A STUDY ON EFFECTIVENESS OF COST BENEFIT ANALYSIS IN DHARANI SUGARS AND CHEMICALS LTD., VASUDEVANALLUR

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CHAPTER I

INTRODUCTION

1.1 INTRODUCTION

The project work entitled a study on employee motivation with special reference to

Tamilnadu Jaibharath Mills Limited, Malayankulam is mainly conducted to identify the factors

which will motivate the employees and the organizational functions in Tamilnadu Jaibharath

Mills Limited, Malayankulam.

Managements basic job is the effective utilization of human resources for achievements

of organizational objectives. The personnel management is concerned with organizing human

resources in such a way to get maximum output to the enterprise and t o develop the talent of

people at work to the fullest satisfaction. Motivation implies that one person, in organization

context a manager, includes another, say an employee, to engage in action by ensuring that a

channel to satisfy those needs and aspirations becomes available to the person. In addition to

this, the strong needs in a direction that is satisfying to the latent needs in employees and harness

them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the

major task of every manager to motivate his subordinates or to create the will to work among

the subordinates. It should also be remembered that a worker may be immensely capable of

doing some work; nothing can be achieved if he is not willing to work. A manager has to make

appropriate use of motivation to enthuse the employees to follow them. Hence this studies also

focusing on the employee motivation among the employees of Tamilnadu Jaibharath Mills

Limited, Malayankulam.

The data needed for the study has been collected from the employees through

questionnaires and through direct interviews. Analysis and interpretation has been done by using

the statistical tools and datas are presented through tables and charts

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1.2 COMPANY PROFILE

Company Name : Tamilnadu Jaibharath Mills Limited, Malayankulam.

Chairman : Mr. Srinivasa Naidu.

Exchange : BOM

2012 Sales : Rs 857,530,000

Major Industry : Apparel & Textiles

Country : India

BOARD OF DIRECTORS

Mr. Srinivasa Naidu - Chairman

Mr. D. Senthilkumar - Managing Director

Mr.T.R. Dhinkaran - Director

Mr.T.R.V. VAradarajan - Director

Mr.T.Rajasekaran - Director

Mr. Kothari - Director

Mr.G.Bhaskaran - Director

Mr.p.Manojkumar - Director

Mr.J.Balakumar - Director

Sister Concern

Sri Ramalinga Mills Limited

Harshni Textiles Mills

VISION

Create an ambience and atmosphere at workplace that refreshing and motivating.

Each in its place is easy to identify.

To improve productivity.

To create self-discipline and Teamwork.

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MISSION

To manufacture products, incorporate good design, quality, using 5S principles and

Kaizen.

To update the menu manufacture of organization continuously and train employees in

various organization functions too efficiently.

To increase the turnover and simultaneously cut cost, to produce good quality product

and generate profit for further investment.

BUSINESS DESCRIPTION

Tamilnadu Jai Bharath Mills Limited is an India based company. The company is

engaged in the business of manufacturing of cotton yarn. The company is located at

Malayankulam village, Sankarankovil, Tirunelveli district. Total spindling capacity of the group

is around 3, 00,000 spindles.

GROUP PROFILES

Tamil Nadu Jai Bharath Mills Ltd (TNJB) was established in the year 1993 with a spindle

capacity of 16,000. TNJB belongs to Ramalinga Mills group of companies, the Spindlage

capacity of the group is around 3, 00,000 spindles.

The mill has the state of the art latest machineries to produce superior quality yarn

complying with Uster 5% standard levels. They have the latest testing equipment capable of

testing the raw material cotton as well as the finished product yarn. All the autocorners in the

mills are fitted with Siro electronic yarn clearers and Blow room lines are equipped with vision

shield. The Raw Material Cotton is subjected to 4 Stages of contamination removal process to

give their Customers high level of Color and White Poly propylene contamination guarantee.

They could give their yarn in pallet packing also to comply with Euro standards.

They do supply cotton yarn to one of their Associate Mill, Harshni Textile Mills Ltd,

with a spindle capacity of 50,000, meant for both domestic and Export markets.

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SUPPLIERS

LMW - Madurai

Lakshmi Card Clothing Manufacturing - Madurai

B & M Incorporate - Madurai

Santhi Incorporate - Madurai

Air tech Engineeniring Service - Madurai

Shree Bala Associate - Erode

Techno plast - Coimbatore

Sri Rajesh Traders - Coimbatore

Devishree Pvt Limited - Coimbatore

Vivin Pvt Limited - Salem

Mavani Enterprise - Coimbatore

EXPORTING COUNTRIES

o Germany

o Belgium

o Portugal

o Dubai

PRODUCTION SCHEDULE

Shift Working Time Working Hours

I Shift 8.00 am to 4.00 pm 8 Hours

II Shift 4.00 pm to 12.00 Midnight 8 Hours

III Shift 12.00 Midnight to 8.00 am 8 Hours

MACHINE

Machine Count - 40SK, 60SK.

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MACHINE CAPACITY

Length - 80KM

Strength - 24

Micro - 3.7

Uniformity - 47

Maturity - 8

Fiber Quality Index - 74 (or) 75

NUMBER OF WORKERS

The total number of employees currently working in Tamil Nadu Jaibarath Mills Limited

is 950 comprising 340 male workers and 610 female workers.

REGULATIONS UNDER THE GOVERNMENT DEPARTMENTS

Tamilnadu Jaibharath Mills Limited is regulated by the below mentioned government

rules/departments.

Income Tax At

Sales Tax Act

Central Excise (Service Tax)

Factories Act

Employees Provident Fund

Employees State Insurance Corporation

Textile Commissions

Registrar of companies

Pollution Control Board

Statistics

Regulation marked

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CHART 1.1

ORGANISATIONAL STRUCTURE

VP.W

DGM

MM-SPG

Preparatory Production Quality Planning Maintenance Warehouse

Maintenanc

e

Productio

n

Manager Assistant

Manager

Assistant

Manager

Sub

Manager

Supervisor

Supervisor Foreman Supervisor

Clerk

Clerk

Clerk Trainers

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DEPARTMENTS

FINANCE DEPARTMENT

The functions of the department are preparing the profit and loss account and to identify

the business growth, determine the financial position, fixing the selling price and determine the

future activities.

STORE DEPARTMENT

Stores department is in charge for materials issue, materials handling and maintaining

stores ledger and stock for spares. Receipt of principal spares is recorded on spares stock which

has been kept at necessary work stations for quick and easy issue of spares.

Cotton is issued on the basis of mixing ratio. Cotton issues are updated in the cotton issue

register.

All products shall be handled in their original packing where possible or as per

instructions provided Store keeper shall ensure that handling tools are light for use, purpose

intended and would not change the product being handled. All handing tools shall be checked to

detect any change or deterioration Equipment found to be non-conforming shall be identified or

referenced in work instruction inspection and test plan. Handing equipment shall be used in

accordance with manufacture and statutory authority recommendations. Any special

requirements shall be specified or referenced in work instruction inspection and test plan.

All Procured stock shall be stored in their allocated locations. Product numbers or

materials description are marked on bins or cartons or locations wherever possible. Different

product numbers or brand names shall not be mixed. All materials where possible shall be stored

in their original packing or as per instructions provided to identify the goods easily. Where there

is likelihood of mix up of different products, each product or box containing them shall be

marked clearly with product details.

