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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
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Supervised by:
Mr.Shantanu Verma Submitted by:
Asst. Prof. Santosh Jaiswal
Roll No. 82140086
Enroll No. DX1806743
1
CERTIFICATE
2
DECLARATION
3
DECLARATION OF THE STUDENT
This is to certify that the project entitled “To study effectiveness of motivation tools &
techniques by TVS Motors at Lucknow” is a work done by Santosh Jaiswal, under the
supervision of Prof Shantanu Verma in partial fulfilment for the degree of Master of Business
Administration by Devi Ahilya Vishwavidyalaya
Place: Indore
Santosh Jaiswal
Date:
Roll No. 82140086
4
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 Prof. Shantanu Verma for giving me valuable suggestions &
I am highly thankful to other faculty members whose able guidance in this project
Santosh Jaiswal
5
6
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.
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.
Santosh Jaiswal
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Abstract
8
TABLE OF CONTENT
3. Acknowledgement 3
4. Declaration 4
6. Preface 7-18
7. Abstract 19-28
8. Introduction 09-19
18. Bibliography 65
19. References 66
20. Annexure 67-70
INTRODUCTIO
9
The term “Employee Motivation” was brought to limelight by Hoppock. According to him,
Employee Motivation is the combination of psychological, physiological and 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
Like intelligence, measure of employee motivation is difficult. Most studies have measured employee motivation
through a questionnaire. Hoppock developed four terms, each one with seven alternative responses, developed
one of the earliest scales of measuring employee motivation
10
11
Personal Adjustment: Health, home and living
conditions, finances,Relation with family members,
emotionalism, etc.
12
Employee motivation is an integral component of
organizational health and an important 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.
13
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 of
disturbed organizations were generally less
satisfied. Less satisfied employees are more likely
to quit their jobs than more satisfied employees.
14
15
DETERMINANTS OF EMPLOYEE MOTIVATION
Environmental factors
and II. Personal factors.
Environmental Factors:
16
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 jobs carry greater prestige, self-
control and need satisfaction
17
Work group: Man is a social animal and likes to be
associated with other‟s interaction
Personal Factors:
18
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 the
later years of his life.
19
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 conclusive
relationship between these two variables.
20
21
22
THEORIES OF EMPLOYEE MOTIVATION
Equity theory.
Discrepancy theory.
23
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 extent to which those needs of an
individual which can be satisfied actually”.
24
EQUITY THEORY
DISCREPANCY THEORY~
25
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, “employee motivation and
dissatisfaction are function of perceived
relationship between 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
26
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.
27
28
29
EQUITY- DISCREPANCY THEORY
30
LITERATURE REVIEW
31
McShane and Travaglione 2007 defined Organisational
Behaviour as the study of what people think, feel and do
in and around organisations. This study is done by taking
a systematic approach when viewing the relationships
between employees and management or organisation. It
tends to study individuals, teams or the organisation as 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
relationships, working towards common objectives.
32
33
activity and sexual harassment, which clearly have very
negative consequences and can be very destructive and
costly to the organisation.
34
35
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 will
not be able to be productive enough.
36
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 information can quickly lead to
speculations and rumours.
37
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).
38
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 other employees, performing extra duties, and so
on.
39
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, and as a result, enhancing
OCB.
40
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.
41
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 of dissatisfaction delivers a
more relevant solution for this problem.
42
43
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, their psychological needs are satisfied.
44
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
relationships among other employees and with their
supervisors.
45
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 more involved with
their job, creating OCB.
46
When two experienced figures have different views and
ideas about the same point (i.e. the organisational
behaviours 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 and what is the
best way to meet the goa
47
In any organisation, whether employers or employees all
need to have a reasonable exposure to organisational
behaviours to achieve the planned objectives of their
organisation. The behaviours of the employees are based
on their perceptions, hence, it is important that
management of an organisation understands these
perceptions by 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 increase. Furthermore, improving social
relationships between employees would enhance the team
work which is crucial in supporting and implementing the
planned organisational objectives.
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COMPANY PROFILE
Type Public
Industry Automotive
Founded 1978
Founder T. V. SundaramIyengar
Venu Srinivasan
Key people
(Chairman&MD)
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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%
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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.
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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
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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
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
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the suppliers are encouraged to ensure that their products meet eco-friendly norms.
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
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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
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Chennai, January 5, 2004: India's leading two wheelers 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
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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
57
58
OBJECTIVE OF THE STUDY
organization
59
60
RESEARCH
METHODOLOGY
Descriptive research.
Type of research
random sampling
Data collection
methods
Primary data was collected by
Data Source
questionnaires and secondary data was
internet.
Sample
Type 100 Respondents
Sample Unit
61
62
Descriptive research is used to describe characteristics of a population or phenomenon 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, bar
Particular percentage
Highly satisfied 36
Satisfied 58
Neutral 6
Dissatisfied 0
Highly dissatisfied 0
Total 100
70
58%
60
50
40 36%
30
20
6%
10
0% 0%
0
Highly
satisfied Satisfied Neutral Dissatisfied Highly
d
i
s
s
a
ti
s
fi
e
d
INTERPRETATION:
The table shows that 36% of the respondents are highly satisfied and
Particular Percentage
Yes 64
No 20
Never 16
Total 100
70
64%
60
50
40
30
20%
20 16%
10
0
N
Yes o 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
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
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
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.
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
Particular Percentage
Strongly agree 40
Agree 20
Neutral 24
Disagree 16
Strongly disagree 0
Total 100
45
40%
40
35
30
24%
25
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
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
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
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 10% 12%
10
6%
5
0
Salary increase Promotion Leave Motivational talksrecognization
INTERPRETATION:
The table shows that 42% of the respondents are responding that the increase in salary
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.
Q12. Does the management provide continuous feed back in solving work related
problems?
35 32%
30 28%
25
20 18%
15 12%
10%
10
5
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
a) Yes
b) No
Particular Percentage
Yes 56
No 44
Total 100
60 56%
50
44%
40
30 Yes
No
20
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
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
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.
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 salary drawings at present.
68% employees are satisfied with regards to the lunch breaks, rest breaks and
leaves provided by the organization.
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.
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.
SUGESSTIONS
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
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.
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
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
Some of the employees are not satisfied with the relationship between the top
management they should be free to speak with their employees.
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
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
acknowledging their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that their 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.
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
69
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
sales; this in turn leads to greater employee motivation and creates a virtuous circle.
extra mile with customers, and to reward their employers with loyalty, high levels of
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.
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/
Albrecht, K., &Zemke, R. (1985). Service America. Homewood, IL: Dow Jones-
Irwin.
Questionnaires
Q1. Do you feel that employees in TVS MOTORS are satisfied in job assigned to
them?
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employee’s children?
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