction reduction and fuel wastage
reduction. This action facilitates deceleration fuel cut off, faster warm up of the Engine
Like all TVS Motor Company products, TVS Centra too has been engineered and
designed keeping in mind extensive customer feedback and changing customer needs.
TVS Centra will be the first motorcycle in India that will bundle price, mileage,
maintenance, style, reliability, power, ruggedness and ride comfort making it truly a
value for money personal transportation two-wheeler. Those who want all these
performance attributes in a commuter motorcycle at a great price; nothing will beat the
37
TVS Centra is built around to give a mileage that will offer atleast 10 per cent more than
any other motorcycle in the country, today. It will be powered by 7.5 Brake Horse Power
(Bhp) at 7250 RPM making it the most powerful motorcycle in its class. TVS Centra will
also be known for its nimble handling and riding comfort enabling easy maneuvering
even in busy city traffic. Its contemporary style with big muscular tank and well-rounded
looks with a horizontal engine and superior ergonomics will mark a new standard in the
popular segment of two wheelers. It will come with Econometer to keep a check on the
mileage / power ratio, wide and skid free seat and Utility space.
In order to improve the shareholder value and to facilitate greater liquidity in its equity
shares, TVS Motor Company recently subdivided the face value of its shares to Re. 1/-
each. Earlier the face value of the shares was Rs. 10/-
COMPANY
The Shareholders of TVS Motor Company and Lakshmi Auto Components (LAC) have
on 19th January 2004 approved the merger of Engine Division of LAC with TVS Motor
Company and transfer of Rubber and Plastics division of LAC to TVS Auto Components
Limited, a wholly owned subsidiary of TVS Motor Company. The company expects to
obtain the approval of High Court of Tamil Nadu and complete other statutory formalities
in the next few months. This merger is expected to improve the overall profitability of
38
Objectives of the study
39
OBJECTIVES OF THE STUDY
organization
40
RESEARCH
METHODOLOGY
41
RESEARCH METHODOLOGY
internet.
42
Type of Research
being studied. It does not answer questions about how/when/why the characteristics
occurred.
DATA COLLECTION SOURCE: Two methods have been used to collect the relevant
questionnaire.
Secondary Data: it is compiled through books, magazines, newspapers and internet etc.
the data and data will be analyzed with the help of percentage table, respective graph,
43
Data Analysis
&
Interpretation
44
ANSWERS BASED ON QUESTIONAIRS
Q1. How far you are satisfied with the incentives provided by the organizations?
Particular percentage
Highly satisfied 36
Satisfied 58
Neutral 6
Dissatisfied 0
Highly dissatisfied 0
Total 100
70
58%
60
50
40 36%
30
20
10 6%
0% 0%
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied
INTERPRETATION:
The table shows that 36% of the respondents are highly satisfied and 58% of the
respondents are satisfied with incentives provided by the organization so we can conclude
most of the employees are satisfied with the incentives provided by the organization.
45
Q2. Does your Job improve your skills and abilities?
Particular Percentage
Yes 64
No 20
Never 16
Total 100
70 64%
60
50
40
30
20%
20 16%
10
0
Yes No Never
INTERPRETATION:
64% of the respondents are agreed that their job improves their skills and abilities and
20% of the respondents agreed that their skills and abilities are not improves. It can be
46
Q3. Do you think that the incentives and other benefits will influence your
performance?
Particular Percentage
Influence 64
Does not influence 24
No opinion 12
Total 100
70 64%
60
50
40
30 24%
20
12%
10
0
Influence Does not influence No opinion
INTERPRETATION:
The table shows that 64% of the respondents says that the incentives and other benefits
influence their performance, 24% respondents says that it does not influence much and
47
Q4. Management is really interested in motivating the employees?
Particular Percentage
Agree 50
Disagree 36
Neutral 14
Total 100
60
50%
50
40 36%
30
20
14%
10
0
Agree Disagree Neutral
INTERPRETATION:
From the above table it is clear that 50% of the employees are agreed that the
management is really interested in motivating the employees and 36% of the employees
are disagreed and 14% are neutral. So it can be concluded that management is really
48
Q5. Does the management involve you in the decision making which are connected
to your department?
Particular Percentages
Yes 94
No 0
Occasionally 6
Total 100
100 94%
90
80
70
60
50
40
30
20 6%
10
0 0
Yes No Occasionally
INTERPRETATION:
The table shows 94% of the respondents says that they involved by the management
when management is going to take decision which is connected with their department.
49
Q6. Do you enthusiastic about your work?
Particular Percentage
Always 30
Sometimes 60
Never 10
Total 100
PERCENTAGE
Never, 10%
Always, 30%
Always
Sometimes
Never
Sometimes, 60%
INTERPRETATION:
From the above table, we can conclude that 60% of the respondents agreed that they feel
50
Q7. Are you encouraged to come up with new and better ways of doing things?