Regular stock verifications are undertaken to verify quantities and quality. Any product

found non-conforming shall be handled as per procedure for control of non-conforming products.

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PRODUCTION DEPARTMENT

Here inputs are converted into the output. Production may be defined as the process,

where in the manpower, money is managed into output with the help of certain process,

planning, scheduling and controlling.

INFRASTRUCTURE LOCATION

As the mill, is located in a cotton growing belt, the required raw material can be easily

procured locally, As many spinning mills exist around Sankarankovil, skilled labour is available

in plenty. Technical consultations and assistance can be available easily. As the industry is

located on a highway, easy transportations is ensured Sankarankovil is also connected by rail.

Hence, transporting cotton from upcountry stations by rail is possible.

LABOURS

The mill is situated at Malayankulam, which is surrounded by many villages. A marginal

increase is expected in the labour requirement which can be easily met. The total number of

employees currently working in Tamil Nadu Jaibarath Mills Limited is 950 comprising 340 male

workers and 610 female workers.

POWER

The mill is presently with a low tension power connection. The mill is going for high

tension power connection in the expansion project. The proposed connected land is 500KV. The

required land is readily available and is expected in time.

BLOW ROOM

Cotton generally comes in the form of highly compressed bales, which is well opened in

the blow room. Though this opening process, foreign materials such as leaf, seed particles dust

and other impurities are removed with minimum loss of lint, which comes in the form of lap. The

degree of opening imported bearing on the blow room has a good bearing on the yarn quality.

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TABLE 1.1

OPENING EFFICIENCY OF BLOW ROOM LINE

S. No Sequence of blow room machinery Opening Efficiency

1. MBO-MC-PO-EPOI-EB2 92%

2. MC-ERMI-ERM2-KP 89%

3. SC-SC2-PO1-PO2-KB1-KB2 89%

4. SC-PO-3BB-KB 80%

5. MPO-MCI-MC2-2BB-KB 85%

6. SC-ERM-PO-KE1-KB2 90%

7. SC1-PO-SC2-3BB-KB 83%

MBO - Mixing Bale Opener

MC - Mono Cylinder

PO - Porcupine opener

KB - Krishner Beater

ERM - ERM Cleaner

BB - Bladed Beater

Machinery Sequence of modern Blow Room

Blow Room Line A Blow Room Line B

Mixing Bale Opener Super Bale breaker

Mono Cylinder Ax flow Cleaner

Disk type Opener Step Cleaner with hopper feeder

Licker-in-type-Opener Procuring type Opener

2 Ballades beater Krishner Beater

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CLEANING EFFICIENCY

Beating point Cleaning Efficiency

Bale Opener 17%

Mono cylinder 52%:

Ax flow Cleaner 15%

Step Cleaner 35%

Disk type Cleaner 15%

Procuring Cleaner 15%

Krishner Beater 10%

METHOD OF OPERATION

Preferable the mono-cylinder cleaner B4 is employed in the blowing room process

between the mixing bale opener group and the automatic mixer. Current connection to the

pneumatic conveying system ensures a constant under pressure in the machine. All the metallic

impurities in cotton are extracted right at the start by in cotton are extracted right at the start by a

magnetic double elbow then cotton fufts enter at right angle to cylinder axis where other

impurities are removed by collision with the working element. A pin cylinder and the

acceleration in the opposite direction which immediately follow. The pin cylinder that guides the

fufts over the grid Flying them upward turned over several times as they are flying up. They are

bought into contact with the grid on all sides. This sequence explains the extremely efficient yet

gently clearing the action of the mono cylinder cleaner.

ECONOMIC FACTORS

Standardized units designed for combining on the building block system from complete

installation of high productive capacity.

Fewer spare parts required.

Attendance to machine and its overall maintenance reduced to the barest consumption.

Greater saving in power consumption.

Smaller fitter installation.

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High and sustained efficiency in operation

Lower cost of investment.

1.3 PRODUCT PROFILE

Spinning is a conversion of fiber into yarn. These fibers can be natural fiber (cotton) or

manmade fibers (polyester). Spinning also entails production of manmade filament yarn (Yarn

that is not made from fibers). Final product of spinning is yarn. Cotton value chain starts from

ginning that add value to it by separating cotton from seed and impurities. Spinning is the

foundation process and all the subsequent value additions i.e., weaving knitting, processing,

garments and made ups, depend upon it. Any variation in quality of spinning product directly

affects the entire value chain. The product profile of Tamilnadu Jaibharath mills limited is

presented below:

WEAVING COTTON YARN

Carded Counts : Double Yarn - Ne 20/2 to Ne 30/2

Combed Counts : Single Yarn - Ne 25s to Ne 100s, 120s to 140s

: Double Yarn - Ne 24/2 to Ne 100/2

Compact Spinning : Ne 30s To 80s

Knitting Cotton Yarn

Combed Counts : Single Yarn - Ne 24s to Ne 60s

: Double Yarn - Ne 20/2 to Ne 60/2

Compact Spinning : Ne 30s To 60s

RAW MATERIALS

The main raw material for the spinning process ginned cotton which will be available in

bale of 170 kgs/bale.

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PRODUCTION PROCESS

mixing

blow room

carding

Spinning process is show in the flowchart given above Cotton which is in the from bales is fed to

blow room followed by various operations like carding and combing depends on the

requirement. The final yarn required specifications are met through these operations and winded.

MIXING

Depending upon the need of the customers, different sizes of ginned cotton consisting of

a tightly peeved mass of cotton libbers are put into the bale opener. Four or more separate type of

openers are used to that learning and losing action take place quickly. So the impurities are

gradually loosen out of the fibers. In the machine as a sketch fluffy mass of fibers is

compressed. They are referred to as a LAP of cotton.

BLOW ROOM

The opening efficiency of blow room times varies between 80% and 92%. The different

opening of efficiency between blow room lines could be mainly due to the difference in the type

Drawing

Simplex

Ring Spinning

Realing

Cone

Packing Packing

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of openers used. As per the studies conducted porcupine opener, Shirley opener and E.R.M

cleaner are found to be good opening points and incorporation of these openers (with proper

adjustment of process parameters like speeds, setting etc.,) in the blow room could be expected

to improve the achievable opening efficiency of the time.

CARDING

This process further helps to individualize the fibers and to remove foreign substances

such as sand, dust, seed cost, leafy, matter and other impurities. It also removes the impurities

present in the lap and forms a continuous uniform sliver of required hank.

DRAWING

Drawing helps to equalize the crisscrossed fibers of the card sliver without another and

align them to the axes of the sliver through the process of drafting. It removes the books of

carded fiber and straightens the fibers by sliding them over one another. It helps to improve the

regularity in weight per unit length of the sliver.

SIMPLEX

The diameter of the drawing sliver is reduced sufficiently before final spinning yarn. The

delivered material along removing is a continuous stand of fibers twisted slightly to give the

necessary strength before it is wound on bobbins for the next process.

RING SPINNING

Spinning is the final process of converting cotton fibers into yearns, which involves the

process of spinning together fibers, by drawing them fibrous mass and the drafted stand to form

yarn of required count. It is wound on ring bobbins.

