Kavitha - 4VV21BA044 - Final Project

A Project Report on
“A STUDY ON IMPACT OF MOTIVATION FACTORS ON

EMPLOYEE SATISFACTION”AT SIDERFORGEROSSI INDIA
PVT LTD MYSURU.
BY
Name: KAVITHA R
[USN: 4VV21BA044]
Submitted To
VISVESVARAYA TECHNOLOGICAL UNIVERSITY
In partial fulfilment of Post Graduate Degree
MASTER OF BUSINESS ADMINISTRATION
Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE
Dr. Somashekhar I C Ms. Nagma
Associate Professor, HR Executive
Department of Business Administration, Siderforgerossi India
Vidyavardhaka College of Engineering, Pvt Ltd, Mysuru.
Mysuru.
Vidyavardhaka Sangha (R), Mysuru

VIDYAVARDHAKA COLLEGE OF ENGINEERING
(Autonomous Institute, Affiliated to VTU, Belagavi)
Department of Business Administration
Accredited by NAAC with ‘A’ Grade
PB No 206, Gokulam III Stage, Mysuru - 570 002,
Karnataka 2021-2023
DECLARATION
I, Kavitha R here by declare that the Project report entitled “A Study On Impact Of
Motivation Factors on Employee Satisfaction” has been prepared by me under the
guidance of, Dr. Somashekar IC, Associate Professor, Department of Business
Administration, Vidyavardhaka College of Engineering, Mysuru and external guide
Ms. Nagma HR Executive Siderforgerossi India Private Limited, Mysuru.
I also declare that this project work is towards the partial fulfilment of the university
regulations for the award of degree of Master of Business Administration by
Visvesvaraya Technological University, Belgaum.
I have undergone a summer project for a period of Six weeks. I further declare that this
Project is based on the original study undertaken by me and has not been submitted for
the award of any degree/diploma from any other University / Institution.
Date:
Place: Mysuru
Signature of the student

KAVITHA R
ACKNOWLEDGEMENT
An endeavor is successful only when it is carried out under proper guidance and
blessings. I would like to thank few people who helped me in carrying this work by
lending valuable time and assistance.
I express my immense gratitude to Dr. B. Sadashive Gowda, Principal, Vidyavardhaka

College of Engineering, Mysuru, for providing an opportunity to enrich my knowledge.
I express my sincere gratitude to Dr. PSV Balaji Rao, Head of Department of Business
Administration for his support and guidance.
I am extremely grateful to Dr Somashekar IC, AssociateProfessor, Department of

Business Administration, Mysuru, for his encouragement, effective guidance and
valuable suggestions. I am also thankful to all other lectures in our department and
students of my class for their support and suggestions.
NAME: Kavitha R
USN: 4VV21BA044
TABLE OF CONTENTS
Sl. No Particulars Page no.

Introduction, Industry
1-4
Profile
5
Company profile
Vision, Mission, Quality 6

policy
8-10
Products & Services profile
CHAPTER 1
10-11
Competitor’s information
11
Future growth & prospects
SWOC Analysis 12
Financial Statement 13-15

Analysis
Conceptual background and 16-26

CHAPTER 2
Literature review
CHAPTER 3 Research Design 27-29
CHAPTER 4 Analysis and Interpretation 30-40
Findings, Suggestions and 41-44

CHAPTER 5
Conclusion
LIST OF TABLE/FIGURES/GRAPHS
Sl.NO Particulars Page no.

Table 1.1 Company Profile 5
Table 1.2 Board Of Directors 11
Table 1.3 Statement of profit and loss 13-14
Table 1.4 Statement of balance sheet 14-15
Table 4.1 Gender 30
Table 4.2 Age 31
Table 4.3 Education 32
Table 4.4 Department 33
Table 4.5 Marital Status 34
Table 4.6 Experience 35
Table 4.7 Reliability Test 36
Table 4.8 Reliability Analysis 36
Table 4.9 Correlations 37
Table 4.10 Variables Entered 38
Table 4.11 Model summary 39
Table 4.12 ANOVA of Regression Analysis 39
Coefficients of regression
Table 4.13 40
Analysis
Figure 1.1 Automotive and Non-Automotive 2

Figure 1.2 Organization Structure 6
Figure 1.3 Finance and Accounts 7
Figure 1.4 HR And EOHS 7
Figure 1.5 Marketing 8
Figure 1.6 Customers for SIP LTD. 11
Figure 2.1 Conceptual Model 16
Graph 4.1 Gender 30

Graph 4.2 Age 31
Graph 4.3 Education 32
Graph 4.4 Department 33
Graph 4.5 Marital Status 34
Graph 4.6 Experience 35
A Study on Impact of Motivation Factors on Employee Satisfaction “at Siderforgerossi India Pvt Ltd Mysuru
EXECUTIVE SUMMARY
This sector of manufacturing has provided us with a valuable opportunity to enhance
our knowledge in this field. Details about the internal services offered by
"SIDERFORGEROSSI INDIA PRIVATE LIMITED MYSURU" are provided.
At SIDERFORGEROSSI INDIA PRIVATE LIMITED MYSURU, An effort has been

made to conduct research model into "Motivation Factors and Their Influence on
Employee Satisfaction." The learning is planned into five Chapter, which are as
follows: introduction, project report and industry overview, works review, research
design, data analysis and interpretation, conclusions, recommendations, and final
remarks. The initial chapter introduces the project report, discussing its purpose, why
and how it is a, and the benefits it offers to students. The aim is to deliver students with
applied insights into the business and industry. The main impartial of the project report
is inform readers with the company's day-to-day operations. The research encompasses
the industry's history, establishment, key figures, vision, Mission, quality policy,
product profile and forthcoming growth prospects. The second chapter presents an
extensive review of existing literature conducted by the researcher. The study's
theoretical foundation is established in the subject matter contribute to the development
of the conceptual framework. In the third chapter, the research methodology is
comprehensively explained. This includes defining the issue, setting goals and
objectives, outlining the necessity of the study, and specifying the scope of the research.
Anticipated outcomes of the study are also outlined. The fourth chapter details the
researcher's analysis and investigation of the collected data. The information gathered
from respondents is reasonably observed, enchanting into interpretation demographic
characteristics and utilizing tests such as reliability, correlation, and regression
analyses. Each analysis is interpreted and visually represented using graphs for clarity.
The fifth chapter findings, suggestions and conclusions. The findings derived from
responses and data analysis are presented in this section, categorized into primary and
secondary conclusions. Primary conclusions pertain to the stated objectives, while
secondary findings include observations and industry-related suggestions. A
comprehensive conclusion is drawn after an extensive discussion of the subject,
signifying the successful achievement of the study's goals through data analysis and
interpretation.
Department of Business Administration, VVCE, Mysuru 0

CHAPTER 1
INTRODUCTION
INTRODUCTION ABOUT THE COMPANY:
The Project is an educational initiative designed to provide students the chance to

strengthen their academic understanding via hands-on experience in practical
situations. Students can explore their questions and share their views via practical
practise. The research study's main objective is to improve students' comprehension of
how organisational workplaces operate.
Project work, which lasts from one month to six weeks during the summer internship
phase, is an essential component of the VTU MBA educational programme. It acts as a
useful tool for bridging the knowledge gap between theoretical learning and real-world
commercial applications. Over the course of the six-week programme, participants will
receive industry experience and have the chance to report their results.
INDUSTRY PROFILE
HISTORY
Forging has traditionally been recognized as a cornerstone of the manufacturing sector,
playing a pivotal role in industries crucial to the nation's economic advancement. These
industries encompass automobiles, industrial machinery, power generation,
construction and mining equipment, railways, and general engineering.
The global reputation of the Indian forging sector's technological prowess is well-
established. With an installed capacity of approximately 3.85 mountain measured tons
(38.5 lakh MT), the Indian falsifying industry has the capability to effort with diverse
raw materials, catering to the specific demands of user industries. This includes a range
of resources like carbon steel, alloy steel, stainless steel, super alloys, titanium,
aluminum, and more.
The evolution of the Indian forging industry's industrial area has lifted from being
labor-intensive to capital-intensive over time. Presently, Indian forging enterprises
invest around 27,833 crore rupees in equipment and infrastructure.

