Marketing On Maruthi Indane Gas

A STUDY ON EMPLOYEE MOTIVATION IN
MARUTHI INDANE PVT Ltd.
A Project report Submitted in partial fulfillment of

the requirements for the award of the degree
BACHELOR OF BUSINESS ADMINISTRATION

BY
K.EUNICE VINITHA
(412002269)
KAVIYA
(412002271)
JEEVITHA
(412002270)
Under the guidance of
Prof. Dr. RAJA LAKSHMI SARAVANAN, MBA, M. Phil,Ph.D,NET
DEPARTMENT OF BUSINESS ADMINISTRATION
MAR GREGORIOS COLLEGE OF ARTS AND SCIENCE

MOGAPPAIR WEST CHENNAI – 6000 037
1
COLLEGE CERTIFICATE
I certify that the Project work entitled “STUDY ON EMPLOYEE

MOTIVATION IN MARUTHI INDANE.,” submitted for the degree of
BACHELOR OF BUSINESS ADMINISTRATION by K. EUNICE
VINITHA (412002269), JEEVITHA (412002270), KAVIYA (412002271) is
the record of Project work carried out by them during the period March – 2023
under my guidance and supervision, and that this work has not formed the basis
for the award of any Degree, Diploma, Associateship, Fellowship or other
Titles in this university or any other University or other similar institution of
Higher Learning.
FACULTY GUIDE
HEAD OF THE DEPARTMENT
INTERNAL EXAMINER EXTERNAL EXAMINER
2
DECLARATION
I declare that this this is titled “STUDY ON EMPLOYEE MOTIVATION IN

MARUTHI INDANE., submitted by me in partial fulfillment of the
requirement for the degree of BACHELOR OF BUSINESS
ADMINISTRATION BY K. EUNICE VINITHA (412002269), JEEVITHA
(412002270), KAVIYA (412002271) is the record of project work carried out
by me during the period MARCH 2023 under the supervision and guidance
of This is my original Project work and has not previously formed the basis of
the award for any degree, diploma, Associateship, Fellowship or other Titles in
this university or any other University or other similar institution of Higher
Learning.
PLACE : CHENNAI
DATE :
K. EUNICE VINITHA (412002269)
KAVIYA (412002271)
JEEVITHA (412992270)
3
ACKNOWLEDGEMENT
First and foremost, I would like to thank the almighty for showering his blessings on us
to carry out any assignment and all my endeavors.
I wish to offer my grateful thanks to for REV.FR.MATTHEW
PALLIKUNNEL hisinspiring encouragement and blessings for completion of
the Research work.
My deep sense of gratitude goes to our principal DR M. SIVARAJAN for monitoring
me towards excellence in pursuit of my goal.
I express my profound gratitude to the Head of the department. Dr. I. M.
CHRISTINA FEBIULA for permitting me to undergo research work and
I express my deep sense of gratitude and respect to my Project Guide Prof. Dr.
RAJA LAKSHMI SARAVANAN for providing motivation, support, and
scholarly guidance and encouragement at every stage of the study without
which could not have been presented in the manner in which it has been done.
I am indebted to her for the invaluable knowledge she has imparted to me while
pursuing this doctoral research. I am extremely grateful to him for making this
thesis a reality.
I am grateful to the Department of Information Systems Management, for

having given me the opportunity to pursue this Project work and also I am
thankful to all MAR GREGORIOS COLLEGE OF ARTS AND SCIENCE the
faculty members of the Department,
Prof Mr. V. SENTHILMURUGAN, Prof Mr.M. RAMU being approachable
and helpful.
Finally, I thank all those who have inspired me, especially the professors and
colleagues of various academic institutions where I was associated with in the
past, but whose names do not find an explicit mention here.
PLACE: CHENNAI
DATE:
K. EUNICE VINITHA (412002269)
JEEVITHA (412002270)
KAVIYA (412002271)
4
CONTENTS
CHAPTER NO. TITLE PAGE NO.
1 INTRODUCTION 8 - 24
2 REVIEW OF LITERATURE 25 - 31
3 RESEARCH METHODOLOGY 32 - 39
4 DATA ANALYSIS AND INTERPRETATION 40 - 56
5 FINDINGS, SUGGESTIONS AND CONCLUSION 57 - 60
6 ANNEXURE 61 - 63
7 BIBLIOGRAPHY 64 – 67
5
LIST OF TABLES
TABLE NO TITLE PAGE NO
4.1 AGE OF THE RESPONDENTS 41
4.2 GENDER OF THE RESPONDENTS 42
4.3 ANNUAL INCOME OF THE RESPONDENTS 43
4.4 MARITAL STATUS OF THE RESPONDENTS 44
4.5 TYPE OF INCENTIVES FOR RESPONDENTS 45
4.6 OBSTACLES IN EMPLOYEE PERFORMANCE OF THE 46

RESPONDENTS
4.7 MOTIVATION AND EMPOWERMENT OF THE 47

RESPONDENTS
4.8 MOTIVATION PROGRAM WHICH THE COMPANY 48

INVOLVED IN MOTIVATING OF THE RESPONDENTS
4.9 THE INCENTIVES PROVIDED BY THE ORGANISATION 49

TO THE RESPONDENTS
4.10 SHOWS THE INCENTIVES AND OTHER BENEFITS WILL 50

INFLUENCE THE PERFORRMANCE OF THE
RESPONDENTS
4.11 ANALYSIS ASSOCIATION BETWEEN AGE AND 51

MANAGEMENT INVOLVES YOU IN DECISION MAKING
OF THE RESPONDENTS
4.12 ANALYSIS ASSOCIATION BETWEEN AGE AND LEVEL OF 52

SATISFACTION WITH THE MANAGEMENT STYLE OF
SUPERIORS
4.13 ANALYSIS ASSOCIATION OF WORKING CONDITION IN 53

THE ORGANIZATION
4.14 ANALYSIS ASSOCIATION OF MOTIVATION BY THE 54

SUPERIORS
4.15 THE CORRELATION FOR THE MOTIVATION FACTOR OF 55-56

THE RESPONDENTS
6
LIST OF FIGURES
CHART NO TITLE PAGE NO

4.1 AGE OF THE RESPONDENTS 41
4.2 GENDER OF THE RESPONDENTS 42
4.3 ANNUAL INCOME OF THE RESPONDENTS 43
4.4 MARITAL STATUS OF THE RESPONDENTS 44
4.5 TYPE OF INCENTIVES FOR RESPONDENTS 45
4.6 OBSTACLES IN EMPLOYEE PERFORMANCE 46
OF THE RESPONDENTS
4.7 MOTIVATION AND EMPOWERMENT OF 47

THE RESPONDENTS
4.8 MOTIVATION PROGRAM WHICH THE 48

COMPANY INVOLVED IN MOTIVATING OF
THE RESPONDENTS
4.9 THE INCENTIVES PROVIDED BY THE 49

ORGANISATION TO THE RESPONDENTS
4.10 SHOWS THE INCENTIVES AND OTHER 50

BENEFITS WILL INFLUENCE THE
PERFORRMANCE OF THE RESPONDENTS
4.11 ANALYSIS ASSOCIATION BETWEEN AGE 51

AND MANAGEMENT INVOLVES YOU IN
DECISION MAKING OF THE RESPONDENTS
4.12 ANALYSIS ASSOCIATION BETWEEN AGE 52

AND LEVEL OF SATISFACTION WITH THE
MANAGEMENT STYLE OF SUPERIORS
4.13 ANALYSIS ASSOCIATION OF WORKING 53

CONDITION IN THE ORGANIZATION
4.14 ANALYSIS ASSOCIATION OF MOTIVATION 54

BY THE SUPERIORS
7
CHAPTER-1
INTRODUCTION
8
Employee Motivation
Introduction on Employee Motivation
Employee motivation is an intrinsic and internal drive to put forth the necessary effort
and action towards work-related activities. It has been broadly defined as the
"psychological forces that determine the direction of a person's behavior in an
organisation, a person's level of effort and a person's level of persistence".[1] Also,
"Motivation can be thought of as the willingness to expend energy to achieve a goal or a
reward. Motivation at work has been defined as 'the sum of the processes that influence
the arousal, direction, and maintenance of behaviors relevant to work
settings'."[2] Motivated employees are essential to the success of an organization as
motivated employees are generally more productive at the work place
Definition And Theory of Employee Motivation

Motivation is defined as a psychosomatic process that directs a person to behave
and react in a way that helps them to satiate certain unfulfilled needs (Latham
G., 2011).
Motivation is what provides the stimuli and direction towards which employees
can execute their duties (Lauby S., (2005).
Motivation can be broken into three distinct categories that depend on each
other for success. First of all, individual choices are driven by persistence,
which reminds them of their unfulfilled needs. The choice taken will make an
employee change their behavior in order to be in the right direction that would
allow them to achieve those needs. Thirdly, there is the upholding of that
behavior, which will go on until those needs and desires are achieved.
Motivation however occurs differently in varying situations. Achieving a
specific goal requires a particular motivational strategy and that same strategy
cannot be used to achieve another goal.
Vroom’s Expectancy Theory of Employees