WINDING

The objective of winding is to remove objectionable yarn faults and to make a good

package, containing long continuous length of yarn for the next process. They are will on cones,

where hank yarn is required.

PACKING

Packing means bundle the produced cones. Packing of the cone is a very compact form

suitable for transporting purpose.

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1.4 INDUSTRY PROFILE

Spinning Industry in India has gone from strength to strength since a very long time now

as it was his hub of cotton manufacturing. Cotton is not only consumed to the highest extent in

India but it has also become one of the most profitable textiles in the export industry. Spinning

in India can be classified into 2 categories: medium and long staple. But t here was a shortfall in

the extra long category that continued for many years. There was a massive downfall in the

cotton spinning in India during 2004-2005. The production rate of cotton was about 4 lakhs

bales that was less by 5 lakhs bales from the required rate which was 9 lakh bales. Mr.P.D.

Patodia, the chairman of the standing committee on cotton, CITTICDRA said that the

manufacturing of cotton will rise to 11-12 lakh bales in 2010.

The present downfall in the cotton production has witnessed a 50% increase in the price

on Indian varieties of ELS, which is detrimental for the spinning mills require domestic

accessibility of ELS cotton in increased quantity and of better fiber qualities. To survive this

downfall in the cotton trade which is a highly profitable textile in the India Spinning Industry,

CITI-CDRA is conducting with various research organizations such as CICR (Nagpur), JNKVV

(Khandwa), UAS (Dharwad) and regional Textile Mills Association in R & D activities. It

conducted a discussion pertaining to the development of new varieties of seeds and adopting the

advanced procedure of cultivation which will add to the profit in the cotton textile sector of the

spinning industry.

The most important and efficient step towards the resurgence of cotton manufacturing

would be to develop the ELS varieties with lesser duration crops and yield to cost-effectiveness

and consistency in cultivation. This will not only motivate the farmers but will also make them

stick to the desired sector of cotton crop. The yarn spinning industry covers almost 25 percent of

the total industrial production with the need and fashion. An elaborate and detailed assessment is

made on various sector of the yarn spinning such as, production, consumption, and Materials.

The legislative and the political consequences are also reviewed at the same time. In addition to

it, other areas that are being reviewed in the yarn spinning sector are exports, imports, prices,

advertising and sales promotion patterns.

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Some of the popular companies engaged in the Indian Spinning Industry are listed below:

Bhilwara Spinners Ltd (LNG Group) polyester, viscose, wool-blended fabrics and high-

end products like lycra and linen. BSL Suitings and Mayur Suitings are the two brands

under Bhilwara Spinners Ltd.

Nitin Spinners Ltd. manufactures single and mult-fold yarns in the range from Ne 4 to

Ne 40 appropriate for various applications such as knitted Fabrics, woven Fabrics, Terry

Towels, Denims, Furnishing Fabrics, carpets and other Industrial Fabrics.

Sangam (India) Ltd. (Sangam Group of Companies) Largest producer of dyed yarn in

India with a capacity of 64032 spindles in one location.

Ajay Group of Industries Manufacturer and seller of polyester viscose, polyester

woolen and uniform fabrics.

The Spinning Industry in India is on set to hit the global market with other fabrics as

well like the cotton textiles with its enthusiasm and consistency in work. It has already reached a

phenomenal status in India by beating the obstacles that caused a downfall since past few years

and in now on its may to cover a wider area in the spinning sector.

Fibers Yarns & Threads analysis is an essential activity for the whole fiber and yarn

industry as they are important component of textile industry. As per the fiber report, the trends

favor manmade fibers, yarns and threads. They have grown considerably in the recent years

which have resulted in significant increase in their production and consumption. However, this

rise is due to increased consumption in china which sustains global demand. But demands in

fiber industry of other developed countries have decreased due to restructuring of their textile

industry.

Global Trends In Fiber, Yarns And ThreadsProduction And Consumption

The output of manmade fiber had increased in Asia by 11.9%. The consumption of wool

and cotton has also increased here by 2.5%. A decline was seen in Europe and Americas it

nearly 4.5% each. The growth in todays booming markets is predicted to be restricted by

energy and raw materials shortages. Fiber trends have been favorable to manmade fiber output

of China, which increased by 17.4% in 2007. Indias output of raw materials for cotton and

manmade fibers also increased in the same period. The production of spun yarns, cellulosic and

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synthetic fibers also increased in India. Other countries like Egypt, Thailand and Vietnam are

continuously gaining importance. Other high potential nations like Cambodia, Indonesia and

Uzbekistan are waiting for investments to tap their full potential.

For the period until 2020, an additional demand of 30 million tons of fibers, yarns and

threads is forecast, raising the annual per capita consumption from 10.9kg to 13.5kg by 2020.

Manmade fiber will keep on gaining importance and polyester will continue to dominate due to

its favorable cost benefit ratio, further spinning expansions and supply of raw material from Asia

and the Middle East. Cellulose the staple fibers, will rise due to increased use in non-womens

and textile application. Polyamide and acrylic fibers will be subjected to further relocations and

mergers. The markets for small scale fiber like agamid and carbon fibers will continue

growing rapidly.

In Natural fibers, as far as cotton is concerned, its demand remained static in 2007 and

the same trend is seen in 2008. The main causes for this trend are slower global economic

growth and competitive prices of substitute fibers. Moreover, cotton output will lower by

approximately 2%. Therefore demand will be high as compared to its supply, causing some mild

price rise.

Wool prices have fallen after peaking in January 2008 as a result of the easing of drought

conditions in the Australian region and also the demand for it has weakened. There is little

chance of any strong recovery in demand of wool. The manmade fiber spinning business has

further declined in Europe. Japan and the United States, while Asia continued to grow its share

in the market. The global manufacturing market share for Asia countries was at 77%, of which

two thirds are being manufactured in China.

The production of filament yarns rose by 10.0%, mainly due to the growth in polyesters

which was up by 14.1%. Staple fibers, the raw material for spun yarn and non-woven, rose by

3.0%. This segment got advantage from the growing demand for viscose and polyester staple

fibers as well as cotton.The low cost markets of Asia, Eastern Europe and Central

America/Caribbean are supplying over 80% of wholesale yarn and wholesales thread for

Western markets apparel requirements.

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Fibers, Yarns & Threads: The Worldwide Trends

The Growth trend of fiber is not even and is increasingly shifting towards developing

economies particularly the Asian countries. Investors, particularly all the companies including

fiber companies, yarn companies and industry, are installing new machinery in lower cost

regions.

In developed and newly industrialized countries, the spinners are facing increasing

competition from filament yarns and non wovens too. In spite of all these, many developed

economies like Italy are still competitive and have a flourished spinning industry defeating its

high labour costs.

It is the result of practices adopted by the fiber and yarn industries, like economy

exercised while production, state-of-the-art technology for minimizing labour cost, electronic

monitoring system for improving productivity, speed, quality and flexibility, innovations in

designs and fibers etc.

The yarn analysis too shows that the abolition of quotas has presented new challenges in

front of the yarn manufactures. As a result of the above trends, the yan companies in developed

economics will be forced to move closer to centres of textile and apparel production so that they

may offer quick response to changing demands and may also lower prices to remain competitive.