Forging unit categorized into 4 groups based on capacity: large (over 75,000 MT),
medium (between 30,000 and 75,000 MT), small (between 12,500 and 30,000 MT),
very small (up to 5,000 MT). Approximately 83% of units fall into the small categories,
with only 8% classified as very large or large, and the remaining 9% in the medium
category.
The primary principal point of the Indian forging industry is the end-user client sites.
This concentration results in forging clusters being prominent in states like
Maharashtra, Punjab,. Among these, Maharashtra, Punjab, Tamil Nadu, Haryana,
Jharkhand, and Delhi stand out.
In India, the forging industry employs directly approximately 95,000 individuals.

Average and great forging units are characterized by a higher level of mechanization
compared to smaller units, which rely more heavily on manual labor. The industry's
emphasis on quality has witnessed significant enhancement, garnering global
recognition for its high standards.
At present, the majority of forging production in India is directed toward the non-
automotive sector, accounting for approximately 58% of the total output.
Fig-1.1: Automotive & Non-Automotive

Source:
The global tendency among automobile OEMs to outsource components to low-cost

nations. an outcome, the sector has made a considerable contribution to the nation's
rising exports. The industry plans to expand into non-automotive areas to lessen the
effects of cyclicality and dependence on the auto sector.
TYPES OF (FORGING) METHODS
These are the three different forging techniques:

1. Hand forging
2. Machine forging
3. Drop forging
1 Hand forging
Forging give shape to a job by striking it by a beat is called hand forging or smithing.
2 Machine Forging
To utilise in instruction to give a task the proper form a forging machine is called
machine forging. Press machine, rolling machine and various kinds of power hammers
are included in this category.
3 Drop Forging
For jobs identical in size and similar shape, drop forging process is used. The top dye
is raised to adequate height through the mechanical device and then dropped to hit the
hot metal kept at the bottom dye. Thus, the hot metal takes the shape of the dye. Wrench
and other ordinary things are made through drop forging.
TYPES OF FORGING
Following are the several different forging processes
Open-Die Forging: further known as smith forging or hand forging, open-die forging
is performed between flat or simple-shaped dies. The metal is hammered or pressed

repeatedly until it takes the desired shape. This system is suitable for producing large
forgings and custom shapes.
Closed-Die Forging: Closed-die forging, also called impression-die forging, involves

the usage of shaped dies that contain impressions of the desired final shape. The metal
is placed between the dies and compressed to conform to the die cavities. This method
is commonly used for producing complex-shaped components with high precision.
Upset Forging: In upset forging, the metal is placed between two dies and compressed
axially, reducing its length while increasing the cross-sectional area. This process is
typically used to create short, thick parts such as bolts, rivets, and nails.
Press Forging: Press forging involves via means of a mechanical or hydraulic press
to apply gradual, sustained pressure to shape the metal. The procedure lets looking for
more authority over the deformation and is appropriate for manufacturing items with
close tolerances.
Drop Forging: It is further known as hammer forging, utilizes a heavy hammer or

mechanical press to raid the metal, deforming it into the chosen form. The force is
applied in a single, rapid blow.
Roll Forging: In roll forging, the metal between two revolving cylindrical rolls that
apply pressure to shape the material. This stands commonly used for producing long,
cylindrical parts such as shafts and axles.

COMPANY PROFILE:
Company Name Siderforgerossi India private ltd
Address Plot no. 82-84 mysore-belagola

industrial.Area,KRS Road, metagnali post,
Mysuru,Karnataka 570016
Managing Director S Suresh
Date of incorporated 18th August,2006
Number of employees 500
Category Manufacturer
Industry Mining &metals
Revenue 100-500 Crore
Headquarters Mysore, Karnataka
Product and services Automotive, Nuclear power, Earthmoving

and mining defense.
Competitors Bharath forge ltd, Kalyani forge ltd, LGB

forge ltd.
Customers Meritor, Tata, Beml, Ktms, Sandvik,

Automotive Axies Ltd, Atlas copco, Indian
ordnance factories.
Contact number 0821 424 2643
Website http://siderforgerossiindia.com
Table-1.1: Company profile
NATURE OF BUSINESS:
Engage in the activities of producing, fixing, and trading various forms of metal casting
and forging, including both ferrous and non-ferrous materials. Additionally, provide
services as body builders for motor lorries, buses, coaches, trams, locomotives, railway
carriages, and trucks. Also involved in the manufacture of guns, projectiles, plates,
boilers, engines, stoves, screws, nails, sewing machines, presses, tools, and gears.

VISION, MISSION, QUALITY POLICY
VISION
being a pioneer in Indian forging with cutting-edge technology.
MISSION
• A utilizing teamwork and learning processes, our learning organization is

committed to our clients via R&D and value creation.
• Create a transparent, long-lasting business that is motivated by moral rectitude
and adherence to the law.
QUALITY POLICY OF SFR INDIAN PVT, LTD:
• It is a private limited company, which is completely devoted to meeting the

requirements and desires of our clients.
•The company engagement of every employee is notable in relations of cost and

delivery process advancement.
• The business uses cutting-edge features and quality systems.
WORK FLOW MODEL
ORGANIZATION STRUCTURE:
Fig-1.2: organization chart

FINANCE AND ACCOUNTS
Fig-1.3: Finance and accounts
HR AND EOHS
Fig-1.4: HR and EOHS

MARKETING
Fig-1.5: Marketing
PRODUCT/SERVICE PROFILE
AUTOMOTIVE PRODUCT
1. Spindles
2. Knuckles
3. Snorkels
MINING
1. Hubs
2. Planetary drives
3. Rollers
4. pinion shafts
NUCLEAR
1. Sealing plugs assemblies.
2. Gate valves body

OIL AND GAS
1. Gates valve body.
2. Bonnets.
3. Risers
4. Flanges.
5. End caps
6. Balls
POWER GENERATION
1. Connecting rods
2. Crankshafts
3. Counterweights
AEROSPACE
1. Torque Tubes
2. Main fittings
3. Spindles
HEAVY APPLICATIONS
Double hooks
Hooks
RAILWAY
Wheel
Support

AREA OF OPERATIONS
 The firm manufactures a broad variety of goods, sells foreign goods to the USA,
and is based in Mysore.
 In the Mysuru Industrial Area of the Karnataka. It has an international, national,
and regional reach.
 Firm ships its goods straight to its clients in accordance with their orders, and
it has branches in Italy.
INFRASTRUCTURE FACILITIES
• Canteen facilities
• First aid facilities to workers.
• Break room and lunch room facilities.
• The facilities of a generator in case of a power cut.
COMPETITORS INFORMATION (PLAYERS IN FORGE INDUSTRY)
• Bharath forge ltd.