Vroom immensely contributed to the understanding of motivation and decision
making that enables people to ascertain the amount of effort needed by them to
expand on their jobs. He established that motivation of employees is directly
proportional to their perception about the outcome of an action they are to take
and their personal preferences for this outcome.
Vroom’s Model is based upon the belief that the degree of being motivated is
decided by the nature of the reward people expect to bag as a consequence of
their job performance. Being a rational being, a man tries to maximize the
perceived value of such rewards. People get highly motivated if they are
convinced that a particular behavior will receive an outcome suiting their
preference and expectation. The more the chance of realizing their expectation
the more the level of motivation they have.
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Maslow's Hierarchy of Needs
This theory views motivation as a desire that changes over time and theseshifts are
governed by different levels of needs. These needs are the actual driversof employees
to work hard in order to achieve their goals by all means. According to Hiam
Alexander (2003), these needs are organized into a certain hierarchical order that one
must follow in order to reach the highest levels. Maslow suggested that needs already
satisfied can no longer motivate someone to work hard. Once they achieve their
purposes needs, employees begin to drift towards fulfilling needs that are situated at a
higher levelin the hierarchy
Herzberg’s Theory
Frederick Herzberg’s theory of motivation is commonly based upon two
important factors of motivation such as hygiene factors and motivation factors.
Hence, Herzberg’s theory evolved in the 1950's, is otherwise called two factor
theory of motivation. It brings considerable modification in Maslow’s need
hierarchy
Meaning of Employee Motivation

In the organizational setting the word “Motivation” is used to describe the drive
that impels an. A truly individual to work motivated person is one who “wants”
to work. Both employees and employers are interested in understanding
motivation. If employees know what strengthens and what weakens their
motivation, they can often perform more effectively to find more satisfaction in
their job. Employers want to know what motivates their employees so that they
can get them to work harder. The concept of motivation implies that people
choose the path of action they follow. When behavioral scientists use the word
motivation, they think of its something steaming from within the person.
Technically, the term motivation has its origin in the Latin word “mover” which
means “to move”. Thus, the word motivation stands for movement. If a manager
truly understands his subordinate’s motivation, he can channel them “Inner
state” towards command goals, i.e., goals, shared by both the individual and the
organization. It is a well-known fact that human beings have great potential but
they do not use it fully, when motivation is absent.
Nature of Motivation
• Motivation is based on individuals, whereas motives are also
quite internal to the individual.
• Motivation is affected by the way the individual is motivated.
• Motivation leads to Achievement of a goal directed by the behaviors.
10
• Motivation is related to satisfaction. Satisfaction is a
consequence of rewards and punishment received by an individual in the
past.
• When a person is motivated, he is motivated in totality and not in part.
• Motivation is a complex process, because the types of needs

and method of achieving the needs differ from person to person and even for
the same person changes from time to time.
• The individuals sometime may not arise because of one specific
need but it may arise due to various other needs.
• Goal directed behaviors may not lead to goal attainment.
NEED OF THE STUDY ON EMPLOYEE MOTIVATION

• Planned needs arising from changes in organization and motivation policy.
• Anticipated needs are those movements in personnel, which an organization
can predict
by studying trends in the internal and external environment.
• To study the level of employee motivation
• To study level of financial motivation and non-financial motivation
• To study how supervisor can influence motivation in organization
• To know what are the de- motivation factor
Maslow found five levels in his need hierarchy. They, from bottom to top are as follows
• Physiological Needs
Basic needs like hunger, thirst, sleep need primary attention while
motivating employees. These needs once fulfilled are no longer
motivated. However, existence of these needs largely hampers
employee’s performance.
• Safety Needs
It is human nature to feel safe and secure everywhere. Maslow

emphasized emotional and physical safety. Fear of losing a job, property,
shelter etc. demotivates the employees. These are related to physiological
needs
11
• Social Needs
Man is a social animal. As he starts living healthy, safe and secure, he seeks
love, friendship, affection and belonging from other human beings like kith
and kin. These needs motivate the employee’s behavior to great extent on
both conscious and sub- conscious levels.
• Esteem Needs
Esteem-related needs belong to the highest order needs. Human beings

strongly want power, authority, achievement and high status that give him
reputation and esteems in the society.
• Self-actualization Needs
It is the higher order need in Maslow’s need hierarchy. It is a desire to
become what one wants in life. The need to lead a meaningful and satiated
life belongs to this level. A sense of self-fulfillment motivates a person to do
higher achievements.
SCOPE OF THE STUDY
• To study and analyze the various Multi-Criteria Decision-

Making problems relating to Human Resource Management (HRM)
• The study is intended to evaluate motivation of employees in the

organization.
• A good motivational program procedure is essential to achieve

the goal of the organization. If efficient motivational program of employees
are made not only in this particular organization but also any other
organization.
• The organizations can achieve efficiency also in developing a good

organizational culture.
12
OBJECTIVES OF THE STUDY
Primary objectives
• To study about Employee Motivation in MARUTHI INDANE

PVT Ltd..
Secondary objectives
• To understand the internal motivation process in the

organization
• To identify the areas where there can be scope for improvement
• To develop practical knowledge with theoretical aspects
• To know about the importance and role of motivation
• To give suitable recommendation to streamline of motivating

process
Nature of Motivation
• Motivation is based on individuals, whereas motives are also
quite internal to the individual.
• Motivation is affected by the way the individual is motivated.
• Motivation leads to Achievement of a goal directed by the behaviors.

• Motivation is related to satisfaction. Satisfaction is a
consequence of rewards and punishment received by an individual in the
past.
• When a person is motivated, he is motivated in totality and not in part.
• Motivation is a complex process, because the types of needs
and method of achieving the needs differ from person to person and even for
the same person changes from time to time.
• The individuals sometime may not arise because of one specific
need but it may arise due to various other needs.
• Goal directed behaviors may not lead to goal attainment.
13
Financial Motivators
The motivators related to money are called financial motivators. Regular and good
wages and salary, bonus, periodical increments, profit sharing, leave with pay,
medical reimbursements are some of the common financial motivators? Lack of
these motivators has a negative bearing upon the performance of the employees.
Non-Financial Motivators
Certain motivators that are not related to money but have a positive impact on
the employees are called non-financial motivators. Some of the non-financial
motivators are as follows.
• Job security
• Performance Appraisal, praise and prestige
• Delegation of authority
• Congenial work environment
• Status and pride
• Participation
• Job enrichment
• Job rotation
• Facilities for paid leaves
Every organization needs employees who work dedicatedly and sincerely. And
making an employee do his job, salary is not the only criteria, Motivation also
plays a major role in this scenario.
Following are some of the useful tips as to how, to motivate the
employees Self-Evaluation
Managers need to evaluate their own behaviors, attitude and approaches towards
their employees. Employee-friendly behavior and attitude help the managers in
motivating, controlling and encouraging the employees.
Familiarity with the Employees
As the manager and the employees work together to achieve the organizational
goals, the former needs to nurture some familiarity with the latter. It is the
responsibility of the manager to be acquainted with his/her employees for
knowing them better and maintaining a constructive and cordial relationship. A
work environment built on mutual trust and cooperation between the managers
and the employees brings in development and growth of the organization.
Employee Benefits
14
Monetary and non-monetary benefits are the most important means of
motivating employees. Hence, financial benefits are good salary periodical
increments, facilities benefit for insurance and medical reimbursement and non-
financial motivators like job security, a congenial work environment etc. go a
long way in motivating the employees. The management should make possible
arrangements for availing these benefits for effective employees’ motivation.
Introducing New Employees

New employees should be introduced in such a manner that they will find
themselves comfortable and assured in the new work environment. It will
motivate them to work with energy and drive them towards realizing the
organizational goals
Feedback to Employees
Feedback is an important tool to motivate employees. Giving feedback to
employees endows them with the ability to gauge their own performance. This
also helps in appreciation and improvisation. However, feedback should be
properly worded, task focused and to the point so as not to create a sense of
inferior complexity in the employees.
The person giving feedback is, in most cases, superior to the receiver. Friendly
and positive feedback proves healthy for both manager-employee’s relationship
and growth of the organization.
Timely Appreciation
Recognizing the performance of the employees and praising them for their good
acts in time motivates them. Lack of appreciation of the employee’s
performance decelerates the pace of work in the organization. A pat on the back
of any employee for his good work or achievement, makes him/her motivated
and this helps in giving better outputs.
Time Management
Maintaining time is very important and having a control over the time, will
make the work to be done in the time and that too in a right manner.
Pleasant Work Environment