International Trade

The largest producers of cotton, currently (2009), are China and India, which annual

production of about 34 million bales and 24 million bales, respectively; most of this production

is consumed by their respective textile industries.

The largest exporters of raw cotton are the United States, with sales of $4.9 billion, and

Africas share of the cotton trade has doubled since 1980. Neither area significant domestic

textile industry, textile manufacturing having moved to developing nations in Eastern and South

Asia such as India and China. In Africa, cotton is grown by numerous small holders. Dunavant

Enterprises, based in Memphis, Tennessee, is the leading cotton broker in Africa, with hundreds

of purchasing agents. It operates cotton gins in Uganda, Mozambique, and Zambia; it often

offers loans for seed and expenses to the 180,000 small farmers who grow cotton for it, as well

as adice on farming methods. Cargill also purchases cotton in Africa for export.

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The 25,000 cotton growers in the United States of America are heavily subsidized at the

rate of $2bilion per year. The future of these subsidies is uncertain and led to anticipatory

expansion of cotton brokers operations in Africa. Dunavant expanded in Africa by buying out

local operations. This is only possible in former British colonies and Mozambique; former

French colonies continue to maintain tight monopolies, inherited from their former colonialis

masters, on cotton purchases at low fixed prices.

TABLE 1.4

TOP TEN COTTON PRODUCERS -2009

Peoples republic of China 32.0 million bales

India 23.5 million bales

United States 12.4 million bales

Pakistan 10.8 million bales

Brazil 5.5 million bales

Uzbekistan 4.4 million bales

Australia 1.8 million bales

Turkey 1.7 million bales

Turkmenistan 1.1 million bales

Syria 1.0 million bales

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CHAPTER II

REVIEW OF LITERATURE

2.1 DEFINITION

Motivation:

Motivation by definition refers to what activates, directs human behaviour and

how this behaviour is sustained to achieve a particular goal. Also it can be defined as the set

of processes that arouse, direct and maintain human behaviour towards attaining some goals.

Jones (1955) argues that Motivation is concerned with how behaviour gets started, is energized,

is sustained, is directed, is stopped and what kind of subjective reaction is present in the

organization while all this is going on.

Employee satisfaction:

This refers to the positive or negative aspects of employees altitude

towards their jobs or some features of the job

Organizational Goals:

A concept, which refers to the focus of attention and decision-making

Among employees of a sub-unit.

Organizing:

This involves the complete understanding of the goals of organization, the

Necessity of proper co-ordination, and the environmental factors that influence the goals and

employees within the organization.

Employee attitudes:

Mental state of readiness for motive arousal.

Performance:

The act of performing; of doing something successfully; using knowledge as

Distinguished from merely possessing it; A performance comprises an event in which

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

Another group of people.

Efficiency:

The ratio of the output to the input of any system. Economic efficiency is a

General term for the value assigned to a situation by some measure designed to capture the

Amount of waste or "friction" or other undesirable and undesirable economic features present.

It can also be looked as a short run criterion of effectiveness that refers to the ability of the

Organization to produce outputs with minimum use of inputs.

What is motivation?

According to Greenberg and Baron this definition could be divided into three main parts.

The first part looks at arousal that deals with the drive, or energy behind individual (s) action.

People turn to be guided by their interest in making a good impression on others, doing

interesting work and being successful in what they do. The second part referring to the choice

people make and the direction their behaviour takes. The last part deals with maintaining

behaviour clearly defining how long people have to persist at attempting to meet their goals.

Kreitner (1995), Buford, Bedeian &Linder (1995), Higgins (1994) all cited in Linder (1998,p3)

defined motivation as the psychological process that gives behaviour purpose and direction, a

predisposition to behave in a purposive manner to achieve specific unmet needs, an unsatisfied

need, and the will to achieve, respectively.

Young (2000, p1) suggest that motivation can be defined in a variety of ways, depending

on who you ask .Ask some one on the street, you may get a response like its what drives us or

its what make us do the things we do. Therefore motivation is the force within an individual

that account for the level, direction, and persistence of effort expended at work.

Halepota (2005, p16) defines motivation as a persons active participation and commitment

to achieve the prescribed results. Halepota further presents that the concept of motivation is

abstract because different strategies produce different results at different times and there is no

single strategy that can produce guaranteed favourable results all the times.

According to Antomioni (1999, p29), the amount of effort people are willing to put in

theirwork depends on the degree to which they feel their motivational needs will be satisfied. On

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the other hand, individuals become de-motivated if they feel something in the organisation

prevents them from attaining good outcomes.

It can be observed from the above definitions that, motivation in general, is more or less

basically concern with factors or events that moves, leads, and drives certain human action or

inaction over a given period of time given the prevailing conditions. Further more the

definitions suggest that there need to be an invisible force to push people to do something in

return. It could also be deduced from the definition that having a motivated work force or

creating an environment in which high levels of motivation are maintained remains a

challenge for todays management. . This challenge may emanate from the simple fact that

motivation is not a fixed trait as it could change with changes in personal, psychological,

financial or social factors.

Motivational theories

Even though much research been conducted on the field of financial motivation and

manyresearchers and writers have proposed theories on the concept of financial motivation, and

itsrole in enhancing employees performance in every organisation some of these models have

been widely used and accepted by todays organisations leaders. In this thesis discussion on

some of the motivational theories will include Alders (ERG theory), Maslow (Need theory),

Vrooms (Expectancy theory), Adams (Social equity theoty), Taylor (productivity theory),

Herzberg (Two factor theory), Mac Gregory (theory X and Y), Geogopalaus (path goal

theory) and skinner (Reward theory). To better understand this discussion a summary of the

theories is presented and an indebt discussion on Maslow and ERG theories on which I base

my thesis overlooked.

Alder asserts in his Existence relatedness and growth theory commonly known as the

ERG theory that there are three basic human needs: Existence, relatedness and growth, which

must be meet by an employee to enable him, increase performance.

Maslow (1943) suggests that human needs can be classified into five categories and that

These categories can be arranged in a hierarchy of importance. These include physiological,

Security, belongings, esteem and self-actualization needs. According to him a person is

Motivated first and foremost to satisfy physiological needs. As long as the employees remain

unsatisfied, they turn to be motivated only to fulfil them. When physiological needs are

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satisfied they cease to act as primary motivational factors and the individual moves up the

hierarchy and seek to satisfy security needs. This process continues until finally self actualization

needs are satisfied. According to Maslow the rationale is quite simple because

employees who are too hungry or too ill to work will hardly be able to make much a

contribution to productivity hence difficulties in meeting organisational gaols.

Taylor (1911) observed the soldering by employees, which is a situation whereby

workers work less than full capacity. He argued that soldering occurs due to the fact employees

fear that performing high will lead to increasing productivity, which might cause them to lose

their jobs. This slow paces of work where promoted by faulty systems however this situation is

not what prevails with contemporary employees who organizations evaluate them through their

Performance.

Herzberg suggested that there are factors in a job, which causes satisfaction. These he

called intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene factors).

According to him if the motivational factors are met, the employee becomes motivated and

Hence performs higher.