• Kalayani forge ltd.
• LGB forge ltd.
• MM forging ltd.
• Kalaria forge Pvt. ltd.
• Forging India iron steel ltd.
• Techno forge ltd.
• Ace forge Pvt. Ltd
• Vishnu forging Pvt. Ltd
OWNERSHIP PATTERN
A director of a secluded imperfect company is a type of private limited corporation with

a board of managers. The Corporations Act of 2013 defines "director" as someone who
has been appointed to a position company's board of directors. A collection of persons
selected by a corporation's shareholders to run its business is recognized as the board
of directors. Since a company is a fake lawful entity created by statute, it is acceptable

to act only via the action of natural humans. This can only be complete by persons, and
the directors are primarily in charge of managing the company. The organization of a
business is therefore delegated to a collection of people known as the "Board of
Directors."
BOARD OF DIRECTORS(BOD)
DIN/ DPIN/ PAN Full Name Designation
08739263 S Suresh Managing director
08483207 Prakash N Full Time Director
Table-1.2: Board of Directors
FUTURE GROWTH AND PROSPECTS
• Maximisation of profits.
 To cross the revenue of 600 crores by 2022
• Superior quality of the goods.
• To run a customer-focused business.
• To become the world's leading firm
CUSTOMERS ARE:
Fig-1.6: Customers for siderforgerossi india private limited

SWOC ANALYSIS
STRENGTH WEAKNESS
 Lower conversion cost with  The low stage of study and

higher productivity. development capability.
 Flexibility in production.  Mainly Forging companies are
 Quality standard certified by ISO. needy on global majors for high
 Cost aggressive. technologies.
 High technology.  Heavy trust in US and European
 Superiority controls. markets have its business cycle.
 The major auto manufacturing  Low labor productivity caused by
company has arrangement lack of knowledge.
services in India.  Infrastructure bottlenecks.
OPPORTUNITIES THREATS
 To concern the market share of the  New competitors in the technical

organized sector. expertise of foreign players in the
 Improve technology. local market.
 Unfulfilled needs of the customer.  Technology-based business.
 Developing export marketing.  Price war.
 Serves as source hub for global  Substitute products.
automotive majors.  Increased presence of global players
 Emerging new technology. in the local market.
 Major export opportunity may be  Presence of a huge counterfeit
realized through diversification of components market possesses an
export basket. important threat.

STATEMENT OF PROFIT & LOSS

Particulars Note For the For the For the For the
year year year year
ended ended ended ended
No. 2022 2021 2020 2019
I INCOME:
a. Revenue from operation 21
i. sales of products 12694.89 8987.25 12263.86 16070.14
ii. other operating 397.29 275.03 450.53 998.77

revenues
13092.18 9262.28 12714.39 17068.91
b. other income 22 142.41 61.78 43.13 99.43
Total Revenue 13234.59 9324.06 12757.52 17168.34
II EXPENSES:
a. Cost of material 23 8026.73 4007.53 7173.96 10438.38
consumed
b. Changes in inventories 24 -1303.69 516.53 -741.89 -738.46
c. Employee benefit 25 1200.41 761.96 917.38 912.47

expenses
d. Finance costs 26 348.54 188.39 226.45 229.59
e. Depreciation & 12 1254.3 1215.48 1199.78 1177.16

amortization
f. other expenses 27 4794.46 3722.38 4768.25 5711.67
Total Expenses 14320.75 10412.27 13543.93 17730.81

Profit/ (Loss) before
exceptional items and -1086.16 -1088.21 -786.41 37.54
tax Exceptional items

(i) Exchange gain/(Loss)
on foreign currency 151.06 -244.61 -429.07 237.1
loan
(ii) Others 28 -142.44 -195.44

Profit/(loss) before tax - -1528.26 -1215.48 274.64

1077.540
Tax expenses
(i) Current tax - -
(ii) Deferred tax - -
Profit/(Loss) for the year -1077.54 -1528.26 -1215.48 274.64

after the tax
Earning per equity share
(EPS): Basic and 29
diluted
Basic and diluted -137.89 -195.56 -155.54 35.14
Table-1.3: Profit and loss a/c
STATEMENT OF BALANCE SHEET
Particulars Note As on As on As on As on
31st 31st 31st 31st
No. Mar-22 Mar-21 Mar-20 Mar-19
I EQUITY AND LIABILITIES
1 Shareholders’ Funds
a. Share capital 3 781.47 781.47 781.47 781.47
b. Reserve and surplus 4 10785.5 11863.12 13361.37 14606.85
2 Noncurrent Liabilities
a. long term borrowings 5 7407.1 6905.22 6394.85 6231.54
b. Other long-term liabilities 6 1731.8 1315.66 352.35 327.17
c. long term provisions 7 33.52 3.91
3 Current liabilities
a. short term borrowings 8 3317.0 1680.85 1364.73 1943.3
2

b. Trade payables 9
(i) Total outstanding dues of 161.22 335.18 68.66 52.56

micro and small enterprises
(ii) Total outstanding dues of
creditors other than micro 1925.2 1362.76 2257.19 2534.15
8
and small enterprises
c. Other current liabilities 10 527.09 280.07 537.81 550.65
d. Short-term provisions 11 169.08 103.14 965.22 100.53
Total Equity and liabilities 26839 24627.4 26083.6 27132.1
II ASSETS
1 Noncurrent asset
a. Properly plant and equipment 12
(i) Tangible asset 12. 6623.3 7669.82 8822.39 9655.1

1
(ii) Intangible asset 12. 16.79 3.04 286.08 40.16
2
(iii) Capital work in progress 13. 14.8 66.5 167.09
3
b. Noncurrent investment 13 4466.54 4466.54 4466.53 4466.53
c. long term loans and advances 14 1277.58 1277.58 1277.57 1277.57
d. Other non-Current assets 15 655.29 634.41 600.16 533.31
2 Current asset
a. Inventories 16 8464.65 6180.61 6308.74 5619.79
b. Trade receivables 17 4818.01 3588.39 3495.74 4676.8
c. Cash and bank balances 18 206.58 465.67 450.34 390.28
d. short term loans and advances 19 175.68 202.04 168.07 165.44
e. Other current assets 20 134.88 124.57 141.53 140.06
Total Assets 26839.3 24627.47 26083.65 27132.13

Table-1.4: Balance Sheet

CHAPTER-2
CONCEPTUAL BACKGROUND & LITERATURE

REVIEW
THEORITICAL BACKGROUND
The impact of motivation factors on employee satisfaction refers to how different

factors that drive and enhance employee motivation can influence their overall
satisfaction in the workplace. Motivation factors are the elements that stimulate and
inspire employees to perform their job tasks effectively and achieve their goals. When
these factors align with employees' needs and desires, they can significantly contribute
to their satisfaction at work.
Here are a few key points to comprehend the joining amongst motivation factors and
employee satisfaction:
Fig-2.1: Conceptual model
Recognition:
When employees take chances to achieve meaningful goals, it enhances their

motivation. The satisfaction derived from accomplishing tasks and getting gratitude for
their work definitely impacts their overall job satisfaction

Career development:
Career development states to the ongoing process of managing and advancing one's
career over time. It involves the acquisition of skills, knowledge, and experiences that
enable individuals to progress in their chosen field or profession. Motivation factors
play a crucial role in career development as they drive individuals to set and achieve
career goals, overcome challenges, and seek opportunities for growth and advance
Working conditions:
Working conditions refer to the surroundings and circumstances the manner in which
people go about their work. These conditions Can make a big difference on employees'
motivation and job satisfaction. Different working conditions can influence motivation
factors in various ways. Here are some examples:
Physical Environment: The physical conditions of the workplace, such as lighting,

temperature, noise levels, and ergonomic factors, can affect motivation. A comfortable
and well-designed workspace can contribute to a positive work experience and enhance
motivation.
Workload and Time Pressure:
The workload and time constraints placed on employees can impact their motivation.
Excessive workload and unrealistic deadlines, and reduced motivation. As different to
that, appropriate workload and manageable deadlines can foster motivation by
providing a sinse of accomplishment and control.
Compensation and incentives:
Compensation and incentives are critical components that can meaningfully impact
motivation in the workplace. Here's what they mean and how they relate to motivation
factors.
Compensation:
Compensation refers "Total" mentions the entire package of financial rewards provided
to employees in exchange for their work and services. It typically includes base salary
or wages, bonuses, benefits, and other forms of financial rewards.
Incentives:

Incentives are additional rewards or benefits offered to employees to motivate them to

achieve specific goals or performance targets. Incentive programs may appear in a
variety of ways, including cash bonuses, commission plans, stock options, recognition
awards, or non-monetary rewards like extra vacation days or flexible work hours.
Responsibility:
Responsibility in the setting of motivation factors, refers of the amount to which

employees are given autonomy, ownership, and accountability for their effort and
outcomes. It relates to the stages of trust and authority granted to individuals to make
decisions, solve problems, and take ownership of their responsibilities within their
roles.
Here's how responsibility influences motivation factors:
Sense of Autonomy:
When employees have a sense of responsibility, they are entrusted with the freedom
and autonomy to make decisions and execute tasks in their own way. This autonomy
can enhance motivation by giving individuals feeling in charge of their work, allowing
them to leverage their skills and expertise, and fostering creativity and innovation.
Employees who feel trusted and empowered are more probable to be motivated and
engaged in their work.
Ownership and Accountability:
Assigning responsibility to employees means holding them accountable for the

outcomes and grades of their work. When individuals are aware of their responsibilities
and the impact their work has on the more likely to work for an organisation take
ownership of their tasks and feel a intellect of pride and achievement. This sense of
responsibility can drive motivation as employees strive to meet or exceed expectations
and deliver high-quality work.
Employee satisfaction:
Employee satisfaction refers of the degree to which employees are content, fulfilled,
and positive about their work experiences within an society. It is a measure of the

overall happiness and well-being of employees in their roles and their level of
contentment with various elements of their work environment.
There are a few key aspects that back to employee satisfaction:
Job Satisfaction:
Job satisfaction is castoff to describe how much employee’s discovery their work
fulfilling and enjoyable. It encompasses considerations include the culture of the work,
the level of challenge, the opportunities for growth and development, the work-life
balance, and the alignment between personal values and organizational goals. they are
more possible to be engaged, motivated, and committed to their work.
Relationship with Equals and Managers:
The standard of relationships within the workplace significantly impacts employee

satisfaction. Positive interactions and effective communication with coworkers and
managers contribute to a supportive and collaborative work environment. When
employees feel valued, respected, and supported by their peers and supervisors, it
enhances their overall satisfaction. contentment with numerous features of their work
environment.
REVIEW OF LITERATURE
1. Ishfaq Ahmed, Muhammad Musarrat Nawaz, Naveed Iqbal (2010):
The study collected primary data from the university's non-academic personnel, which
is among the largest in the nation. Herzberg et al.'s (1959) theory, which considers
hygiene and motivational variables and their influence on work views and job
satisfaction, assisted as the basis . The learning's findings showed that while extrinsic
(hygiene)did not suggestively affect employee work satisfaction, intrinsic motivating
elements did. According to gender, qualification, experience, and work characteristics.
The conclusions of this case study have application for experts in senior positions in
the community area. university system in Pakistan, as fine as any theoretical
ramifications for scholars.

2. Nargess Mottaghi Golshan, Aznur Hafeez Kaswuri, Betsabeh Aghashahi,

Muslim Amin (2011):
The Based-on Herzberg's two-factor theory, this empirical study studied the link
between motivational and hygienic variables and answered questionnaires evaluating
job satisfaction, motivators, and cleanliness. The findings showed a strong correlation
between internal job. In contrast to a prior study by Furnham A. and Eracleous A.
(2009) and in favour with Locke's (1976) criticism of Herzberg's theory, hygiene
characteristics were not substantially connected to extrinsic work satisfaction. The
study's use of self-report measures, which could have introduced defensive bias, was
one of its limitations. The results imply that more study should examine additional
factors impacting Malaysians' work satisfaction.
3. Dr. Professor Xuezhou Wen, Rehan Sohail Butt, Rabnawaz Khan, (2018):
Based on Herzberg's two-factor theory, this study examined the motivating variables
and work satisfaction of administrative personnel in Pakistan's telecom industry. The
study looked at how job happiness is affected by extrinsic hygienic variables like senior
management, the supervisor's position, and excellent relationships with coworkers as
sound as inner motivating factors like recognition, the job itself, responsibility, and
professional progress. Additional aspects of HR development, career advancement, pay
and benefits, and work environment were also examined in the study. Through
convenience sampling, information from 150 members of the administrative staff was
gathered. The results, internal motivating factors, pay and perks, career advancement,
and work responsibility.
4. Deden Andreas (2022):
This research looked at factors affecting workers' productivity. It is castoff in

quantitative research. A full of 35 respondents, who worked at Candika Wastu
Pramathana, participated in the survey, which was centred on them. The findings
showed that motivation in particular was a key internal element with a considerable
effect on performance. In particular, it was discovered that a intellect of enjoyment in
different areas of the organisation and self-motivation in job completion show a main
role in obtaining peak performance.

5. Md. Habibur Rahman, Mst. Rinu Fatema, Md. Hazrat Ali (2019)
This empirical study sought to control how affected workers' productivity. The
researchers noted that it might be difficult for companies to stimulate and cultivate a
sense of in their workers. The education employed a single bank as its sample, gathering
information from people working there. Simple percentages, mean scores, ANOVA,
and correlation tests were castoff in the information. Based on the findings, work
satisfaction was influenced significantly by both internal and extrinsic elements in the
bank's employees.
6. Janovac T, Virijević Jovanović S, Tadić J (2021):
he link between elements influencing Job satisfaction and employee motivation in

mining corporations in the Republic of Serbia was examined in this study. The survey
included 200 respondents from a sample of the two major mining organisations. The
data were analysed using a conventional multiple regression model, and correlation
numbers were calculated using SPSS. The results showed a significant relationship
between motivating factors and employee work satisfaction. In particular, it shows that
it was highly impacted by both material and non-material work-related motives.
7. Munawaroh,Suharto, Iwan Kurniawan Subagja, (2022)
The study at PT. Bambu Tirta Engineering sought to inspect the association among and
work ethics and worker output. 64 respondents made up the research sample. The
findings showed that employee performance and work discipline were positively
impacted. Additionally, it was discovered that PT. Bambu Tirta Engineering
employees' performance was highly impacted by work discipline. The study, however,
found no evidence to substantiate the idea that workplace.
8. Jacques Igalens (1999):

Using the theoretical framework of expectation and contradiction theories, this study
by Jacques Igalens overall Patrice Roussel investigated the links between remuneration
package, workplace inspiration, and job satisfaction. To examine the variations in
responses among these two groups, 269 exempt employees and 297 nonexempt staff
members were tested in two separate collections of workers. In order to examine the

connections between the components of total pay, work motivation, and satisfaction
with work, the study used a structural equations model.
9. Ogunnaike, Olaleke Oluseye (2014):
Based on Ogunnaike and Olufemi Akinbola's study examines how motivation affects
sales agents' work happiness. Sales managers' concerns on both individual and
collective sales force motivation are acknowledged by the study. It evaluates the things
of inside and outside motivation on work satisfaction separately questionnaires were
given at random to sales representatives from four service companies. The
consequences showed that both internal and external motives greatly improve sales
reps' work happiness. The research makes useful suggestions that, if followed, can be
beneficial for business owners and sales managers.
10. Ronaldo A. Manalo,Belinda de Castro, Chin Uy, (2020):

Ronaldo A. Manalo conducted descriptive-causal research to investigate the levels and
implications of work gratification and inspiration on organisational obligation and
effort assignation in Metro Manila. Using purposive sampling, data from 1,098
instructors were gathered. The associations between the hidden variable quantity were
examined by means of descriptive statistics and structural equation modelling (SEM).
According to the findings, teachers at work. The SEM analysis showed had a strong
beneficial impact on organisational commitment and employee engagement. The
mediated the link between motivation, teachers' organisational commitment, and work
engagement. Policymakers can use these insights to design programmes and policies.
11. Wosenyeleh Semeon Bagajjo, Birhanu Zenebe, Ethiopoa (2021):
"The Impact of Motivation on Employees' Job Satisfaction" study investigates the

connection employee motivation and job happiness. The study examines the range of
motivation affects workers' total profession gratification and was published in the
Technium Social Science Journal in 2021. The results point to a helpful connection
amongst incentive and work satisfaction, viewing that personalities who are more
motivated tend to have happier jobs.