Comfortable work environment not only attracts the employees to the
workplace but also makes them eager to work efficiently. Free space, good
lighting system, equable temperature inside the workplace is applicable for
employees etc. have a positive impact on employee’s performance. A stress-
laden work atmosphere dampens the spirit of the employees and they perform
below expectation.
15
Employee Learning
Every employee should be given an opportunity to learn new things, which
helps in the growth of the individual employee in them as well the organization.
Empowering the Employees can Employees should be given an opportunity to
have a say in how they do their job, how they improve their performance. If
possible, employees should be asked individually as to how they view
themselves and can be more efficient. However, employee’s advice in this
regard needs to be implemented to give them a sense of empowerment. Certain
amount of decision making in performing their job is also quite encouraging for
the employees.
Effective Communication
Communication plays an important role in smooth functioning of an
organization. An effective communication clears many problems and builds
trust among the employee with transparency. Face-to-face communication with
the employees is more effective than other means of communicating and it truly
motivates them a lot.
Managers should be Leaders

By expertise, knowledge and effective managerial qualities, managers should
present themselves as leaders worth following, recognizing the performance of
the employees and praising them for their good acts in a timely manner. Lack of
appreciation of employee’s performance decelerates the pace of work in an
organization.
Organization Goal AchievementMotivation is the important factor for achieving

the organizational goals. These goals can be achieved with the following factors-
• Effective and efficient utilization of resources

• Congenial and better work environment with better
cooperation among the employees while working towards
realizing organizational goals
• Employee are to be objective oriented in achieving goals
• Good coordination with the employees and the
management
Enduring Relationship
When employees are highly motivated, they show a great deal of satisfaction in
working for the organization. The management or the employees should attempt
to strike a cordial relationship with the employees by providing certain possible
financial and non-financial motivators as discussed above.
16
Workforce Stability
Workplace and workforce stability is a very important aspect of any

organization. It will project the goodwill and the reputation of the organization.
Being loyal to the organization and utilizing the skills and being efficient
towards their respective work the employees can write success for the
organization they work for. Hence, employee motivation is very important.
Mick Mount and Li, management and organization professors, said if an
employee is an ambitious, go-getting extrovert whose high-order goal in life is
status, then it will be hard for an employer to motivate the employee, if he or
she works in a repetitive job with no advancement opportunity.
“The implication for businesses, then, is that we first need to understand which
goals matter to employees and then match those goals to characteristics of jobs
so we can make work more meaningful and intrinsically motivating to the
person,” Mount said.
Motivational factors
Herzberg’s second group of factors is a set of real motivators or job content
factors. Herzberg found these factors to be real motivators because they have
the potential of yielding a sense of contentment or satisfaction. Motivating
factors are related to the nature of work and are thus intrinsic to the job itself.
They are quite helpful in motivating the employees to higher or superior
performance and effort.
Existence of motivators like recognition of jobs and prospects for growth in jobs
prove highly motivating for the employees. Lack of these motivators doesn’t
cause dissatisfaction while their presence brings satisfaction.
In essence, the factors that ascertain how an employee feels about his job are
motivational factors, the variables that influence how an employee feels about
his organization are environmental or hygiene factors. Adequate presence of
hygienic factors is essential for attracting employees to an organization
Herzberg’s focus on the significance of job content is a substantial contribution
to employee’s motivation. However, Herzberg’s Two Factor Theory has been
criticized for its original research evidence was confined only to 200 workers
and he did not establish any cause and effect relationship between satisfaction
and performance.
The object-oriented theory of motivation describes about the three theories of
motivation, which are as follows-
• The Carrot
• The whip
• The plant
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The aforesaid three methods of motivation are applicable to different people in
an organization with different people in an organization with different mindsets
and expectations. An employee is motivated when he/she finds his/her needs
met and interests fulfilled. If his immediate needs are not met, he is not at all
motivated and the motivation is found ineffective. Hence, choosing an
appropriate method of motivating a particular employee or group of employees
are an onerous task itself
The Carrot
In the middle of the 20th century, the carrot method of motivation was the idea
of a cart driver, where he/she would tie a carrot to a long stick and dangle it in
front of the donkey or horse which pulls his/her cart. As the horse/donkey
moves forward towards the carrot, the cart gets pulled and moves forward. This
continues, till the cart driver reaches his destination.
The Whip
The word ‘Whip’ describes and represents Threats and bitter consequences to
employees in the organization in case the employees fail to act up to a certain
mark. The whip approach to motivation is in contrast to the carrot approach.
The Whip or stick approach of motivation vouches for threat or punishment to
get employees or workers motivated and is the one which
needs to be handled with utmost care as it has quite a detrimental effect on the
workforce. It is perceived negatively by the employees.
Here, the Whip is a kind of threat and punishment given to the employees
working in the organization, who intentionally avoid going by company
policies, rules, terms and conditions and perform very poorly which affects the
overall productivity of the company or the organization.
The Plant
As the two methods of motivation, the carrot and the whip, have been achieved
to employees in the organization. But it would not meet the complete aspects of
motivation. Hence, the plant method has come into picture, which is based upon
a simple premise. As a plant needs a combination of nourishing elements for its
healthy growth and productivity, an employee needs the right combination of
factors to be motivated. Judgment needs to be used to ensure that each of the
motivational factors. It requires the right amount of balance between using the
whip or the carrot.
The plant name itself represents a positive environment for motivation. In the
plant method of motivation, it is the responsibility of the supervisor/superior
that he/she should maintain a good rapport and a healthy relationship with
subordinates and peers.
Goal-Setting Theory for Employee Motivation
18
Whatever a human being does he/she does it for a definite purpose or goal. An
organization sets certain goals for its employees. Employee’s willingness to
work towards the attainments of the goals is the main source of employees
motivation. Set goals, move and direct employees as to what needs to be
achieved and the required efforts to attain achievement of the goals. The clearer
the goal is the better is the performance of the employees.
The simple act of setting an effective goal gives a person a fairer chance of
realizing the goal So, setting the goal is as important as having the goals
Goals and Motivation

Goals and motivation are very closely linked to each other. Goals give the
direction to move and the motivation gives the energy to move, so with their
combination the organization attains successful achievement of its objectives.
Goals should be so set that they motivate the employees. They should be
designed so as to create a sense of priorities in the employees to achieve them.
Goals should be specific, measurable, attainable, relevant and time bound or

smart so that they would be realized in reality. Vague or generalized goals
seldom motivate people whereas specific, clear and well-defined goals motivate
them to move towards attainment of organizational goals.
Employee Motivation by Personality

After decades long study of research papers by various behavioral scientists to
create a theory to explain why people perform what they perform at work. As
per Mount and Li’s theory, personality of employees belongs to high-order
goals they strive to attain in their lives When features associated with the
assigned job are in tandem with their high-order goals, the employees find
themselves more productive and efficient. If the job of the employee allows him
or her towards one of those higher order goals like status, autonomy,
achievement and communion or fame, they are highly motivated to act more
energetically as they find a level of psychological fulfillment.
Mount and Li use five factor models to describe human personality. They are as
follows-
• Extroversion/introversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience
19
Employee Motivation and Morale
Morale refers to an overall ‘climate’ prevailing among the members of a group,

organization or in society in a larger sense. If the members appear happy and
satisfied, there exists a high morale on the other hand; if they are revolting,
irritated and quarrelsome at the drop of the pin there exists very low morale in
an organization. To be precise, morale is the feeling of the employees regarding
the organization and its environment.
Morale is a ‘product’ of motivation. In the presence of it, employees give their
better performance and prove them productive; on the other hand, in the
absence of it they put up performance below expectation.
The simple act of setting an effective goal gives a person a fairer chance of
realizing the goal So, setting the goal is as important as having the goals
Steps to Increase Motivation Daily
• Keep your energy level high to allow yourself to get motivated.