Particular Percentage
Strongly agree 40
Agree 20
Neutral 24
Disagree 16
Strongly disagree 0
Total 100
45
40%
40
35
30
25 24%
20%
20
16%
15
10
5
0%
0
Strongly agree agree Neutral Disagree Strongly disagree
INTERPRETATION:
From the above table we can conclude that 40% of the employees agreed that they are
51
Q8. Have you been promoted at work in the last six months?
Particular Percentage
Yes 36
No 64
Total 100
Yes, 36%
Yes
No
No, 64%
INTERPRETATION:
The table shows that 64% of the employees are not promoted from the last six months
and 36% of the employees are promoted. From this we can conclude that most of the
52
Q9. Are you adequately recognized for your good work?
Particular Percentages
Agree 56
Disagree 20
Neutral 24
Total 100
60 56%
50
40
30
20% 24%
20
10
0
Agree Disagree Neutral
INTERPRETATION:
The figure shows that 56% of the employees agreed that they are always recognized for
good work and 20% are disagreed and 24% respondents are neutral. So it can be
53
Q10. Rank the following factors which motivates you the most?
Particular Percentage
Salary increase 42
Promotion 30
Leave 6
Motivational talks 10
Reorganization 12
Total 100
45 42%
40
35
30%
30
25
20
15 12%
10%
10 6%
5
0
Salary increase Promotion Leave Motivational talks recognization
INTERPRETATION:
The table shows that 42% of the respondents are responding that the increase in salary
54
Q11. Have you been nominated for training & development programmes for the last
6 months?
a) Yes
b) No
40%
60%
Yes
No
INTERPRETATION:
The table shows that 60% of the respondents are expressing that they are nominated for
training and development programme in the organization for the last 6 months.
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Q12. Does the management provide continuous feed back in solving work related
problems?
35 32%
30 28%
25
20 18%
15 12%
10%
10
0
Strongly agree Agree Neutral Disagree Strongly
Disagree
INTERPRETATION:
The table shows that 28% of respondents strongly agreed and 32% agree that they are
getting feedback from management and 20% are neutral and 10% are disagree that they
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Q13. Overall are you satisfied with your job?
a) Yes
b) No
Particular Percentage
Yes 56
No 44
Total 100
60 56%
50 44%
40
30 Yes
20 No
10
0
Percentage
INTERPRETATION:
The figure shows that 56% of the respondents are satisfied with their job and only 44% of
the respondents agreed that they are not satisfied with their job.It can be concluded that
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FINDINGS
58
FINDINGS
According to me some findings on the issues are as below:
Out of the 100 employees, all most all the executives are quite satisfied with the
job they withhold, but in contrast, the other two categories show the variation. The
supervisors make the 35% contribution to the data i.e., about 21 in number & out of these
16 were quite satisfied which makes 76% approx. and the worker class which constitutes
about 50% of the total sample i.e., 30 in number & out of these 18-19 were quite satisfied
Almost all the employees of TVS MOTORS are very much satisfied with the
medical facility that they get from TVS MOTORS. The reason for some dissatisfaction
that has been shown by some of the employees that includes the worker class (they are 3
in number).
The housing facility which the employees of TVS MOTORS are getting are
according to them are the best which the organization can provide, well ventilated and
good houses are there with the better sanitation facilities and as the result of this the
percentage of the fully satisfied employees are to the larger side i.e., 98% approx.
The interesting and quite mixed responses had come into light when the question
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regarding the promotion policy was asked form the employees. About 23% of the
includes worker class to the maximum extent) and about 12% of the employees(i.e., 7
in number) were strongly disagreed to the fact that the promotion policy adopted by
TVS MOTORS is not appropriate up to the great extent(it includes some supervisors
According to me, TVS MOTORS working conditions are good and are fully met
with: Proper lightening, Noise, Ventilation and temperature, mental environment, Social
environment.
When asked from the employees that how they rate their job on the 5-point scale
the responses were towards the positive side, very few had rated their job under 3 point
except one, who belonged to the quality control department of TVS MOTORS, when
asked why he is rating his job to such a low point on scale the answer was quite shocking,
he said that the major reason for his low rating is that he has not work to do in the
department.
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The study found that 64% of employee motivation with regard to increments
given to employees
About 56% of the employees agree that financial incentives motivate them than
non-financial incentives.
68% employees are satisfied with regards to the lunch breaks, rest breaks and
Majority 72% of the employees agree good working conditions are provided in
the organization.
Majority 72% of the respondents are satisfied with the opinion of the job
securities provided.
Most of the respondents 60% agree that the retirement benefits available are
sufficient.
Most of the respondents 64% of them agree that the medical benefits provided are
satisfactory.
Majority 76% of the respondents are satisfied with the responsibility and role of
their work.
Majority 76% of the respondent visibility with top management are considered
important.