12. Muhammad Jamal Shah, Musawwir-Ur-Rehman, Gulnaz Akhtar,Huma

Zafar (2012)
Muhammad Jamal Shah did research to aspect of elements that affect teachers'
inspiration and trade approval in seminaries in the Rawalpindi region. It was
investigated how contentment with pay and recognition, supervision, and work itself
affected job satisfaction. Additionally, the connection between intrinsic motivation and
occupational happiness was looked into. Through a questionnaire, responses from 294
workers were gathered for the study, and SPSS. The findings showed a highly
favourable association between occupation satisfaction and and work satisfaction.
Furthermore, it was shown that intrinsic motivation and work satisfaction have a
substantial positive association. Regarding the use of HR, the study presents
management and policymakers implications and
13. Wanda Roos; René Van Eeden (2008):
This study looks into the connections between company culture, job happiness, and
employee motivation. Permanent employees of a marketing research firm in South
Africa made up the sample. To assess worker incentive, career approval, and business
culture, three surveys were used. After calculating the Pearson product-moment
coefficients. The results confirmed the linear correlations between motivation, work
satisfaction, and company culture while also shedding light on their underlying
mechanisms. The findings provide way for marketing research organisations, especially
in relations of comprehending how management influences employee attitudes at work.
14 Shahi Md. Tanvir Alam (2012):
Tanvir Alam's study examines the variables influencing the work satisfaction,
motivation, and turnover rates of Medical Promotion Officers (MPOs) in the Khulna
City, Bangladesh, pharmaceutical business. The study involves 40 MPOs from different
pharmaceutical firms who participated in direct field surveys. The results show that
many MPOs are unhappy with their positions, which has a high turnover rate. Job
security, social standing, workload, store visits, sales objectives, a want of family
support and insufficient family insurance are about of the variables that contribute to
discontent. The study suggests utilising the force field analysis model to address

unfavourable forces and lower turnover rates while emphasising advantageous aspects
that might lessen turnover.
15. Gordana Stankovska, Slagana Angelkoska, Fadbi Osmani & Svetlana

Pandiloska Grncarovska (2017)
This study by Stankovska, Gordana, Angelkoska, Slagana, Osmani, Fadbi, and

Grncarovska, Svetlana Pandiloska examines the connection amongst job inspiration
and occupation gratification among abstract staff in advanced education. The research
focuses on the key role of academic staff in universities and how a positive university
structure influences their job satisfaction and motivation. The findings open that the
academic staff exhibited high job motivation. They were particularly satisfied through
salary, working conditions & promotions.
16. Nenah Sunarsih, Helmiatin (2017):
Nenah Sunarsih and Helmiatin's study at Universitas Terbuka examined how

enthusiasm, job satisfaction, and organisational climate affect workers' performance.
120 respondents those functioned for both the regional and head offices in the Bogor
region were included in the research. Utilising stratified random probability sampling,
questionnaires were distributed in order to gather statistics. Rendering to the results,
motivation had a huge impact on worker performance even if individual impacts of
organisational environment and work satisfaction were not statistically significant.
Organisational environment, motivation, and work satisfaction all have a substantial
and combined consequence on employee performance, though, when taken as a whole.
17. Nita Tri Febrianti, Suharto, Wachyudi (2020):
This investigation of career development and motivation's result on trade pleasure and
employee performance at PT Jabar Jaya Perkasa was approved by Nita Tri Febrianti
and Suharto. 58 participants made up the research sample, and track analysis stayed for
both descriptive and quantitative analyses. The findings showed that career
development and enthusiasm had a big influence on employee routine and work
satisfaction. The study, however, found no evidence to substantiate the idea that work
satisfaction mediated the link between career advancement, employee motivation, and

performance. In conclusion, at PT Jabar Jaya Perkasa, career development and

inspiration had a larger direct impact on worker performance than they did on work
satisfaction.
18. Siti Nur Aishah Mohd Noor, Nadzirah Zainordin (2018)
This study, Nadzirah Zainordin investigate how incentives affect work satisfaction that
provides services through quantity surveying. The study, which focused on internal and
external motivation and its impacts on work satisfaction, disseminated questionnaires
via an online platform to quantity surveyor personnel in a small company. The internal
benefits like recognition and appreciation were also significant, employees gave
extrinsic rewards like festival bonuses and incentives a greater priority. Employees'
happiness through jobs was highest when it came to the role of the work, coworkers
and operational procedures. While there was a moderately negative correlation amongst
encouragements and work happiness.
19. Anantha Raj A. Arokiasamy,Huam Hon Tat (2013):
Anantha Raj A. Arokiasamy and Huam Hon Tat's study examines the connection
between academic staff salary, motivation, and work satisfaction in three private
Malaysian institutions. The systematic survey was utilised to gather the data from the
sample, which included 75 respondents from various colleges. The shape of the
respondents was described using descriptive analysis, and the (PPM) Correlation was
secondhand to survey the relationship between the variables. The results showed a
strong and favourable correlation between pay, inspiration, advancement. Rendering to
the survey, organisations would take these features into account to boost organisational
citizenship and increase employee happiness.
20. Jufrizen Jufrizen, Muhammad Rizky Hutasuhut (2022):
The authors of this study, Jufrizen Jufrizen and Muhammad Rizky Hutasuhut, examine
how profession satisfaction and motivation at work affect workers' performance. It also
airs at how organisational citizenship behaviour mediates the connection amongst job
happiness and member presentation. With a total model size of 52 workers, used a
measurable research methodology to gather primary data by distributing questionnaires

to the Dr. Pringadi Hospital's administrative staff in Medan City. The partial least
squares (PLS) method of statistics analysis was employed. The study findings have both
had good and substantial effects on employees' performance. Work motivation also had
a favourable and significant impact.
Research Gap:
While existing literature extensively explores the outcome of motivation factors on
employee satisfaction, The want of comprehensive research focusing on the nuanced
interplay between intrinsic and extrinsic motivational drivers within the environment
of diverse organizational cultures and industries. Furthermore, limited A focus has been
placed on the moderating part of discrete variances in shaping the connection among
motivation factors and employee satisfaction.

CHAPTER-3
RESEARCH DESIGN
STATEMENT OF THE PROBLEM
The problem statement emphases on the effect of motivation factors on employee

satisfaction. It highlights that employees' motivation is a crucial factor in enhancing
their job satisfaction, which, in the end affects their employee performance and
productivity. It aims to identify the most significant motivation aspects that stimulus
operative fulfillment and to Examine the connection amongst motivation and job
satisfaction.
NEED OF THE STUDY
The training is to analyse the impact of motivation factors on employee satisfaction is

essential for several reasons. Firstly, it helps organizations to understand. The essential
issues that stimulus employer enthusiasm and job satisfaction. This information can
assist directors in designing effective motivation programs and policies that align with
employees' needs and preferences, thereby enhancing employee’s satisfaction,
retention and productivity.
OBJECTIVE OF THE STUDY
1) To study the motivation factors and employee satisfaction.