• Identify the task to be achieved and be specific as far as practicable
• Ascertain what you want to achieve the goal and visualize the end
• Prepare an action plan
• Know the skills required to achieve the goals and acquire them if you
lack them
• Break down the goals small steps to be covered one by one
• Acknowledge the completion of smaller goals and make
modification if any of them is found difficult
• Create an encouraging atmosphere by surrounding yourself
with supportive people and environments.
• Be prepared to laugh at the setbacks and celebrate success
Hygiene Factor
Hygiene factors are preventive rather than curative. For instance, lack of
interpersonal relationships among the employees causes dissatisfaction among
the employees but good interpersonal relationships among them slightly
motivates them to better performance and effort.
20
Motivation Factors
They are quite helpful in motivating the employees to higher or superior
performance and effort. Existence of motivators like recognition of jobs and
prospects for growth in jobs prove highly motivating for the employees. Lack of
these motivators doesn’t cause dissatisfaction
.
Hygiene or Maintenance Factor
Motivation Factor
• Interpersonal Relations
• Quality of supervision
• Organization Policy
• Work Environment
• Job Security
• Wages or salary
• Relationship With Subordinates
• Personal life
• Challenging Work
• Achievement
• Growth in the Job
• Responsibility
• Advancement
• Recognition
Identifying Personal Motivators
Factors that motivate differ from person to person. It is very important to identify the
motivators that motivate a person. Without a clear, identifiable set of personal
motivatingfactors, it can be easy to fall into either a demotivated condition or to rely on
other people's motivations to keep you going forward. There are times when we cannot
rely on other people to give us the motivation, we feel we need, and when you are on
your own way you need to motivate yourselfMotivators De-motivators
21
Poor pay
• Company policy
• Continual pressure
• Sense of achievement
• Recognition
• Varied work
PURPOSE OF THE STUDY;
The Purpose of the Study is to analyze the motivation level of an employee due to
the motivation facilities adopted in MARUTHI INDANE.
ADVANTAGES OF EMPLOYEE MOTIVATION
• Lower levels of absenteeism - employees taking fewer days off

for sickness or other reasons. Motivated employees are more likely to be
willing to work, rather than staying off.
• Retention of workers - low levels of staff turnover. This is very
important for businesses, as employees that stay in a business have
experience and keep recruitment costs low. Less training is also required.
• Improved relations between management and workers. This
could mean that employees are more likely to accept changes without
dispute, and will be less likely to take either legal or industrial action against
managers.
• Improved worker performance. Motivated employees will
generally work harder, arrive on time, and focus on their daily duties.
Productivity levels could increase and the overall output of a business may
be higher.
• Improved quality and improved customer service. Motivated
employees are more likely to work to a higher standard and put more effort
into creating higher quality products. Those in service industries are also
more likely to provide a higher level of customer service and be more
enthusiastic about their role.
• Time rate is where an employee is paid based on the amount of hours they
work.
• Piece rate is where an employee is paid based on the amount of

products they produce.
• Overtime is where an employee is paid an additional amount of money for
working beyond their contracted hours.
• Employees smoothly work with better interest and responsibility.
22
• Motivated employees are an asset to the organization.
• The organization works and efficiently as there is co-operation to

management.
• Increased productivity
• Higher quality - higher customer satisfaction
• Lower labor turnover
• Lower recruitment and selection costs
• Better communication and teamwork with each other.
• Better customer service
• Good teamwork and greater motivation

• Increase in productivity and efficiency
• Organizational Commitment and a sense of belongingness in the
employee’s mind
• Immediate conflict identification and resolution
• Effective communication in the organization
DISADVANTAGES OF EMPLOYEE MOTIVATION
• Unmotivated employees do not take an interest in their organization.

• They include spreading 'rumors'.
• There is no cooperation from unmotivated employees.
• The threats of strikes, demonstrations, etc. creates problems for the
management
• Motivational rewards may become expected, so when
employees achieve them it does not motivate them, and if they don't achieve
them it can be demotivating
• May be de-motivating for other employees if they are not
motivated as much as other employees.
• Financial motivation such as piece rate quality may suffer as they are
trying to rush.
• Non-financial motivation such as job rotation lacks
specialization and is time- consuming to change between roles.
• Employee’s frustration
23
• Greater grievances and conflicts in organization
• Lack of Motivation
• High rate of employee absenteeism and turnover
• Dissatisfaction with the superiors and employers
• Poor working conditions
• Decreases in productivity
24
CHAPTER – 2
REVIEW OF LITERATURE
25
A.H Siqueira (2012), in the research paper “A study on employee
motivation”, this was researched in Delta One Software Division, Chennai.
To analyze the existing employee engagement program for lower and
middle level management the tools which were used are correlation value
and the sample size is 40 employees as 10 percent of the population is
taken there as a total of 400 employees working in Delta One Software
Division. This was done in order to analyze both their perspectives
regarding employee motivation without any discrimination.
Hassan Ghodrati (2013), in the research paper “A study on employee
motivation”.The factor that influenced their behavior to motivate them for
obtaining some predicted aims, and correlation test we used to measure the
reliability, chart, and pie chart for data descriptive of tools. The sample includes
128 employees. His finding showed that motivational factors are moving
effectively. Furthermore, the results have shown that motivation factors include an
interesting job, job security, and good working conditions and there was a
significant difference, in terms of the effect of motivation by good salary and
sympathetic help with personal problems between men and women employees.
Marko Selakovic (2017), in the research paper “A study on employee

motivation strategies and creation of a supportive work environment in
societies of post-socialist transformation”.The Objectives that were followed are
employees are more extrinsically or intrinsically motivated in this paper, we deal
with the motivation of employees in the society of post-socialist transformation in
Eastern Europe, Serbia. The tool which was enacted is the correlation method. The
sample size was 455 employees who were the respondents of this project.
According to his findings, employees working in the public sector society of post-
socialist transformation are mostly motivated by extrinsic rewards. The result of
the study tells that a greater number of societies that are experiencing post-socialist
transformation can be included in future research so that we can achieve not only
more comprehensive but also a cross-cultural study.
Albert Barkley (2017), in the research paper “A study on employee motivation

and performance”, which was researched in a Chinese small enterprise company.
The objective which was followed is to compare the incentive factors put forward
by the previous research, and identify how these incentives affect employee
motivation and collect data relating to the effectiveness of different kinds of
incentives factors for medium and small-sized technology-based companies in
china. The tool which was used is descriptive analysis,correlation analysis,
variance analysis, and regression analysis will be used to analyze the data. The
sample size decided for the questionnaire survey is 260 employees, whereas
interviews will be conducted from 20 employees. The findings of this research
illustrate that, Chinese small and medium sized organization has no doubt in
effective to adopt the new innovative human resource management practices
because of their flexibility and size, yet there is a need to enhance the
organizational efficiency and the employee performance, as employee productivity
is the most critical factor in order to sustain a competitive advantage in the market.
26
Hence, all the hypotheses set by the researcher were accepted in this study
depicting that motivating factors play a very essential role in the employees’
performance and their level ofmotivation.
PratayPratimDatta (2013), in the research papers “A study of motivation and

satisfaction of employees in corporate hospitals”. The Objectives which were
followed is Motivation and satisfaction of employees are the two factors for the
proper and adequate productivity of organization. The present study was carried
out to find motivational status of employees working in corporate hospitals in
Kolkata to determine the many drivers of motivation and to identify the level of
satisfaction of employers. The tools which were enacted is chi square to find out
the significance of association. Out of 15 registered corporate hospitals in Kolkata
which have bed strength over 300, four were selected by simple random sampling
technique. This study was conducted by interviewing technicians and front office
staff of these selected corporate hospitals.
Total 25 technicians and 25 front office staff were included in each hospital. So the
total number of technicians as well as front office staff in the present study was
100 each. Result shows that a higher proportion of front office staff as compared to
technicians agreed that increments and incentives provided by the organizations,
accidental compensation and medical benefits provided by the organization were
sufficient and the difference of perception also significant.
Igor Klopotan (2018), in the research paper “A study of motivation of

employees in a firm”. The objectives that we build on the conceptual model
examining the respondents’ attitudes about the influence of various parameters on
better business performance and work atmosphere. In addition, we also examine
the attitudes towards the impact of motivation, company management, and
communication on employee motivation. The tools which were enacted were
correlation methods. 300 companies were selected in a random sample from the
creation chamber of commerce directory. In total 87 respondents answered the
interview whichrepresents 29% of the sample. Among the companies that
participated in the survey, 64% were SMEs, and 36% were large companies.
According to our findings, the highest rated parameter is “Good communication
affects a better working environment”, and the worst rated parameter is personnel
policy affects the company’s business performance. Result detects that there is
difference in the perception of the parameter of motivation, communication,
leadership and personnel management and them.
Chandrakanth (2018), in the research paper “A study on employee motivation