Mac Gregory suggested that there exist two sets of employees (lazy and ambitious

Employees)with any employees representing theory X, hard and ambitious workers Representing

Y. According to him the lazy employee should be motivated to increase

Performance in an organization.

1. An integration of the rational model of expectancy theory and the caring for people

philosophy of the participative approach to employee motivation is presented. The paper

describes four ways in which these theories argue that the same processes increase motivation.

Data are presented that support these predictions.

2. We present a motivational model of abusive supervision to examine the effects that

exposure to abusive supervision has on creativity. In particular, we predict that intrinsic

motivation mediates the negative relation between abusive supervision, as perceived by

employees, and their creativity. In addition, we examine the extent to which core self-evaluations

attenuate the main effect of abusive supervision and the indirect effect of intrinsic motivation.

Our results, based on multivalve, multisource data collected in China, fully support our

23

hypotheses, address unexplored theoretical predictions, and offer new directions for

mistreatment, creativity, motivation, and personality research.

3. Drawing on the ability-motivation-opportunity model, this meta-analysis examined the

effects of three dimensions of HR systemsskills-enhancing, motivation-enhancing, and

opportunity-enhancingon proximal organizational outcomes (human capital and motivation)

and distal organizational outcomes (voluntary turnover, operational outcomes, and financial

outcomes). The results indicate that skill-enhancing practices were more positively related to

human capital and less positively related to employee motivation than motivation-enhancing

practices and opportunity-enhancing practices. Moreover, the three dimensions of HR systems

were related to financial outcomes both directly and indirectly by influencing human capital and

employee motivation as well as voluntary turnover and operational outcomes in sequence.

4. The current study tested a model that links perceptions of organizational politics to job

performance and turnover intentions (intentions to quit). Meta-analytic evidence supported

significant, vicariate relationships between perceived politics and strain (.48), turnover intentions

(.43), job satisfaction (.57), affective commitment (.54), task performance (.20), and

organizational citizenship behaviors toward individuals (.16) and organizations (.20).

Additionally, results demonstrated that work attitudes mediated the effects of perceived politics

on employee turnover intentions and that both attitudes and strain mediated the effects of

perceived politics on performance. Finally, exploratory analyses provided evidence that

perceived politics represent a unique hindrance stressor.

24

CHAPTER III

PROJECT PROFILE

3.1 ABSTRACT

The scope of the present study was analysis on factors enhancing Employees Motivation

of Tamil Nadu Jai Bharath Mills Ltd. The objective was to study employee motivation and

motivation factors.

The motivation factors are employee involvement, training, working condition and job

security ect. My population near 950 and I use random sampling method to select the

sample. My sample size is 150. The data was collect by using printed

questionnaires.

After the data collection, analysis port was done with the help of statistical

tool. The result of the project was the entire employees were gett ing effective

encouragement. The company was all ready giving sufficient level of motivation.

For this motivation level the company got better response from employee.

Suppose if the company was ready to increase employee motivation, it will help to

enhance companys predication level. And also i t will help to improve

employee loyalty. Defiantly it totally eradicate employee turnover

25

3.2 OBJECTIVES OF THE STUDY:

1. To study about the employees socio economic profile.

2. To know about the existing motivational program.

3. To measure the satisfaction about the employees towards motivation.

4. To understood the various factors affective the motivation.

5. To know about the employees expectations towards motivation.

26

3.3 SCOPE OF THE STUDY:

This study was completed using the input of full-time and part-time employees of the

company in all different departments. These employees were surveyed for the purpose of

discovering what is most motivating to them in the workplace. Employee motivation is defined

as the eagerness or drive in an employee that directly influences their level of involvement or

performance in the workplace. Motivating factors and incentives are reasons for employee

motivation, and in order to best evaluate and describe which of these factors are most and least

critical to employees, we have split this study up into the following criteria: communication,

income, long-term incentives, and non-financial incentives. The study was limited to employees

working in the company.

27

3.4 RESEARCH METHODOLOGY

Research:

Research is the process of finding solutions to a problem after a thorough study and

analysis of the situational factors.

Research Design:

A Research Design is a plan, structure and strategy of investigation so conceived as to

obtain answers to research questions or problems. The plan is the complete scheme or program

of the research. It includes an outline of what the investigator will do from writing the

hypotheses and their operational implications to the final analysis of data.

Types of Research Design:

The current study is based on descriptive in nature. A study, which wants to portray the

characteristics of a group or individuals or situation, is known as Descriptive study. It is mostly

qualitative in nature.

Data:

Data is nothing but facts on information from which conclusions may be drawn.

Types of Data:

1. Primary Data

2. Secondary Data

Primary Data:

For collecting he primary data, questionnaires are prepared and personal interview is

conducted.

Secondary Data:

Secondary data is collected from Internets, Various books, and Company Records.

28

3.5 SAMPLING:

Sampling method is the process of learning about the population on the basis of a sample

is that part of the universe which we select for the purpose of investigation.

Sampling Method:

The current analysis based on convenience sampling method. It is a type of non

probability sampling which involves the sample being drawn from that part of the population

which is closed to hand. That is a sample population selected because it is readily available and

convenient.

Sample size:

For conducting the present study 150 employees are taken as sample from Tamilnadu

Jaibharath Mills Limited, Malayankulam

3.6 TOOLS FOR ANALYSIS

The data collected were edited, classified, tabulated and analyzed by the following satisfied

tool.

Percentage Analysis

Chi Square Test

F-test(or)t-test

Rank correlatin

ANOVA

29

3.7 LIMITATIONS OF THE STUDY:

This questionnaire was revised several times before finalization. During those revisions,

some questions and some answer choices were removed in order to make the questionnaire as

short as possible while still providing worthwhile data. The quality of the data collected will still

be sufficient for our study, but perhaps not as specific as a lengthier questionnaire could provide.

Because the questionnaire was distributed to only one place of work, the data is not expected to

reflect an incredibly wide range of perspectives. To apply results to a greater population, a larger,

more random sample would need to be taken.

Another limitation is that there has been limited research conducted to specifically

identify how to motivate project team members. Therefore, this paper was restricted to reviewing

information about motivation theory in organizations in general and a small number of studies

directed.

30

CHAPTER-1V

ANALYSIS AND INTERPRETATION

4.1 ANANLYSIS

After the data have been collected, the research turns to the task of analyzing them. The

analysis of data requires a number of closely related operations such as establishment of raw data

through coding tabulation and then drawing statistical inferences.

Analysis work after tabulation is generally based on the computation of the various

percentages; co efficient etc, by applying various defined statistical formula.

4.2 INTERPRETATION

Inter predation refers to the task of drawing inferences from the collected facts after an

analytical and /or experimental study. The task of interpretation has two major aspects.

1. The effort to establish continuity in research through linking the result of a given

study with those of another.

2. Establishment of some experience effort.

31

PERCENTAGE ANALYSIS

TABLE 4.1

GENDER WISE CLASSIFICATION

Source: Primary Data

S. No. Particulars No. of Respondents Percentage

1 Male 67 44.6

2 Female 83 55.3

Total 150 100

32

CHART 4.1

GENDER WISE CLASSIFICATION

INTERPRETATION

Chart 4.1 shows that various classification of respondents according to Gender. Here for

the entire respondent majority of 44.66% respondent is male and remaining 55.33% are female

workers.