2) To study the relationship between motivation factors and employee satisfaction.
3) To analyse the impact of motivation factors on employee satisfaction.
SCOPE OF THE STUDY
Identification of key motivation factors: The study may aim to control the critical
motivation factors that stimulus employee satisfaction, such as compensation,
recognition, job security, work-life balance, and career development opportunities
Examination to the connection amongst impetus and job satisfaction: The study may
explore the extent to which motivation factors affect employee job satisfaction,
engagement, and commitment of the association.
RESEARCH METHODOLOGY

Research design:
Descriptive research
Sampling Design:
Sampling unit: Employees of the organisation
Sampling method: Probability sampling
Sampling techniques: Simple random sampling
Sampling size: 100 employees
Types of data:
Primary data: Personal interview, Survey method using questionnaire.
Secondary data: Research articles, textbooks, Magazines of organisation
Statistical tool used: Reliability test, Correlation and regression using SPSS
Software
HYPOTHESIS TESTINGA statement that demonstrates the linking between two or

more things It's named a hypothesis. It has a precise, testable study prediction. It
provides a theoretical description of the investigation.
The study's goals are to look into the problem area and produce a hypothesis that will
be tested in subsequent studies. The hypothesis often consists of two parts: one that
defines the prediction and the other that specifies additional potential outcomes.
H01: There is no relationship between motivation factors and employee satisfaction.
H11: There is a relationship between motivation factors and employee satisfaction.

H02: There is no impact of motivation factors on employee satisfaction.
H12: There is an impact on motivation factors on employee satisfaction.

LIMITATIONS OF THE STUDY
1) Results may vary based on biasness of employee
2) Limited to only one company information
3) Limited Sample size, Numerous investigations have employed minor sample sizes,
which may bound the generalizability of their findings.
CHAPTER SCHEME:
CHAPTER 1: It provides information on the project's introduction, along with

company and industry profiles. It contains information on the promoters, the Vision
and Mission, and the Land Quality Policy. Additionally, it provides comprehensive
details about competitors, competitors' products and services, SWOC analysis, and
financial statements.
CHAPTER 2: It contains theoretical background and literature review of the study.

CHAPTER 3: It has Research design concepts like statement, need, objectives scope
of the study. It gives information about hypothesis and limitation of the study also.
CHAPTER 4: Analysis and interpretation of the study is briefly explained in this

chapter.
CHAPTER 5: It contains summary of findings, conclusions and recommendation.

CHAPTER-4
ANALYSIS & INTERPRETATION
Introduction
This chapter provides the study's findings. Additionally, it emphasizes the four sections
of response rate, context information on respondents, performance evaluation,
employee participation, and discussions of the findings. The findings are displayed as
graphs, figures, and tables.
1. Gender
The study is conducted to understand the0different Gender groups of respondents.
Table 4.1 Frequency of Respondents Gender
Gender No. of Respondents Percentage

Male 125 83%
Female 25 17%
Total 150 100%
Source: Primary data
Graph 4.1: Respondents Gender
Interpretation:
It is apparent after the data show above on the gender The responders included that 83.3
percent of them were men and 16.7 percent were women.

2. Age
The study is conducted to understand the0different age groups of respondents.
Table 4.2 Frequency of Respondents Age

Age No. of Respondents Percentage
Up to 20 years 25 17%
21-30 years 78 52%
31-40 years 37 25%
41-50 years 10 7%
Total 150 100%
Graph 4.2: Respondents Age
Interpretation:
The responses about are displayed in table 4.2 According to the study’s findings ,16.7%
Respondents were under 20 years old, 52.0% of respondents were in the 21-30 age
range, and 24.7% of respondents were in the 31-40 age range, and 6.7% of respondents
were in the 41-50age range, this means the popular of respondents, on average from 21-
30 age range.

3. Education
The study is conducted to understand the0different Education groups of respondents.
Table 4.3: Frequency of Education
Educational
Qualification No. of Respondents Percentage
SSLC 5 3%
PUC 14 9%
Graduation 89 59%
Post Graduation 42 28%
Total 150 100%
Graph 4.3 Respondents Education
Interpretation:
According to this graph, most of the respondents are 59.3 out of a hundred who have
done their undergraduate studies, followed by SSLC, PUC, and Post Graduation
Certificate Courses for 3.3%, 9.3% and the remaining 28% of respondents.

4. Department
The study is conducted to understand the0different Department groups of
respondents.
Table 4.4 Frequency of Department
Department No. of Respondents Percentage

HR 3 2%
Finance 50 33%
Marketing 27 18%
Engineering 50 33%
Others 20 13%
Total 150 100%
Graph 4.4 Shows Respondents has taken Departments
Interpretation:
The responses on Departments are show in the table 4.4. The study’s findings, 2% of
the accused were HR, 33.3% were Finance, 18.0% were Marketing, 33.3% were
Engineering, and 13.3% were Others.

5. Marital Status
The study is conducted to understand the0different Marital Status groups of
respondents.
Table 4.5 Frequency of Marital Status
Marital Status No. of Respondents Percentage

Single 110 73%
Married 40 27%
Total 150 100%
Graph 4.5 Respondents has taken Marital Status
Interpretation:
As per this graph, 73.3% The responders included are single and remaining 26.7% The
replies include married people.

Experience
The study is carried out. to understand the0different Experience groups of
respondents.
Table 4.6 Frequency of Experience
Since No. of Respondents Percentage

<1 year 13 9%
1 to 2 years 61 41%
3 to 4 years 68 45%
More than 4
8 5%
years
Total 150 100%
Graph 4.6 Respondents has taken Since
Interpretation:
According to this graph, 8.7% Further than semi of the respondents have experience of
less than one year, 40.7% The respondents include those with experience of one to two
years, 45.3% of the respondents have experience of three to four years, and 5.3% some
defendants have more than one job a 4-year experience.

Reliability Test
The accuracy of the scale used for data collecting has been examined using a reliability
test.
Table 4.7: Reliability Test
Case Summary
N %
Cases Valid
150 100.0
Excluded
0 0.0
Total 150 100.0
a. Listwise deletion created on all variables in the method.

The case summary table ensures no missing data and number of respondents are 150.
Table 4.8: Reliability Analysis
Reliability Analysis
Cronbachs Alpha N. of Items
.899 29

Interpretation:
Based on the answers of the reliability test, it is evident that respondents understood
each question and offered accurate answers, as evidence by the resulting Cronbach’s
Alpha score of 0.899. The analysis indicates that the Cronbach’s Alpha score of 0.899
surpassing the 0.70 threshold, suggests that the data can be relied upon for conducting
the statistical test.
Correlation Analysis
Correlation analysis is a numerical method used in research to identify the connection

with two variables and access the strong point of their linear relationship.

H01: There is no relationship between motivation factors and employee satisfaction.

H11: There is a relationship between motivation factors and employee satisfaction.
Table 4.9: Correlations

Correlations
Career Compens Employe
develop ation and e
Recogn ment Working incentive Respon satisfacti
ition conditions s sibility ons
Recognition Pearson
Correlation
1 .582** .693** .651** .118 .614**
Sig. (2-
tailed)
.000 .000 .000 .150 .000
N 150 150 150 150 150 150
Career Pearson
developmen Correlation .582** 1 .637** .541** .128 .539**
t
Sig. (2-
tailed)
.000 .000 .000 .119 .000
N 150 150 150 150 150 150
Working Pearson
conditions Correlation .693** .637** 1 .729** .193* .690**
Sig. (2-
tailed)
.000 .000 .000 .018 .000
N 150 150 150 150 150 150
Compensati Pearson
on and Correlation .651** .541** .729** 1 .173* .598**
incentives
Sig. (2-
tailed)
.000 .000 .000 .034 .000
N 150 150 150 150 150 150
Responsibili Pearson
ty Correlation .118 .128 .193* .173* 1 .270**
Sig. (2-
tailed)
.150 .119 .018 .034 .001
N 150 150 150 150 150 150
Employee Pearson
satisfactions Correlation .614** .539** .690** .598** .270** 1
Sig. (2-
.000 .000 .000 .000 .001
tailed)
N 150 150 150 150 150 150
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Interpretation:
Employee satisfactions have a major connection to Recognition since P value (0.00) is

less than 0.05
Employee satisfactions have an important connection to career growth as the P value

(0.00) is less than 0.05

Employee satisfactions have a major connection with Working Conditions as the P

value (0.00) is less than 0.05
Employee satisfactions have a significant relationship with Compensation and

Incentives as the P value (0.00) is less than 0.05
Employee satisfaction possess a close relationship with Responsibility as the P value

(0.00) is less than 0.05 so We are disproving the null hypothesis. we are accepting An
alternative theory
It may be seen from the table above that Employee satisfaction is having moderate
(0.614) favourable connection with Recognition, Moderate (0.539) A other theory that
has a favourable association with Career development, Moderate (0.690) favourably
correlated with Working Conditions, and Moderate (0.598) positive correlation with
Compensation and Incentives and Moderate (0.270) Responsibility.
Regression Analysis
It is used to predict the impact of self-governing variable star on dependent variable. It

is the method able to identify the degree of impact and significant influence of
independent variables on dependent variable.
H02: There is no impact of motivation factors on employee satisfaction.
H12: There is an impact of motivation factors on employee satisfaction.