& job satisfaction for organizational performance”. This objective can be
achieved by creating an inspiring work environment which promotes and addresses
employee need for growth and development of motivated and satisfied employees
who will have a committed approach towards organizational objectives. The tools
which were enacted were above. The sample size floated for the research purpose
was 150, out of which 106 questionnaires were received fully filled, 100
considered for analysis.
27
The respondent’s rate is 70%. The respondent’s belonged to different
organizations; convenience sampling method is used to collect data.
Today’s organization also faces a big challenge of retention as well as attraction of
new talent in the organization, and motivational strengths could be one important
contributor to organizational success in long- term.
DiaZeglat (2017), in the research paper “A study on employee motivation on

organizational commitment”.The objectives will be in order to make employees
satisfied and committed to their job, effective motivation at the various levels in
the organization is strongly needed, that employee’s motivation and commitment is
very important for an organization’s success.
The tools will be ANOVA and Pearson Correlation which has been used to
calculate statistical analysis. Out of 97 respondents, a total of 85(87.6%) were male
respondents, and a total of 12(12.4%) were female respondents, and the majority of
respondents have less than 5 years working experience (n=74, 76.3%). The result
considers that employee motivation can be used to predict the organizational
commitment, it means that if the employee motivation is increasing the
organizational commitment may also increase and vice versa. This means that
employee motivation has an important role to play in enhancing organizational
commitment of employees.
Shahid (2012), in the research paper “A study of employee motivation”.With

special reference to Hyderabad industries ltd; Thrissur is mainly conducted to
identify the factor which will motivate the employees and the organizational
function in Hyderabad industries ltd, Thrissur. The objective will be to study the
important factor which is needed to motivate the employees and to study the effect
of job promotion on employees. The tools which they have used are correlation to
test the hypothesis. Number of the sampling units selected from the population is
called the size of the sample. Sample of 50 respondents were obtained from the
population. The findings may be that the Hyderabad industries will have a well
defined organization structure, the employees are really motivated by the
management and employees are satisfied with the present incentives plan of the
company. Steps should be taken to improve the motivational program procedure in
the future.
AkahNdang William (2010), in the research paper “A study on employee

motivation”. And performance was researched in ultimate companion limited. The
objectives of the research are to analyze how well some motivation can help
enhance employee performance and to know the factors which actually trigger
high performance at ultimate companion Ltd. Also, to understand the different
ways in which the ultimate companion can motivate its workers and understanding
that the dream of most managers today is to have a greater market share when they
are in business, better performance within their company would be necessary to
achieve this goal. The tools which they used were correlation to find statistical
analysis. A sample size was 18 on which only 16 were responded.
28
The findings are background information of the interviewees, work motivation
and rewards system of employees. However, the entire research was an interesting
process with much concentration from the researcher and basically a coordinating
orientation from the supervisors.
NarunNabi (2017), in the research paper “A study of motivation on

employee performance”. This was researched in karmasangsthan bank
limited, Bangladesh. The objectives of this bank are to analyze the
influence and outcomes of motivation on employee performance and
explore how motivation has been able to meet employee prospects and
can be done to achieve optimum outcomes using motivational tools for the
betterment of both the organization and employee. The tool which was used by this
bank is correlation. The sample size was 130 and was selected from the target
population based on their designation and experience level. From the analysis we
find that there are two parts to data analysis; the first part provided the background
data of the respondents and the second part represented elaborated expressionabout
their response in the form of percentage under each section which is extrinsic
motivation, job enrichment and performance appraisal, relationships and security,
authority to make decisions and growth opportunity. The result evidently
represented the tangible sorting of how motivation is responsible for upliftment of
employee performance
Nadzirah (2018), in the research paper “the Impact of motivation on job

satisfaction”. This was researched in a quantity surveying consultant firm. The
objectives of this research are to examine intrinsic and extrinsic motivation and the
effect on employee’s job satisfaction particularly in quantity surveyor consultant
firms. The tool which was used by this firm is correlation. This research population
consisted of both female and male quantity surveyors from a consultant firm
located in Selangor, Malaysia. The total population was 10(N=10). Using the
Krejci& Morgan (1970) sampling method, a minimum recommended sample size
of 10 respondents was obtained. The respondent was selected using a simple
random sampling method.
Finding the effect of motivation on employees’ job satisfaction where in their
research, the motivation factors were reasonable wage and salary, job security, job
enlargement, non- financial incentives and bonus. Finally, future research should
aim to improve the sample size and variable and exploring other factors other than
rewards impact on employees’ job satisfaction
Elizabeth Boye (2015), in the research paper “A study on employee motivation
and work performance”. This has been researched in A comparative study of
mining companies, Ghana the objective is to make a higher productive mining
staff. The tool which was enacted is correlation. Both probability and non-
probability sampling methods were adopted. The non- probability sampling
method was convenient sampling.
29
According to Mohammad, habib and zakaria (2010), the use of convenience
sampling in selecting study participants was a better alternative and a sample of
248 employees were targeted from the entire population from the mining
companies. Findings tells that the study observed that, due to risk factors
associated with the mining industry, management has to ensure that employees are
well motivated to curb the rate at which employees embark on industrial unrest
which affect performance, and employee are to comply with health and safety rules
because the industry contribute hugely to the gross domestic product (GDP) of
thecountry. Good pay was identified to be the best motivating factor for employees
in the mining industry.
Sara Ghaffari (2017), in the research paper “A study on influence of

motivation towards job performance”. `The objective is to determine the
level of motivation and job performance among the respondents, and the
relationship between motivational factors and job performance, and to identify
the most dominant motivational factor that Influences Employee’s performance.
The tool which was enacted is An ova. Findings between the level of
motivational factor and job performance of no-academic employees in UTM. To
find which motivational factor influences the job performance of non-academic
employees in UTM. Apart from this, the clerical employees should attempt to
get consciousness about the sources and consequences of motivational factors
on job performance. Thus, this way the success of the university could be
ensured in the era of turbulent competition.
Rahman (2013), in the research paper “A study of flexible working hours and
motivation”. The objectives have to be followed in the company and that can
be the working hours allows employees to focus on multiple roles in today’s
competitive working environment and this arrangement has been widely
practiced in order to create balance between work and lifestyles. The tools
which the company enacted are correlation. The sample size was 56 employees
were the target population. Findings of this company are feeling comfortable
with the implementation of SWH compared to the normal working schedule and
selection of suitable working shift and motivation level at work can be increased
through SWH. Consequently, it is important for the organization to provide
more attention to this policy. In addition, the organization should also perceive
the implementation of the flexible working arrangement from a border
perspective. This is because the studies of alternating working hours portray
impact on work life conflict and health.
Ismail Nizam (2015), in the research paper “study on motivation of employee

performance”. This was researched in the electronics industry in China. The
objectives of the research are to examine the impact of training and
development on employee performance and the impact of rewards on employee
performance and the career growth on employee performance. The tool which
was enacted is the correlation method. The sample were 100 employees who are
respondents to this research. As per the findings, there is a positive and
30
significant relationship between training and development with performance of
employees. Thus, training and development in the industry of electronics in China
is a powerful method ortool to be used that can extract best results out of the
employee.
Olufemi (2016), in the research paper “A study on managers who motivate the
employee”.The objectives will be the manager who has been able to motivate their
employees successfully and realize how easy it is to achieve tasks with motivated
employees. Motivation is the basis of task achievement and motivation has been
used by effective managers to prompt ordinary people to achieve uncommon
results in all fields of endeavors. The tools which were enacted were correlation.
The sample size was 45 employees who were the respondents for the research.
Findings which were the managers can successfully motivate their employees
through empathy, leading by example, management by objectives, fairness to all,
rewards, awards, and recognition for long service and good work, opportunity for
employees ‘training and development and providing a conductive and attractive
working environment for the employees, and instituting conflict resolution
management. If something was not done, it has motivated a company’s worker to
perform brilliantly without additional remuneration, turned around the fortune of
the company and thereby saved their company and their jobs.
Mohammad Salem (2015), in the research paper “A study on employee

motivation in performance management”. The objectives are to investigate
various models of motivation and performance management to determine
whether there is a potential linkage between the two and the degree to which
motivation surfaces as a predominant theme in the PM process and provide
potential recommendation, based on a comprehensive literature review and
theory exploration as well as a real-world primary study, as to the degree to
which motivation should be a significant or insignificant consideration of PM
process. The tools which they used are correlation. Recruitment involves a
simple random sampling method as there were no specific demographic
characteristics, ethnic similarities, cultural consideration, etc. and a relevant
sample of 15 interview participants was identified as a relevant sample. Of this
original 15, and only 12 employees and managers actually participated due to
managerial obligation at the firm and responsibilities that conflicted with the
scheduled interview time frame initially agreed upon by researcher and
representatives of the Microsoft Kuwait firm. The data collected from the
interview sessions with eight employees and four managers at Microsoft Kuwait
unveiled interesting findings, many of which were completelyconsistent with
the theoretical perspectives explored in the study’s review of literature and this
session describes, in-depth, the extent to which motivation is an important
imperative in the Microsoft PM process. Fatuities the focus especially on
training, coaching and systems to control and address performance might shed
light on the level to which motivation might be a potent and important
managerial consideration in performance management.
31
CHAPTER – 3
RESEARCH
METHODOLOGY
32
Research in common parlance refers to a search for knowledge. It can
also be defined as a scientific and systematic search for pertinent
information on a specific topic. It is a systematic and objective
process of gathering, recording & analyzing data for and in making
decisions. It is simply the process of finding solutions to a problem
after a thorough study and analysis of the situational factors. Research
is the catalyst of any organized activity or knowledge. It is an
endeavor to discover or find out valuable facts, which would be useful
for further application or utilization.
RESEARCH DESIGN
A research design is a master plan specifying the methods and procedures for
collecting and analyzing the needed information. It is a framework or blueprint
that plans the action for the research project. A research design is defined as
“the specification of methods and proceduresfor acquiring the information
needed”. It is a plan for doing the study and collecting the data. Descriptive
Research design is used for this study.
DATA COLLECTION
Data collection is an elaborate process in which the researcher makes planned