0

10

20

30

40

50

60

Male Female

Percentage

33

TABLE 4.2

AGE WISE CLASSIFICATION



1 Below 20 33 22

2 20 to 30 49 32.6

3 30 to 40 34 22.6

4 Above 40 34 22.6

Total 150 100%

34

CHART 4.2

AGE WISE CLASSIFICATION

INTERPRETATION

Chart 4.2 shows that various classification of respondent according to age. Here for the

entire respondent majority of 33% respondents are less than below 20 age group 32.66% of the

respondent are the group 20to30 and 22.66% of the respondents are in the age above 40 group.

0

10

20

30

40

50

60

Below 20 20 to 30 30 to 40 Above 40

Percentage

35

TABLE 4.3

EDUCATION QUALIFICATION


S.No.

Particulars No. of Respondents Percentage

1 5 44 37.6

2 10 38 32.4

3 12 40 34.1

4 UG 28 23.9

Total 150 100%

36

TABLE 4.3

EDUCATION QUALIFICATION

INTERPRETATION

Chart 4.3 shows that various classification of respondent according to Educational

qualification .Here for the entire respondent majority of 37.6% respondents are 5 and 32.47%

respondent are 10 and 34.12% of the respondents are in the 12 and 23.93% of the respondents

are UG.

0

5

10

15

20

25

30

35

40

45

50

5 10 12 UG

Percemtage

37

TABLE 4.4

SALARY WISE CLASSIFICATION


S. No.


1 4000 43 28.6

2 4000 to 6000 43 28.6

3 6000 to 8000 20 13.3

4 Above 8000 44 29.3

Total 150 100%

38

CHART 4.4

SALARY WISE CLASSIFICATION

INTERPRETATION

Chart 4.4 shows that various classification of respondent according to salary. Here for the

entire respondent majority of 28.66% respondents are 4000 and 28.66% of the respondent are

4000 to 6000 and 13.33 % of the respondents are in the 6000 to 8000 and 29.33% of the

respondents are above 8000.

0

5

10

15

20

25

30

35

40

45

50

4000 4000 to 6000 6000 to 8000 Above 8000

Percentage

39

TABLE 4.5

DESIGNATION



1 Maistry 59 50.4

2 Oiler 20 17.0

3 Labor 41 35.0

4 Helper 30 25.6

Total 150 100%

40

CHART 4.5

DESIGNATION

INTERPRETATION

Chart 4.5 explain that various classification of respondent according to Designation. Here

for the entire respondent majority of 50.42% respondents are maistry and 17.09 % of the

respondent is oiler and 35.04 % of the respondents are in the labor and 25.64% of the

respondents are helper.

0

10

20

30

40

50

60

70

Maistry Oiler Labour Helper

Percentage

41

TABLE 4.6

HOW MANY YEARS YOU HAVE BEEN WORKING IN THIS ORGANIZATION



1 0 to 5 34 22.6

2 5 to 10 56 37.3

3 10 to 15 35 23.3

4 More than 15 25 16.6

Total 150 100%

42

CHART 4.6

HOW MANY YEARS YOU HAVE BEEN WORKING IN THIS ORGANIZATION

INTERPRETATION

Chart 4.6 reveals that various classification of respondent according to experience. Here

for the entire respondents majority 37.33% respondents are 5to 10 years 23.33% are 10 to 15

years, 22.66% are 0 to 5 years and remaining 16.66% are more than 15 years.

0

10

20

30

40

50

60

0 to 5 5 to 10 10 to 15 More than 15

Percentage

43

TABLE 4.7

PRODUCTIVITY LEVEL



1 To Large Extent 64 42.6

2 To Some Extent 62 41.3

3 Not at all 24 16.0

Total 150 100%

44

CHART 4.7

PRODUCTIVITY LEVEL

INTERPRETATION

Chart 4.7 shows that various classification of respondent according to production level

.Here for entire respondent 42.66 % are To large extent and 41.33% of the respondent are to

some extent and 16.00% of the respondents are in the not at all.

0

10

20

30

40

50

60

70

To Large Extent To Some Extent Not at all

Percentage

45

TABLE 4.8

WHICH TYPE OF MOTIVATIONAL IS GIVEN BY THE ORGANIZATION


S. No.


1

Monetary 80 53.3

2 Non Monetary 70 46.6

Total 150 100%

46

CHART 4.8

WHICH TYPE OF MOTIVATIONAL IS GIVEN BY THE ORGANIZATION

INTERPRETATION

Chart 4.8 reveals that various that classification of respondent according to Type of

motivation. Here for the entire respondent majority of 53.33 % of the respondents are monetary

and 46.66% of the respondent are non monetary.

64

66

68

70

72

74

76

78

80

82

Monetary Non Monetary

Percentage

47

TABLE 4.9

WHICH TYPE OF INCENTIVES MOTIVES YOU MORE


S. No

Particulars

No. of Respondents

Percentage

1 Incentive Awards 43 36.7

2 Promotion 49 41.8

3 Appreciation Letters 58 49.5

Total 150 100%

48

CHART 4.9

WHICH TYPE OF INCENTIVES MOTIVES YOU MORE

INTERPRETATION

Chart 4.9 Explain that various classification of respondent according to Type of

incentives. Here for the entire respondents majority 49.57 % respondents are appreciation

letters. 41.88 % are promotion, and remaining 36.75% are more than incentive awards.

0

10

20

30

40

50

60

70

Incentive Awards Promotion Appreciation Letters

Percentage

49

TABLE 4.10

WHICH ACTIVITIES MOTIVATE YOU THE MOST


S. No.


1 Monetary Reward 49 32.6

2 Job Promotion 27 18.0

3 Job Security 35 23.3

4 Transfer 39 26.0

Total 150 100%

50

CHART 4.10

WHICH ACTIVITIES MOTIVATE YOU THE MOST

INTERPRETATION

Chart 4.10 reveals that various classification of respondent according to actives motivate.

Here for the entire respondents majority 32.66 % respondents are monetary reward. 23.33% are

job security and remaining 18.00% are more than job promotion.

0

10

20

30

40

50

60

Monetary Reward Job Promotion Job Security Transfer

Percentage

51

TABLE 4.11

TRAINING PROGRAMMED IN SYSTEMATIC MANNER TO

IMPROVE PRODUCTIVITY



1 To Large Extend 64 42.6

2 To Some Extend 32 21.3

3 Not at All 54 36

Total 150 100%

52

CHART 4.11

TRAINING PROGRAMMED IN SYSTEMATIC MANNER TO

IMPROVE PRODUCTIVITY

INTERPRETATION

Chart 4.11 reveals that various classification of respondent according to type improves

productivity. Here for the entire respondents majority 42.66 % respondents are to large extend,

21.33 % are To some extent , and remaining 36 % are more than not at all.

0

10

20

30

40

50

60

70

To Large Extend To Some Extend Not at All

Percentage

53

TABLE 4.12

COLLECT THE EMPLOYEES OPINION


S. No.


1 Suggestion Box 18 12.0

2 Weekly Meetings 49 32.6

3 Monthly Meetings 83 55.3

Total 150 100%

54

CHART 4.12

COLLECT THE EMPLOYEES OPINION

INTERPRETATION

Chart 4.12 reveals that various classification of respondent according to type employees

opinion. Here for the entire respondents majority 55.33 % respondents are 32.66% are monthly

meetings. 41.88 % are promotion, and remaining 36.75% are more than incentive awards.