Table 4.10: Variables Entered/Removed
Variables Entered/Removed
Variables
Model Variables Entered Removed Method
1 Recognition,
Career Development,
Working Conditions, Enter
Compensation and Incentives,
Responsibility.
Interpretation:
From the above table of regression, It demonstrates that Recognition, Career

development, Working Conditions, Compensation and incentives, Responsibility, is
independent variables and Employee Satisfaction is a Dependent Variable.

Table 4.11: Model Summary
Model Summary
Adjusted Std. Error of

Model R R Square R Square the Estimate
1 .738a .544 .528 .46566
a. Predictors: (Constant), RES_MEAN, REC_MEAN, CD_MEAN,
CI_MEAN, WC_MEAN
Interpretation:
Model summary explains through R square that, % of the dependent variable is

explained by independent variable. That is to say, in the current learning, the
independent variables Recognition, Career advancement, Working Conditions,
Compensation and incentives, and Responsibility contribute to 54.4% of the dependent
variable Employee Satisfaction.
Table 4.12: ANOVA of Regression Analysis
ANOVA
Sum of Mean
Model Squares df Square F Sig.
1 Regression 37.255 5 7.451 34.362 .000b
Residual 31.225 144 .217
Total 68.480 149
a. Dependent Variable: Employee Satisfaction
b. Predictors: (Constant), RES_MEAN, REC_MEAN, CD_MEAN, CI_MEAN,
WC_MEAN
Interpretation:
The null hypothesis is being rejected and the alternative hypothesis is being accepted
in the above table while the significant value is less than 0.05. hypothesis. The
significant result validates the model's suitability for regression analysis, and dependent
variable and independent variables may be employed to explain this variable.

Table 4.13: Coefficients of regression analysis
Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig. Result
1 (Constant) .227 .352 .646 .519
Recognition .189 .077 .206 2.457 .015 Significant
Career .100 .073 .104 1.373 .172 Not
development Significant
Working .384 .099 .371 3.861 .000
Conditions Significant
Compensation .093 .071 .113 1.311 .192 Not
and incentives Significant
Responsibility .236 .096 .141 2.449 .016 Significant
Interpretation:
From the table to interpret that Recognition, Working Conditions and Responsibility
are significantly influencing Employee Satisfaction. But Career development and
Compensation and incentives are not influencing Employee Satisfaction.
Also, from the above table to interpret that which coefficient variable is influencing
more compared to another independent variable. From the table by observing
unstandardized beta coefficients values we can interpret that Working Conditions is
having high influence than the Recognition and Responsibility.
This may also be shown as the following regression model equation.
Employee Satisfaction= 0.227+0.189 (Recognition)+0.384 (Working Conditions) +0.

236 (Responsibility)
From the model we can interpret that one unit of increase of Employee satisfaction is
influenced by18.9% Recognition, 38.4% Working Conditions of and 23.6% of
Responsibility.

CHAPTER – 5
FINDINGS, SUGGESTION & CONCLUSION
5.1 FINDINGS
Demographic Data
 From the demographic data analysis, it is found that 15.1% are aged up to 20
years, 30.9% are aged between 21 to 30, 25% are aged between 31 to 40 and
19.7% are aged between 41 to 50 years and 9.2% are aged between 50 years
above. So, customers aged between 21 to 30 are the highest with 30.9%.
 It has been discovered that 68% of employees are men and 32% are women.
Therefore, 68% of employees are married.
 It is found that 18.4% have completed SSLC, 26.3% have completed PUC,
40.1% of the employees are graduated and 15.1% have completed their other
course. So, employee who are graduated are the highest with 40.1%.
 It is found that 19.7% have an department are human resources, 23.7%of people
are finance, 26.3% employees are marketing and 30.2% people are engineering.
and people are others So people who are occupation are the highest with
30.2%.
 It is found that 46.1% of the employees are Single and 53.9% of the employees
are Married. So, the staffs who are Nuptial are more with 53.9%.
 It was discovered that 15.8% of workers currently employed in the organisation
have stood there for fewer than a year, 20.4% consume been there for between
one and two years, 28.9% have operated there for amid three and four years,
and 34.9% eat worked there for more than four years. Therefore, the percentage
of individuals who have been active by their present company for more than
four years is the greatest at 34.9%.

Reliability Test
Cronbach's Alpha value of 0.899, which is developed than 0.70, indicates the statistics
is trustworthy for use in the statistical test.
Correlation Analysis
Employee satisfaction has a strong correlation with the following motivation factors
Recognition, Career development, Working Conditions, Compensation and incentives,
Responsibility Furthermore, it is discovered that, in the respondents’ opinions,
Employee satisfaction has a positive.
Regression Analysis
 Model Summary: Model summary explains concluded R square that, ratio of
dependent variable explained by independent variable. That indicates that the
current study 54.4% of Dependent variable Employee Satisfaction is explicated
by the independent variables.
 ANOVA of Regression Analysis: From the ANOVA of Regression Analysis,
it is discovered that important value is less than 0.05, guaranteeing that the null
hypothesis is rejected and the another hypothesis is accepted. hypothesis. The
significant result explains that the model is good for regression analysis, and
dependent variable is clarified by independent variables.
 Coefficients of regression analysis: Since the regression analysis, it is
originating that Recognition, Work Environment and Responsibility are
significantly influencing Employee Satisfaction and also found that Work
Environment is having high influence that the Recognition and Responsibility.
Whereas, Career development and Compensation and incentives are not
exerting any effect in light of these selected respondent’s opinion.

5.2 SUGGESTIONS
 Employees who Contribute original thought-provoking or processes that
enhance productivity or reduce costs.
 Recognize employees who possess specialized skills or knowledge relevant to
their roles.
 Regularly assess employee performance and provide promotions to deserving
individuals who demonstrate competence, leadership potential, and a strong
work ethic.
 Implement a performance – based incentives program tied to individual, team,
or company goals.
 Offer career advancement opportunities based on employee’ demonstrated
responsibility, performance, and readiness for increased responsibilities.
 The company should introduce more career development trainings to its
workers to growth their satisfaction towards their work.
 Compensation and incentives should be provided as per The effectiveness of the
employees.