research and moreover, it is the raw material with which market research
functions. The two types of data collection are: Primary data collection and
Secondary Data Collection.
PRIMARY DATA COLLECTION
The data collected by the researcher for the first time is called Primary Data.
The respondents of the primary data can be general people or from firms.
Primary Data is collected from the respondents through a well -structured
questionnaire
SECONDARY DATA COLLECTION
The secondary data is data already collected by others for the purpose other than
the solution of the problems in hand. Secondary data can be internal and
external. In this project the
technique of primary data collection is adopted which was carried out with the help
of the questionnaire. The questionnaires were distributed to the employees and
secondary data was sourced from organization websites, magazines, business
articles and books etc.,
33
SAMPLING
Sampling is a process of obtaining information about an entire population by

examining only a part of it. The researcher quite often selects only a few items
from the universal for his study purpose. The item so selected constitutes what
is technically called a sample, then the selection process or technique is called
Sample Design and the survey conducted on the basis of sample is described as
Sample Survey. Sample should be truly representative of population’s
characteristics without any bias so that it may result in valid and reliable
conclusions
SAMPLING DESIGN
A sample design is a definite plan for obtaining a sample from the sampling
frame (a list containing all sampling units is a sampling frame. It refers to the
technology or the procedure the researcher would adopt in selecting some
sampling units from which inferences about thepopulation is drawn. Sampling
Design is determined before any data is collected. Various sample designs are
available, the researcher can choose the one which is according to the study.
The researcher must decide the way of selecting a sample on what is popularly
known as sample design. It is a definite plan determined before any data are
actually collected for obtaining a sample from a given population. Samples can
either be probability samples or non - probability samples. Non - probability
sampling has been used in this project. Non - probability sampling can be based
on convenience sampling, judgment sampling and quota sampling techniques.
Convenience sampling has been used in this study.
CONVENIENCE SAMPLING
Convenience sampling (also called hazardous /accidental sampling) refers to

the sampling by obtaining units on people who are most conveniently
available. For example, it may be convenient and economical to sample
employees in a company in a nearby area.
Researchers generally use convenience sampling to obtain a large number of completed
questionnaires quickly & economically. It requires low cost & is extensively

used. There is no need for any list of population.
SAMPLE SIZE
In this project information was collected from employees of.

MARUTHI INDANE
34
Sample Size: 100
TOOLS FOR DATA COLLECTION:
Questionnaire is the tool used for data collection
STATISTICAL TOOLS USED:
• Percentage Analysis
• Correlation
PERCENTAGE METHOD:
Percentage Method is used in making comparisons between two or more series of

data. This method can also be used to compare relative terms, the distribution of
two or more series of data. The formula used to calculate percentage is,
Percentage = (No. of respondents / Total no of respondents) *106
CHI-SQUARE TEST
The chi-square test is one of the simplest & most widely used non-parametric tests
in statistical work. This method was first used by Karl person in the year 1900.The
quantity
Where, O =Observed frequency of cell in the ith row &jth column.

E = expected frequency of cell in the ith row &jth column.
STEPS FOLLOWED IN CHI-SQUARE TEST:
• Set up null hypothesis
• Calculate the expected frequency on the null hypothesis
(Row total for the row of that cell) *(Column total of the column of that cell)
(Grand total)
35
• Obtain the difference between the observed & expected
frequencies and find out the square of such differences i.e. (O-E) 2.
• Divide the value of (O-E) 2 by corresponding expected
frequency as (O-E) 2 /E and this should be done for all the cell
frequencies & group frequencies.
Percentage = (No. of respondents / Total no of respondents) *106
• Find the summation of (O-E) 2 /E values.
• This is the required Chi- square value .The value

obtained should be compared with relevant data table value for degree
of freedom at specified level of significance.
• If the calculated value is lesser than the tabulated value the null hypothesis is
rejected.
If the calculated value is greater than the tabulated value the null hypothesis is accepted
Rank Correlation
Karl Pearson’s formula for calculating r is developed on the assumption that

the values OF the variables are exactly measurable. In some situations it may
not be possible to give precise values for the variables. In such cases we can
use another measure of correlation
coefficient called rank correlation coefficient. We rank the observation in

ascending or descending order using the numbers 1, 2, 3…..n and measure the
degree of relationship between the ranks instead of actual numerical values.
The rank correlation when there are n ranks in each variable is given by the
formula
36
INDUSTRY PROFILE
Maruthi indane is today one of the largest packed – LPG brands in the world
and has been conferred the coveted consumer superbrand status by the
superbrands council of India having launched LPG marketing in the mid – 60s
Indian oil has been credited with bringing about a kitchen revolution,
spreading warmth and cheer in millions of households with the introduction of
the clean and efficient cooking fuel.
It has led to a substantial improvement in the health of women especially

in rural areas by replacing smoky and unhealthy chulha. Indane is today an
ideal fuel for modern kitchens synonymous with safety, reliability, and
convenience. With the status of an exclusive business vertical within the
corporation Indane is delivered to the doorsteps of 13.11 crore households.
Maruthi Indian oil’s 94 indane bottling plants in upcountry locations roll

out over 2 million cylinders a day making Indian oil the second largest
marketer of LPG globally after SHV gas of the Netherlands.
Maruthi indane is available in compact 5kg cylinders for rural, hilly and
inaccessible areas 14.2kg cylinders for domestic use and 19kg and 47.5kg for
commercial and industrial use. PG is a blend of Butane and propane readily
liquefied under moderate pressure.
LPG vapor is heavier than air thus it normally settles down in low lying
places. Since LPG has only a faint scent a mercaptan odorant is added to help
in its detection. In the event of an LPG leak the vaporization of liquid cools
the atmosphere and condenses the water vapor contained in it to form a whitish
fog which is easy to observe. LPG in fairly large concentrations displaces
oxygen leading to a nauseous or suffocating feeling.
37
COMPANY PROFILE
INTRODUCTION
Maruthi Indane distributorship was established in 1985 by Mr. V.
Vijayaraghavan in Chennai with an objective to distribute LPG has
indane from Indian oil corporation limited for Anna Nagar /
Mogappair Areas.
HISTORY
Maruthi's most important goal all these years has been to give the best
possible standards of quality customer care and it has been an ongoing
endeavor to pull out all stops and make improvements wherever and
whenever possible.
Maruthi caters to both Domestic and Commercial customers. The

customer’s strength is around domestic – Forty thousand customers
and Non-Domestic Ten thousand customers.
Mrs. Komalam Vijayaraghavan was added as a partner in 1995.

Mr. Kiren KP S/O Mr. Vijayaraghavan was added as partner in
2019 to take on the business development in and around Chennai,
Kanchipuram and Thiruvallur Districts.
Maruthi has been awarded indane star distributor status and also been
selected as chairman’s panel Distributor.
Quality/Quantity/Reliability and safety of the products and services

delivered is always the priority of Maruthi Indane.
38
VISION
“To be a world-class energy company known for caring and

delighting the customers with high-quality products, innovative
services across domestic & international markets with aggressive
growth and delivering superior financial performance.
The company will be a model of excellence in meeting social
commitment, environment, health and safety norms and in employee
welfare & relations”.
MISSION
“Maruthi indane along with its joint ventures will be a fully integrated
company in the hydrocarbons sector of exploration and production,
refining and marketing; focusing on enhancement of productivity,
quality & profitability, caringfor customers and employees, caring for
environment protection and cultural heritage. It will also attain scale
dimensions by diversifying into other energy-related fields and by
taking up transnational operations”.
39
CHAPTER - 4
DATA ANALYSIS AND
INTERPRETATION
40
TABLE 4.1 TABLE AND DIAGRAM SHOWS THE AGE OF THE
RESPONDENTS
AGE FREQUENCY PERCENTAGE