0

10

20

30

40

50

60

70

80

90

Suggestion Box Weekly Meetings Monthly Meetings

Percentage

55

TABLE 4.13

JOB SATISFACTION


S. No.

Particulars

No. of Respondents

Percentage

1 Job Security 38 32.4

2 Promotion 44 37.6

3 Pay and Allowances 18 15.3

4 Working conditions 50 42.7

Total 150 100%

56

CHART 4.13

JOB SATISFACTION

INTERPRETATION

Chart 4.13 reveals that various classification of respondent according to job satisfaction.

Here for the entire respondents majority 42.73 % respondents are working condition promotion

32.48 % are job security. 15.38 % are Pay and allowances

0

10

20

30

40

50

60

Job Security Promotion Pay and Allowances Working conditions

Percentage

57

TABLE 4.14

FACILITIES TO THE EMPLOYEES


S. No.

Particulars

No. of Respondents

Percentage

1 Insurance 58 38.6

2 Medical 43 28.6

3 Transport 14 9.3

4 Canteen 35 23.3

Total 150 100%

58

CHART 4.14

FACILITIES TO THE EMPLOYEES

INTERPRETATION

Chart 4.14 reveals that various classification of respondent according to the employees.

Here for the entire respondents majority 38.66 % respondents are insurance are 28.66 % are

medical. 23.33 % are canteen and 9.33 % are the transport.

0

10

20

30

40

50

60

70

Insurance Medical Transport Canteen

Percentage

59

TABLE 4.15

FACTOR AFFECTING THE MOTIVATION



1 Highly Satisfied 34 29.0

2 Satisfied 45 38.4

3 Neutral 38 32.4

4 Dissatisfied 10 8.5

5 Highly Dissatisfied 23 19.6

Total 150 100%

60

CHART 4.15

FACTOR AFFECTING THE MOTIVATION

INTERPRETATION

Chart 4.15 reveals that various classification of respondent according to Type affecting

the motivation. Here for the entire respondents majority 38.46 % respondents are 32.48 % are

satisfied. 29.06 % are highly satisfied are reaming 19.65% highly dissatisfied

0

5

10

15

20

25

30

35

40

45

50

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

Percentage

61

TABLE 4.16

ORGANIZATION PROCEDURE AND POLICIES



1 Highly Satisfied 39 26

2 Satisfied 26 17.3

3 Neutral 14 9.3

4 Dissatisfied 33 22


Total 150 100.0000

62

CHART 4.16

ORGANIZATION PROCEDURE AND POLICIES

INTERPRETATION

Chart 4.16 reveals that various classification of respondent according to type organization

procedure and policies. Here for the entire respondents majority 25.33 % respondents are

17.33% are satisfied, are 22.33% are dissatisfied are. 26.00% are highly satisfied are 9.3 % are

neutral.

0

5

10

15

20

25

30

35

40

45


Percentage

63

TABLE 4.17

SALARY


S. No.

Particulars

No. of Respondents

Percentage


2 Satisfied 38 25.3

3 Neutral 18 12.0



Total 150 100.0

64

CHART 4.17

SALARY

INTERPRETATION

Chart 4.17 reveals that various classification of respondent according to type of salary.

Here for the entire respondents majority 25.33 % respondents are satisfied are 13.00% are

dissatisfied and highly dissatisfied 12.00% are neutral.

0

10

20

30

40

50

60


Percentage

65

TABLE 4.18

PROMOTION


S. No.



2 Satisfied 52 44.4

3 Neutral 18 15.3



Total 150 100

66

CHART 4.18

PROMOTION

INTERPRETATION

Chart 4. 18 reveal that various classification of respondent according to promotion. Here

for the entire respondents majority 44.44 % respondents are satisfied 43.59 % are highly

satisfied . 17.09 % are highly dissatisfied are 7.69% are dissatisfied.

0

10

20

30

40

50

60


Percentage

67

TABLE 4.19

LEAVE



1 Highly Satisfied 36 24

2 Satisfied 38 25.3

3 Neutral 34 22.6

4 Dissatisfied 18 12

5 Highly Dissatisfied 24 16

Total 150 100.0

68

CHART 4.19

LEAVE

INTERPRETATION

Chart 4.19 reveals that various classification of respondent according to type their leave.

Here for the entire respondents majority 25.33 % respondents are satisfied are 24.00% are

highly satisfied, are 22.66% are neutral and 16.00% are highly dissatisfied are 12.00% are

dissatisfied.

0

5

10

15

20

25

30

35

40


Percentage

69

ANALYSIS USING CHI-SQUARE

Hither is a relationship between Educational qualification and promotion.

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

Table 4.20

Educational qualification * promotion

PROMOTION

Total 5 4 3 2 1

EDUCATIONAL

QUALIFICATION

5 20 12 8 2 2 44

10 17 14 4 2 1 38

12 12 7 2 12 7 40

UG 5 5 4 4 10 28

Total 54 38 18 20 20 150

Table 4.20 Shows that majority of respondent are 5th

standard qualification in row

majority of respondents are comes under category of 5.

70

Chi-Square Test

Frequencies

3

S.NO Observed N Expected N Residual

1 44 37.5 6.5

2 38 37.5 .5

3 40 37.5 2.5

4 28 37.5 -9.5

Total 150

Test Statistics

3 17

Chi-Square 3.707a 14.200

b

df 3 4

Asymp. Sig. .295 .007

a. 0 cells (.0%) have expected frequencies less than 5. The minimum

expected cell No. of Respondents is 37.5.

Table shows the chi square test which includes Pearsons chi square value of 3.707 and

the significant value of 14.200. This value is greater than 0.05.We may accept the Null

Hypothesis. Hence there is a relationship between educational qualification and promotion.

71

ANALYSIS USING CHI-SQUARE

HO: There is a relationship between Experience and Promotion.

H1: There is no relationship between Experience and promotion.

Table 4.21

Experience * promotion opportunities

PROMOTION

Total 5 4 3 2 1

EXPERIENCE 0 5 15 9 5 4 1 34

5 10 25 16 6 7 2 56

10 15 10 11 4 4 6 35

More than 15 4 2 3 5 11 25

Total 54 38 18 20 20 150

Table 4.21 shows that majority of respondent are 5-10years in row majority of

respondent are comes under category of 5.

72

Chi-Square Test

Frequencies

6

Observed N Expected N Residual

1 34 37.5 -3.5

2 56 37.5 18.5

3 35 37.5 -2.5

4 25 37.5 -12.5

Total 150

Test Statistics

6

Chi-Square 13.787a

df 3

Asymp. Sig. .003

a. 0 cells (.0%) have expected frequencies less than 5. The minimum

expected cell No. of Respondents is 37.5.

73

ANOVA

Sum of

Squares df Mean Square F Sig.