Most of the respondents 60% feel superior recognizes work in the organization.
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68% of the respondents feels the job gives a good status in the organization
76% of the respondents are satisfied with regard to responsibility and role they
perform.
72% of respondents are satisfied with the support from the HR department.
Majority of the respondents 72% shows fare amount of team spirit in the
organization.
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SUGGESTIONS
63
SUGGESTIONS
TVS MOTORS should make arrangement for the workers to skill them in all
fields & in all kinds of job regular training & education programs should be arranged for
the supervisor and executive so as to uplift them as multi-skilled & to end monotony. In
scheduled and should also be made compulsory for all class of employees. This will also
help the employees to remain fresh & healthy at their work place.
The management is requested to educate the employees about the policies of the
organization. Even there are some policies, which are to be amended as per suggestions
of employees.
employees.
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Not only in papers but in practical employees should be strictly allowed to
establishment within the company right from top to lower level so that the employees can
convey their problems & give suggestion to the top management & they should also be
such as policies & procedures, working conditions & environment, incentive to the
Employee- employer relations: The employer should make effort to talk to the
employees and share his/her view on various topics. Employer should encourage and
Employee- employee relation: Only a few of the employees trust their co-workers,
therefore this area needs improvement. Group activities should be encouraged more so
that employees can work together and thus strengthen their relation. More informal
65
Few of the employees are not satisfied with the lunch breaks, rest breaks provided
it can be extended.
Some of the employees are not satisfied with the relationship between the top
Most of the employees agree that the performance appraisal activities are helpful
to get motivated, so the company should try to improve performance appraisal system,so
their improvement
there would be active and committed participation of staff for the success of the
organization
66
CONCLUSION
67
CONCLUSION
management.
The employees are satisfied with the present incentive plan of the company
Most of the workers agreed that the company is eager in recognizing and
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
Appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the employees.
68
The motivational strategies used in TVS MOTORS are very good. The employees are
found to be motivated and they are happy with the pay structure, benefits, work hours,
freedom to work etc. The organization has to be appreciated for keeping the employee
highly motivated and thereby helping them to meet personal as well as organizational
goals.
The study concludes that, the motivational program procedure in TVS MOTORSis found
effective but not highly effective. The study on employee motivation highlighted so
many factors which will help to motivate the employees. The study was conducted
study helped to findings which were related with employee motivational programs
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
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Creating a workplace with excellent morale and motivated employees is a long-term
operations. Highly motivated and engaged personnel are a tremendous asset to any
recognition
Developing well-motivated employees leads to more satisfied customers and higher sales;
this in turn leads to greater employee motivation and creates a virtuous circle. Highly
motivated employees are likely to be engaged employees, willing to go the extra mile
with customers, and to reward their employers with loyalty, high levels of
70
LIMITATIONS OF
THE STUDY
71
LIMITATIONS OF THE STUDY
Scope of the study is confined to the areas of Reliance Communication& that too
It was difficult for some executives to fill up the questionnaire themselves. Thus the
researcher has to clear all the doubt about the questionnaire that consumed most of
the time.
Some executive might have not answered the questions currently because of the busy
schedule. They tend to hurry up the talk, which inhibits proper collection of data.
The higher level executives were unavailable for response as they have a very busy
schedule.
72
BIBLIOGRAPHY
73
BIBLIOGRAPHY
1. http://www.managementhelp.org/email/form-to-add-content.htm
2. http://en.wikipedia.org/wiki/steam.
3. http://rd1.hitbox.com/rd? acct=WQ5907226K7DEMENo&p=S.
4.http://en.wikipedia.org/wiki/Employee motivation.
5. http://www.aafp.org/fpm/accessories.
6. http://www.quintcareers.com/
REFERENCES
Albrecht, K., &Zemke, R. (1985). Service America. Homewood, IL: Dow Jones-
Irwin.
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ANNEXURE
75
ANNEXURE
Questionnaires
Q1. Do you feel that employees in TVS MOTORS are satisfied in job assigned to
them?
Ans:………………………………………………………………………………………
…………………………………………………………………
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Q4. Are you satisfied with the medical facility in TVS MOTORS?
Q6. Do you agree with the promotion facility in TVS MOTORS? If so, at what
extent?
Ans:………………………………………………………………………………………
…………………………………………………………………
Q7. Are you satisfied with the working condition particularly at your work place,
77
Q8. To what extent you are motivated by your job? Give in 5-point scale?
1 2 3 4 5
Q10. The amount of participation that you fell with other management people in
decision-making is adequate?
Ans…………………………………………………………………………………………
…………………………………………………………………..
Q12. Are you satisfied with the education facilities provided by TVS MOTORS for
employee’s children?
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Q13. What other measure you would like to give for employee motivation?
Ans…………………………………………………………………………………………
…………………………………………SS………………………...
79