(N=100)
20-25 YEARS 36 36%
26-30 YEARS 24 24%
31-35 YEARS 18 18%
36-40 YEARS 12 12%
ABOVE 40 10 10%
40
35
30
25
20
15
10
0
20-25 years 26-30 years 31-35 years 36-40 years above 40
Fig: 4.1
SOURCE :-PRIMARY DATA USING SPSS
Interpretation:
The above table 4.1 shows that 36% of the respondents belong to the age group of between
20-25 years, 24% of the respondent belongs to the age group of between 26-30 years, 18% of
the respondent belongs to the age group of between 31-35 years, 12% belong to the age group
between 36-40 years and 10% of the respondents belongs to the age group 40 years and
above are working in MARUTHI INDANE
41
TABLE 4.2 THE TABLE AND DIAGRAM SHOWS THAT GENDER OF
RESPONDENTS
GENDER FREQUENCY PERCENT
(N=100)
MALE 70 70%
FEMALE 30 30%
GENDER
GENDER
MALE (70%)
FEMALE (30%)
Fig: 4.2
Interpretation :
The above table 4.2 inferred that there are 70% of employees are male, 30% of the
employee are female employee working in MARUTHI INDANE
42
TABLE 4.3 THE TABLE AND DIAGRAM SHOWS THE ANNUAL
INCOME OF THE RESPONDENTS
ANNUAL INCOME FREQUENCY PERCENT

(N-100)
LESS THAN 2 LAKHS 40 40%
2 TO 5 LAKHS 20 20%
5 TO 7 LAKHS 40 40%
ANNUAL INCOME
45
40
35
30
25
20
15
10
LESS THAN 2 TO 5 LAKHS 5 TO 7 LAKH 2 LAKHS
Fig: 4.3
INTERPRETATION :-
The above table 4.3 inferred that 20% respondents who get annual income of 2-5 lakhs, 40%
respondents who get annual income of less than 2 lakhs, and 40% respondents who get annual
income of 5-10 lakhs.
43
TABLE 4.4 THE TABLE AND DIAGRAM SHOWS THE MARITAL

STATUS OF THE RESPONDENTS
MARITAL STATUS FREQUENCY PERCENT

(N=100)
MARRIED 92 92%
UNMARRIED 8 8%
material status
100
80
60
40
20
0
married
unmarried
material status
Fig: 4.4
SOURCE:-PRIMARY DATA USING SPSS
Interpretation:-
The above table 4.4 inferred that 92% respondents are married, 8% Respondents are
single in this company
44
TABLE 4.5 THE TABLE AND DIAGRAM SHOWS THAT TYPE OF

INCENTIVES OF THE RESPONDENT
TYPE OF INCENTIVES FREQUENCY PERCENT

(N=100)
FINANCIAL 36 36%
NON- FINANCIAL 34 34%
BOTH 30 30%
types of incentive
both financial non financial
Fig: 4.5
Interpretation :-
The above table 4.5 inferred that 34% of respondents get non- financial incentives, 36% of
respondents get financial incentives, and 30% of respondents get both incentives in this
company.
45
TABLE 4.6 THE TABLE AND DIAGRAM SHOWS THE OBSTACLES

IN EMPLOYEE PERFORMANCE OF THE RESPONDENTS
OBSTACLES FREQUENCY PERCENTAGE

(N=100)
Decision taken by the top authority 19 19%
Lack of motivation and 31 31%

recognition
Growth prospects 30 30%

None of the above 20 20%
OBSTACLES
40
30
20
10
0
DECISION TAKEN LACK OF STAGNATION NONE OF
BY THE TOP MOTIVATION OR GROWTH THE ABOVE
AUTHORITY AND PROSPECTS
RECOGNITIO N
Fig:- 4.6
Interpretation :-
The above table 4.6 inferred that 30% of respondents are stagnation, lethargy, growth
prospects, 31% of respondents are lack of motivation and recognition, 20% of respondents
are miscellaneous, and 19% are decision taken by top authority in this company
46
TABLE 4.7 THE TABLE AND DIAGRAM SHOWS THEMOTIVATION

AND EMPOWERMENT OF RESPONDENTS
MOTIVATION AND FREQUENCY PERCENT

EMPOWERMENT (N=100)
AGREE 39 39%
DISAGREE 21 21%
Very little 40 40%
MOTIVATION AND EMPOWERMENT
obstacles
30
25
20
15
10
0
decission taken by the lack of motivation and growth prospects non of the above
top authority recognition
obstacles
Fig: 4.7
Interpretation :-
The above table 4.7 inferred that 40% of respondents tell very little, 39% of respondents tell yes, and
21% of respondents tell no knowledge in this company
47
TABLE 4.8 SHOWS THE COMPANY INVOLVED IN MOTIVATING OF THE
RESPONDENTS
Interested in Frequency Percentage

motivating the
employees (N=100)
Agree 50 50%
Disagree 20 20%
Neutral 30 30%
motivating the employees
60
50
40
30
20
10
0
agree dis agree neutral
motivating the employees
Fig: 4.8
INTERPRETATION:-
The above table 4.8 shows that 50% of the employees agree that they are motivated
where as 20% disagree and 30% are neutral
48
The table and diagram 4.9 show the incentives provided by the organization
incentives provided by the Frequency Percentage

organization (N=100)
Agree 60 60%
Disagree 20 20%
Neutral 20 20%
incentives provide by the organization

60
50
40
30
20
10
0
neutral disagree agree
incentives provide by the organization
Fig: 4.9
INTERPRETATION:-
The above table 4.9 shows the incentives provided by the organization. The employees that
agree are 60% and 20% disagree and 20% are neutral.
49
The table and diagram 4.10 shows incentives and other benefits will
influence your Performance
incentives and other Frequency Percentage

benefits will influence your performance (N=100)
Agree 30 30%
Disagree 44 44%
Neutral 26 26%
freguency (n=100)
Fig:- 4.10
INTERPRETATION:-
The above table 4.10 shows 30% agree that incentives and other benefits will influence your
performance 44% disagree and 26% are neutral
50
The table and diagram 4.11 show management involve you in decision making which
are connected to your department
management involve Frequency Percentage
you in decision making
(N=100)
Agree 70 70%
Disagree 20 20%
Neutral 10 10%
management involes you in decision making

70
60
50
40
30
20
10
0
management involes you in decision making
Fig: 4.11
INTERPRETATION:-
The above table 4.11 shows the weather management involve you in decision making The majority agree
is 70%
51
The table and diagram 4.12 satisfied with the management style of your superiors
satisfied with the Frequency Percentage
management style of
your superiors (N=100)
Agree 60 60%
Disagree 20 20%
Neutral 20 20%
satisfied with the management style of your superiors
Fig: 4.12
INTERPRETATION:-
The above table shows that 60% agree and is satisfied with the management style 20%
disagree and 20% is neutral
52
THE table and diagram 4.13 show that working condition are clean,
pleasant and safe in your organization
working condition are clean, Frequency Percentage
pleasant and safe in your
organization (N=100)
Agree 64 64%
Disagree 26 26%
Neutral 10 10%
working condition are clean, pleasant and safe your

organization
70
60
50
40
30
20
10
0
agree disagree neutral
working condition are clean, pleasant and safe your organization
Fig: 4.13
INTERPRETATION:-
It shows that the employee 64% agree that working condition are clean, pleasant and safe in
your organization
53
THE TABLE AND DIAGRAM 4.14 SHOWS THE MOTIVATION OF
THE SUPERIOR
motivated by your Frequency Percentage
superiors (N=100)
Agree 50 50%
Disagree 30 30%
Uncertain 20 20%
motivated by your superior

50
45
40
35
30
25
20
15
10
5
0
agree dis agree uncertain
motivated by your superior
fig: 4.14
INTERPRETATION:-
The above table 4.14 shows that the 50% employees agree that they are motivated by their superior. 30%
disagree and 20% is uncertain if they are motivated by their superior.
54
TABLE 4.15 showing the correlation for the motivation of the

respondents
AIM:
To find the existence of motivation program, namely support from hr, role of hr in
organization, employee at workplace, working culture of organization.
Hypothesis:
HO= there is no relationship between motivation factors.
H1= There is a relationship between the different motivation factors
Particulars Support Role of HR Employee Working

from HR in at work culture of
organizatio place organization
n
Support Pearson 1 -.017 -.221 .094