Age Between Groups 17.983 1 17.983 17.363 .000

Within Groups 153.277 148 1.036

Total 171.260 149

Educat

ion

Between Groups 28.972 1 28.972 28.777 .000

Within Groups 149.001 148 1.007

Total 177.973 149

Salary Between Groups 49.951 1 49.951 45.952 .000

Within Groups 160.882 148 1.087

Total 210.833 149

74

ANOVA

Sum of

Squares df Mean Square F Sig.

16 Between Groups 30.199 1 30.199 19.336 .000

Within Groups 231.141 148 1.562

Total 261.340 149

17 Between Groups 8.514 1 8.514 3.517 .063

Within Groups 358.319 148 2.421

Total 366.833 149

18 Between Groups 1.909 1 1.909 .933 .336

Within Groups 302.784 148 2.046

Total 304.693 149

The Table Checks whether the overall Fs for demographic profile of employees were

significant or not by using the ANOVA program. Note that the out of demographics group level

of employees differ significantly where F ratio is used to determine the size of the mean

differences for each individual independent variables comparison, F (1,149) =0.336. The test of

between groups shows that F ratio for experience which are statistically significant (p>0.05)

level.

75

WEIGHTED AVERAGE

S.NO

Particular

Number of

respondents

Weight

W

WX

1

2

3

4

5

Highly satisfied

Satisfied

Moderate

Dissatisfied

Highly dissatisfied

29

46

38

19

18

5

4

3

2

1

195

184

114

38

18

Total

150

15

533

Weighted average = XW = WX / W

=533/150

=3.5533

76

T-Test

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

1 150 1.55 .499 .041

One-Sample Test

Test Value = 0

95% Confidence Interval of

the Difference

T df Sig. (2-tailed)

Mean

Difference Lower Upper

1 38.139 149 .000 1.553 1.47 1.63

77

CORRELATION

One-Sample Test

Test Value = 0

95% Confidence Interval of the

Difference

t Df Sig. (2-tailed)

Mean

Difference Lower Upper

1 38.139 149 .000 1.553 1.47 1.63

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

1 150 1.55 .499 .041

78

CHAPTER V

FINDINGS, SUGGESTION AND CONCLUSION

5.1. FINDINGS

Most of the female workers are worked in the company.

Most of the respondents (30-40) are years age group of workers in this company.

Most of the respondents are qualified 12.

Most of the respondents are getting above 8000.

Most of the respondents are mastery respondents based on their designation..

Most of the respondents are (5-10) are respondents based on their workers this

organization.

Mostly of the respondents are to large extent respondents based on their productivity

level.

Mostly of the respondents are monetary are respondents based on their organization.

Most of the respondents are appreciation letters respondents based on their activity

motivate.

Mostly of the respondents are monetary reward are respondents based on their activities

motivate.

Mostly of the respondents are to large extend are respondents based on their improve

productivity.

Most of the respondents are monthly meetings respondents based on their employee

opinion.

Most of the respondents are working conditions are respondents based on their job

satisfaction.

Most of the respondents are insurance are respondents based on their facilities to the

employee.

Most of the respondents are satisfied are respondents based on their affecting the

motivation.

79

Most of the respondents are highly dissatisfied respondents based on their organization

procedure.

Most of the respondents are satisfied respondents based on their salary.

Most of the respondents are satisfied respondents based on their promotion.

Most of the respondents are satisfied respondents based on their level.

80

5.2. SUGGESTIONS

The company has a good communication system among its employees & the

company should maintain the same as it would reduce, misinterpretations &

induce smooth & cordial working relationship. The company also makes a good

effort to give a comfortable working environment.

There also exists a cordial relationship between superior & subordinates, which

make the employees, provide a more productive work.

Company should be provided reasonable salary.

Company should arrange the meetings for smooth relationship with others.

Company should be change the job to each employee.

Company can give the freedom to their employees. Because it will useful to

smooth relationship with others and high production

81

5.3 CONCLUSION:

The study on employee motivation highlighted so many factors which

will help to motivate the employees. The study was conducted among 50 employees

and collected information through structured questionnaire. The study helped to findings

which were related with employee motivational programs which are provided in the

organization. The performance appraisal activities really play a major role in motivating the

employees of the organization. It is a major factor that makes an employee feels good

in his work and results in his satisfaction too. The organization can still concentrate on specific

areas which are evolved from this study in order to make the motivational programs more

effective. Only if the employees are properly motivated- they work well and only if

they work well the organization is going to benefit out it. Steps should be taken to

improve the motivational programs procedure in the future. The suggestions of this report

may help in this direction.

82

BIBLIOGRAPHY

REFERENCES

Kothari C.R (2002): Research Methodology Wishwa Prabakaran, New Delhi.

Richard I. Levin, David S. Rubin (2002): Statistics for Management, Prentice Hall

of India Private Limited, New Delhi, and 7th Edition.

Philip Kotler (2003): Marketing Management, Pearson Limited, Singapore, and

11th Edition.

Mrs. Gilani (April, May, September 2004): Indian Journal of MARKETING, Print

India, New Delhi.

WEBSITES

http://en.wikipedia.org/wiki/Employee_motivation

http://www.businessballs.com/employeemotivation.htm

http://motivationtypes.blogspot.in/

http://www.inc.com/guides/hr/20776.html

http://managementhelp.org/leadingpeople/motivating-others.htm

http://www.joe.org/joe/1998june/rb3.php

http://www.entrepreneur.com/article/229788

83

ANNEXURE

A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL REFERANCE IN

TAMILNADU JAIBHARATH MILLS LIMITED AT MALAYANKULAM

QUESTIONNAIRES

1. Name:

2. Gender:

a) Male b) Female

3. Age:

a) Below 20 b) 20-30 c) 30-40 d) above 40

4. Educational qualification:

a) 5 b) 10 c) 12 d) Under Graduate

5. Salary:

a) 4000 b) 4000-6000 c) 6000-8000 d) Above8000

6. Designation:

a) Maistry b) Oiler c) Labour d) Helper

7. How many years you have been working in this organization?

a) 0-5 Years b) 5-10 Years c) 10-15 Years d) More than 15 Years

8. Do you think that a highly motivated employee will increase the productivity level?

a) To Large Extent b) To Some Extend c) Not At All

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9. Which type of motivation is given by the organization?

a) Monetary b) Non monetary

10. Which type of incentives motives you more?

a) Incentive awards b) Promotion c) Appreciation letters

11. Which activities motivate you the most?

a) Monetary Reward b) Job Promotion c) Job Security d) Transfer

12. Does the organization give training programmed in systematic manner to improve

productivity?

a) To Large Extend b) To Some Extend c) Not at All

13. In which way does the organization collect the employees opinion?

a) Suggestion Box b) Weekly Meetings c) Monthly Meetings

14. Which of the following hygiene factor will result in job satisfaction?

a) Job security b) Promotion c) Pay and Allowances d) Working Conditions

15. Does the organization provide the following facilities to the employees?

a) Insurance b) Medical c) Transport d) Canteen

16. Factors affecting the motivation

a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

S.no

PARTICULARS

1

2

3

4

5

1. Organization procedure and polices

2. Salary

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3. Promotion

4. Leave

Documents

A STUDY ON EFFECTIVENESS OF COST BENEFIT ANALYSIS IN DHARANI SUGARS AND CHEMICALS LTD., VASUDEVANALLUR