5.3 CONCLUSION
The main aim of the research is was to scrutinize the belongings of Motivation factors
on Employee satisfaction in Siderforgerossi India private limited Mysuru.
In this schoolwork, the data exhibited strong reliability with a Cronbach's Alpha value,
surpassing the recommended threshold. Correlation analysis revealed that employee
satisfaction is positively and significantly correlated with key motivation factors,
including Recognition, Working Conditions, and Responsibility. The regression
analysis further demonstrated the variability in Employee Satisfaction is clarified by
the independent variable. The ANOVA results confirmed the arithmetical significance
of the model, underscoring its suitability for explaining the dependent variable.
Notably, among the variables, Recognition, Working Conditions, and Responsibility
were found to exert significant influence on Employee Satisfaction, while Career
Development and Compensation and Incentives did not exhibit notable impact based
on the opinions of the selected responden

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Based in Khulna City. Human achive.
15. Gordana Stankovska, S. A. (2017). Job Motivation and Job Satisfaction among
Academic Staff in Higher Education. Current Business and Economics Driven
Discourse and Education.
16. Nenah Sunarsih, H. (2017). Influence of Organizational Climate, Motivation, and
Job Satisfaction on Employee Performance. Journal of Integrative Business and
Economics,
17. Nita Tri Febrianti, S. W. (2020). The effect of career development and motivation
on employee performance through job satisfaction in pt jabarjaya perkasa.
International Journal of Business and Social Science.
18. Siti Nur Aishah Mohd Noor, N. Z. (2018). The impact of rewards as motivation on
job satisfaction in a quantity surveying consultant firm. International Journal of
Modern Trends in Social Sciences.
19. Anantha Raj A. Arokiasamy, H. H. (2013). The Effects of Reward System and
Motivation on Job Satisfaction: Evidence from the Education Industry in Malaysia.
World Applied Sciences Journal.
20. Jufrizen Jufrizen, M. R. (2022). The Role of Mediation Organizational Citizenship
Behavior on the Effect of Work Motivation and Job Satisfaction on Employee
Performance. Journal of International Conference Proceedings

ANNEXTURE
SURVEY QUESTIONNAIRE
I am KAVITHA R - 4th semester, MBA student studying at Vidyavardhaka college
of Engineering, Mysuru, doing my project on “Impact of Motivation Factors on
Employee Satisfaction at Siderforgerossi India pvt Ltd Mysuru”. Kindly spare
your valuable time to give the information. The information will be used only for
academic purpose.
Thanking you.
PART – A
Name:
1. Age: (a) Up to 20 years [ ] (b) 21-30 years [ ] (c) 31-40
years [ ]
(d) 41-50 years [ ] (e) Above 50 years [ ]
2. Gender: (a) Male [ ] (b) Female [ ]
3. Educational Qualification: (a) SSLC [ ] (b) PUC [ ] (c) Graduation [ ]

(d) Post Graduation [ ]
4. Department: (a) HR [ ] (b) Finance [ ] (c) Marketing [ ] (d)

Engineering [ ] (e) Others [ ]
5 Marital Status: (a) Single [ ] (b) Married [ ]

6. How long have you been working for your current Organization?
(a) <1 year [ ] (b) 1to 2 years [ ] (c) 3 to 4 years [ ] (d) More than 4
years [ ]
PART- B
Rate the following statements related to service quality by Siderforgerossi India
pvt Ltd office in the following scales of 1-5
1-Strongly Disagree 2-Disagree 3-Neutral 4-Agree 5-Strongly Agree
Sl. Particulars 1 2 3 4 5
No.
Recognition
1 I am satisfied with the amount of recognition receive at
work.
2 There is a value for my work in the organisation.
3 I expect recognition to work with motivation
4 Company provides unbiased recognition

5 All employees are recognized fairly at organization.

Career Development
6 The organization provides the career development
opportunities to all the employee.
7 The organization Career development policies motivates me
at workplace.
8 Career development opportunities helps me to analyse my
area of improvement to choose the job in future.
9 The organization career development policies are helped to
enhance my integrity with organization.
Working Condition
10 I am happy with the physical work environment in the
organization
11 The organization promote work-life balance.
12 The organization is concerned about maintaining good
employee morale.
13 I am satisfied with the organization policies which creates
healthy working environment.
14 I am satisfied with the safety measures provided at work
place.
15 The working condition in the organization always motivates
to execute my best work.
Compensation and Incentives
16 Compensation and incentives policies always motivates me
to achieve organization goals.
17 The compensation and incentive system is fair to all the
employee’s job responsibilities and performance.
18 The compensation and incentive programs motivate each
employee to perform with best results.
19 I am satisfied with the organization compensation and
incentives based on the employee performance.
Responsibility
20 The organization provides equal opportunity and
responsibility to all the employees.
21 Responsibility has a greater positive impact on my job
satisfaction.
22 I am satisfied with the given opportunities to take an
additional responsibility beyond my regular duties.
23 I am satisfied with the opportunity provided to take any
responsibility in the company.
24 Responsibility assigned by my superior always helps me to
improve my skills at workplace.
Employee Satisfaction
25 I am satisfied with the work nature in the organization.

26 I am satisfied with the incentives provided by the

organization
27 Overall, I am satisfied with working for company’s growth.
28 I am satisfied with the overall compensation and incentives
policy align to motivate me.
29 I am satisfied with the overall responsibilities policies to be
motivated in the organization.
30. Kindly share any other information you want about the Motivation
………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………..……………………………….
Signature

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A Project Report on

“A STUDY ON IMPACT OF MOTIVATION FACTORS ON

Under the guidance of

Vidyavardhaka Sangha (R), Mysuru

Signature of the student

I express my immense gratitude to Dr. B. Sadashive Gowda, Principal, Vidyavardhaka

I am extremely grateful to Dr Somashekar IC, AssociateProfessor, Department of

Sl. No Particulars Page no.

Vision, Mission, Quality 6

Financial Statement 13-15

Conceptual background and 16-26

CHAPTER 4 Analysis and Interpretation 30-40

Findings, Suggestions and 41-44

Sl.NO Particulars Page no.

Figure 1.1 Automotive and Non-Automotive 2

Graph 4.1 Gender 30

At SIDERFORGEROSSI INDIA PRIVATE LIMITED MYSURU, An effort has been

Department of Business Administration, VVCE, Mysuru 0

INTRODUCTION ABOUT THE COMPANY:

The Project is an educational initiative designed to provide students the chance to

Department of Business Administration, VVCE, Mysuru 1

In India, the forging industry employs directly approximately 95,000 individuals.

Fig-1.1: Automotive & Non-Automotive

Department of Business Administration, VVCE, Mysuru 2

The global tendency among automobile OEMs to outsource components to low-cost

TYPES OF (FORGING) METHODS

These are the three different forging techniques:

Following are the several different forging processes

Department of Business Administration, VVCE, Mysuru 3

Closed-Die Forging: Closed-die forging, also called impression-die forging, involves

Drop Forging: It is further known as hammer forging, utilizes a heavy hammer or

Department of Business Administration, VVCE, Mysuru 4

Address Plot no. 82-84 mysore-belagola

Managing Director S Suresh

Date of incorporated 18th August,2006

Number of employees 500

Industry Mining &metals

Revenue 100-500 Crore

Headquarters Mysore, Karnataka

Product and services Automotive, Nuclear power, Earthmoving

Competitors Bharath forge ltd, Kalyani forge ltd, LGB

Customers Meritor, Tata, Beml, Ktms, Sandvik,

Contact number 0821 424 2643

Table-1.1: Company profile

Department of Business Administration, VVCE, Mysuru 5

VISION, MISSION, QUALITY POLICY

being a pioneer in Indian forging with cutting-edge technology.

• A utilizing teamwork and learning processes, our learning organization is

QUALITY POLICY OF SFR INDIAN PVT, LTD:

• It is a private limited company, which is completely devoted to meeting the

•The company engagement of every employee is notable in relations of cost and

• The business uses cutting-edge features and quality systems.

WORK FLOW MODEL

Fig-1.2: organization chart

Department of Business Administration, VVCE, Mysuru 6

FINANCE AND ACCOUNTS

Fig-1.3: Finance and accounts

Fig-1.4: HR and EOHS

Department of Business Administration, VVCE, Mysuru 7

1. Sealing plugs assemblies.

2. Gate valves body

Department of Business Administration, VVCE, Mysuru 8

OIL AND GAS