from HR Correlation
Sig. (2- .866 .023 .336

tailed)
N 106 106 106 106
Role of HR in Pearson -.017 1 -.115 .152

organization Correlation
Sig. (2- .866 .239 .120

tailed)
N 106 106 106 106
Employee at workplace Pearson -.221 -.115 1 .081

Correlation
Sig. (2- .023 .239 .410

tailed)
N 106 106 106 106
Working Pearson .094 .152 .081 1

culture of Correlation
organization
Sig. (2- .336 .120 .410

tailed)
N 106 106 106 106
*. Correlation is significant at the 0.05 level (2-tailed)
Interpretation:-
The above table shows that all the four factors of motivation are positively correlated with
each other. It can also be inferred that the magnitude of relation is strongest among the
factors of motivation relevant and satisfied with effectiveness(r=0.866)
56
CHAPTER -5
FINDINGS, SUGGESTION,
CONCLUSION
57
FINDINGS
• The majority of the respondents said that 41% of employees are 31 to 35 years of
age.
• 66% of the employee’s respondent that male working in this company
• 39% of the respondent has receiving annual income of 2-5 lakhs
• the most of the respondent said that 96% of the profession are employee
• the most of the respondents said that 87% of the marital status are married
• The family type of respondents is about 95% and they family type will be joint
• the most of the respondent said that 34% employees are says non-financial kind of
incentives are motivated more
• the most of the respondent said that 28% employees are obstacles in lack of
motivation and recognition
• the majority of the respondent said that 42% of employees in motivation
and empowerment
• That all the four factors of motivation are positively correlated with each
other. It can also be inferred that the magnitude of relation is strongest among the
factors of motivation relevant and satisfied with effectiveness(r=0.866)
• the most of the respondent said that 42.7% of employees agree with the
promotion mode of the organization
• The respondents in the motivation factor that the value is more than the
0.05(5%), the null hypothesis is accepted. Therefore, there is a significant
positive impact of motivation on overall motivation factor.
• The comparative between age and type of incentives which tells the result
that the value is more than the 0.05(5%), the null hypothesis is accepted.
Therefore, there is a significant positive impact of motivation on overall
motivation factor.
• It shows that the employee 66% agree that working condition are
clean, pleasant and safe in your organization
• The table shows that 56% agree and is satisfied with the management
style 19% disagree
• The table 4.14 shows the weather management involves you in decision
making the majority agree is 66%. 24% disagree and 9% are neutral.
• The above table 4.17 shows that the 47% employees agree that they are
motivated by their superior. 28% disagree and 24%is uncertain if they are
motivated by their superior
58
SUGGESTIONS
• There is 18.2% of employees are above 51 years and above so the
company make more facilities and less working hours then the 40.9% of 31 to
35 to make the growth to increase
• There is 30% of female employees to increase it the company should
provide morning shift security and female maternity level
• The company should provide financial incentives to its employees
• The company need to avoid more obstacles in employee performance
• They should provide even more in motivation and empowerment
• The hr needs to support employee in all the situation
• The role of hr in the organization should be more efficient
• Employee need to support other employee in every kind of situation
• Working culture, they have been enacted is good no need to change
• The motivation factor which the company has been providing is better
according to the employee review
• The company should improve its promotion policy by hard and smart
work of the employees
• The organization will promote the higher-level position to all qualified
employees they need to focus on the working level of new employees
• The employees should be given a basic level of work in the organization
by their qualification
59
CONCLUSION
It is one of the LPG companies known for its consumer superbrand
statustoday. The industry follows a well-defined sound and effective
motivation policies and procedures.
It adopts the standard of employee interest as one of the motivation tests in

order to understand candidates in a better way. And to know candidates’
emotional intelligence, cohesiveness in group and leadership qualities etc.
Thus, it has a scope to increase the number of the employees to operate for its
further establishment and expansion of business and to acquire the best human
resource in this competitive environment.
60
CHAPTER – 7
ANNEXURE
61
1. NAME: -
2. AGE:-
3. GENDER: -
4. ANNUAL INCOME:-
5. MARITAL STATUS:-
6. MENTION THE TYPE OF INCENTIVES GIVEN IN THE ORGANISATION?
A) FINANCIAL
B) NON-FINANCIAL
C) BOTH
7. CAUSES FOR OBSTACLES IN EMPLOYEE PERFORMANCE?
A) DECISION TAKEN BY THE TOP AUTHORITY

B) LACK OF MOTIVATION AND RECOGNITION
C) GROWTH PROSPECTS
D) NONE OF THE ABOVE
8. DO COMPANY MOTIVATE AND EMPOWER YOU?
A) AGREE
B) DISAGREE
C) VERY LITTLE
9. DOES COMPANY MOTIVATES THE EMPLOYEE?
A) AGREE
B) DISAGREE
C) NEUTRAL
10.DOES COMPANY PROVIDE INCENTIVES TO THE EMPLOYEE?
A) AGREE
B) DISAGREE
C) NEUTRAL
62
11.DOES INCENTIVES AND OTHER BENEFITS INFLUENCE YOUR

PERFORMANCE?
A) AGREE
B) DISAGREE
C) NEUTRAL
12.DOES MANAGEMENT INVOLVE YOU IN DECISION MAKING WITH

REFERENCE TO YOUR DEPARTMENT?
A) AGREE
B) DISAGREE
C) NEUTRAL
13.ARE YOU SATISFIED WITH THE MANAGEMENT STYLE OF YOUR

SUPERIORS
A) AGREE
B) DISAGREE
C) NEUTRAL
14.IS THE WORKING CONDITION IN YOUR ORGANISATION IS CLEAN,
PLEASANT AND SAFE
A) AGREE
B) DISAGREE
C) NEUTRAL
15.DOES YOUR SUPERIOR MOTIVATES YOU IN YOUR WORK

ENVIRONMENT?
A) AGREE
B) DISAGREE
C) NEUTRAL
63
CHAPTER 7
BIBLIOGRAPHY JOURNAL
REFERENCE
64
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67

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A STUDY ON EMPLOYEE MOTIVATION IN

MARUTHI INDANE PVT Ltd.

A Project report Submitted in partial fulfillment of

BACHELOR OF BUSINESS ADMINISTRATION

DEPARTMENT OF BUSINESS ADMINISTRATION

MAR GREGORIOS COLLEGE OF ARTS AND SCIENCE

I certify that the Project work entitled “STUDY ON EMPLOYEE

HEAD OF THE DEPARTMENT

INTERNAL EXAMINER EXTERNAL EXAMINER

I declare that this this is titled “STUDY ON EMPLOYEE MOTIVATION IN

I am grateful to the Department of Information Systems Management, for

CHAPTER NO. TITLE PAGE NO.

4 DATA ANALYSIS AND INTERPRETATION 40 - 56

5 FINDINGS, SUGGESTIONS AND CONCLUSION 57 - 60

TABLE NO TITLE PAGE NO

4.1 AGE OF THE RESPONDENTS 41

4.2 GENDER OF THE RESPONDENTS 42

4.3 ANNUAL INCOME OF THE RESPONDENTS 43

4.4 MARITAL STATUS OF THE RESPONDENTS 44

4.5 TYPE OF INCENTIVES FOR RESPONDENTS 45

4.6 OBSTACLES IN EMPLOYEE PERFORMANCE OF THE 46

4.7 MOTIVATION AND EMPOWERMENT OF THE 47

4.8 MOTIVATION PROGRAM WHICH THE COMPANY 48

4.9 THE INCENTIVES PROVIDED BY THE ORGANISATION 49

4.10 SHOWS THE INCENTIVES AND OTHER BENEFITS WILL 50

4.11 ANALYSIS ASSOCIATION BETWEEN AGE AND 51

4.12 ANALYSIS ASSOCIATION BETWEEN AGE AND LEVEL OF 52

4.13 ANALYSIS ASSOCIATION OF WORKING CONDITION IN 53

4.14 ANALYSIS ASSOCIATION OF MOTIVATION BY THE 54

4.15 THE CORRELATION FOR THE MOTIVATION FACTOR OF 55-56

CHART NO TITLE PAGE NO

4.7 MOTIVATION AND EMPOWERMENT OF 47

4.8 MOTIVATION PROGRAM WHICH THE 48

4.9 THE INCENTIVES PROVIDED BY THE 49

4.10 SHOWS THE INCENTIVES AND OTHER 50

4.11 ANALYSIS ASSOCIATION BETWEEN AGE 51

4.12 ANALYSIS ASSOCIATION BETWEEN AGE 52

4.13 ANALYSIS ASSOCIATION OF WORKING 53

4.14 ANALYSIS ASSOCIATION OF MOTIVATION 54

Introduction on Employee Motivation

Definition And Theory of Employee Motivation

Vroom’s Expectancy Theory of Employees

Meaning of Employee Motivation

• Motivation is a complex process, because the types of needs

NEED OF THE STUDY ON EMPLOYEE MOTIVATION

It is human nature to feel safe and secure everywhere. Maslow

Esteem-related needs belong to the highest order needs. Human beings

SCOPE OF THE STUDY

• To study and analyze the various Multi-Criteria Decision-

• The study is intended to evaluate motivation of employees in the

• A good motivational program procedure is essential to achieve

• The organizations can achieve efficiency also in developing a good

• To study about Employee Motivation in MARUTHI INDANE

• To understand the internal motivation process in the

• To give suitable recommendation to streamline of motivating

• Motivation leads to Achievement of a goal directed by the behaviors.

• Facilities for paid leaves

Introducing New Employees

Pleasant Work Environment

Managers should be Leaders

Organization Goal AchievementMotivation is the important factor for achieving

• Effective and efficient utilization of resources