1

INTRODUCTION

1.2 ABOUT THE STUDY

Motivation is a chief factor playing important and unique role in

behavior of the people it is deciding the behavior and action of human

being toward their work. The motivation has been developed in the mind

of the people by creating comfortable working environment and

encouraging, supporting leadership. Also the motivation may influence by

social factor, work factor and leadership factor. Based on the motivation

the person attitude or performances are varying to the task. It is difficult to

describe the motivation of the group of workers in general.

Even it is difficult for a researcher to the find the individual’s

motivation of the workers. The leader has to identify and analyze the

motivational factor of the people to offer and incentives, rewards and

recognition…Etc. The motivating attitude about the organization and

managers help the leaders to change and adopt the strategy to fit with the

workers and to improve the performance in a better and effective way.

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Today the organizations are competing to each other so they stress

the employee’s to increase the productivity and the organizations are not

considered the job satisfaction and motivation of employees. Hence, it is

considered as a need to undertake the study.

Various analyses have to be undertaken to know the

interrelationship of motivation. Workers has to work with the satisfied and

motivated working environment The main factor, which helps to undertake

this project, is how the work factor motivates the workers. It helps to

increase the job satisfaction and also enhance the productivity with the

quality of work.
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1.2 ABOUT THE INDUSTRY

India is the world’s second largest producer of textiles and

garments after China. It is the world’s third largest producer of cotton—

after China and the USA—and the second largest cotton consumer after

China. The textile and garment industry in India is one of the oldest

manufacturing sectors in the country and is currently it’s largest. The

textile and garment industry fulfils a pivotal role in the Indian economy. It is

a major foreign exchange earner and, after agriculture, it is the largest

employer with a total workforce of 35 mn. In 2005 textiles and garments

accounted for about 14% of industrial production and 16% of export

earnings. The industry covers a wide range of activities. These include the

production of natural raw materials such as cotton, jute, silk and wool, as

well as synthetic filament and spun yarn. In addition an extensive range of

finished products are made. The Indian textile industry accounts for about

23% of the world’s spindle capacity, making it the second highest after

China, and around 6% of global rotor capacity. Also, it has the highest

loom capacity—including hand looms—with a 61% share. India accounts

for about 12% of the world’s production of textile fibres and yarns. This

includes jute, of which it is the largest producer. The country is the second

largest producer of silk and cellulose fiber and yarn, and the fifth largest

producer of synthetic fiber and yarn.

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The garments industry in India is one of the best in the world. An

extremely well organized sector, garment manufacturers, exporters,

suppliers, stockiest and wholesalers are the gateway to an extremely

enterprising clothing and apparel industry in India. There are numerous

garments exporters, garments manufacturers; readymade garments

exporters etc. both in the small scale as well as large scale.

During April-December 1999-2000, textile exports were recorded as

US $ 9735.2 million (Rs.440179.4 million), of which ready made garments

comprised nearly 40%. Interestingly, almost ¼ of India’s total exports goes

Indian readymade garments and textiles are extremely popular the world

over. In fact, exports of readymade garments registered a 6.4% increase

in dollar terms and an 11.6% increase in rupee terms during the period

April-December 1999-2000, despite a sluggish growth in income both at

home and abroad. Indian Garment export growth during April-June 1998

for woolen ready made garments was a phenomenal 150%, for ready

made garments made of silk it was 58%, and for other ready made

garments.

Today, garments exports from India have made inroads into the

international market for their durability, quality and beauty. One of the

reasons for the economical pricing of India’s ready made garments and
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apparels is the availability of highly skilled, cheap labor in the country. The

superiority of India’s Garment Industry has been acknowledged in the

National Textile Policy (NTP) of India 2000. Having realized the

tremendous growth potential of this sector there is a proposal in the NTP

for taking the Indian Garment Industry out of the SSI reservation list.

The textile and garment industry fulfils a pivotal role in the Indian

economy. It is a major foreign exchange earner and, after agriculture, it is

the largest employer with a total workforce of 35 mn. In 2005 textiles and

garments accounted for about 14% of industrial production and 16% of

export earnings.

The Indian textile industry accounts for about 23% of the world’s spindle

capacity, making it the second highest after China, and around 6% of

global rotor capacity. Also, it has the highest loom capacity—including

hand looms—with a 61% share.

India accounts for about 12% of the world’s production of textile fibres and

yarns. This includes jute, of which it is the largest producer. The country is

the second largest producer of silk and cellulose fibre and yarn, and the

fifth largest producer of synthetic fibre and yarn.

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1.3 Company Profile

The ROYAL CLASSIC GROUPS, a 400 crore company, 100%

vertically integrated textile major has been at the forefront of quality and

innovation. since its inception four decades ago. It has its customers

across the world with a current supply of a quarter of a million pieces per

month.

RCG is one of the few completely backward integrated entities in the

garment industry with its own cotton cultivation to ginning, spinning and

knitting/weaving to dyeing, finishing and garmenting infrastructure. This

infrastructure aids RCG in maintaining quality control process and self –

reliance within the vertical providing them with ample scope for further

expansions.

As performance bars got raised to new heights and requirements started

becoming more demanding in nature, RCG realized that operational

efficiencies was the key to acquire the all important competitive edge. The

group then methodically spread its roots to all the areas which it believed

was critical for growth, and once this was done they made sure that the

roots work as a single unit with the singular objective of helping the

organization achieve its goals.

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RCG now deals with all kinds of textile such as 100% Cotton, 100%

Mercerized, Poly Cotton Blended, Cotton/Rayon Blended, Linen/Cotton

Blended, Spandex, Hydrotec, Polyester, Micro Fabric and premium knits

such as Micro cross, waffles, Square structures, Interlock knit and soon

more then 2000 well trained employees take care of the capacity

requirements.

INFRASTRUCTURE

Innovations in manufacturing of garments occur in our production

facilities very often. Our specialization reflects in the quality of the goods

delivered, as the workers, executives and machinery are trained and

tuned for that purpose.

Cotton Farming Ginning & Pressing

Spinning Yarn
Knitting Dyeing & Finishing
Garmenting Captive Power Plan

Cotton Farming

More than 50% of the garments around

theworld are made using cotton. RCG

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jointly has covered about 5000 acres of wet land on Contract Farming. By

providing the best seeds and timely manuring, RCG is getting an average

productivity of 10 Quintals/hectare, which is much higher from

conventional Cotton Farming.

RCG is assuring the minimum guaranteed price for the farmers and

hence apart from the finest quality produce harvested, RCG enjoys a

corporate social responsibility by enlightening about 2000 families

involved in Cotton Farming. Constant workshops and seminars are

conducted at fields to educate the farmers for a contamination free

plucking and safe transportation methods. The present area is planned to

go up to 70,000 acres in next 3 years.

Hand Picked cotton is used for production

Modern Ginning & Pressing

From Kappas Cotton, this unit segregates the Cotton seeds and

good quality cotton (Lint) and this operation is done with the least number
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of workers and totally under a pneumatic drive system ensuring least

human contacts. Ginning capacity is currently 200 bales/day with an

average weight of 170 Kgs/bale and as the cultivation improves can reach

up to 400 bales/day.

Spinning

The ginned cotton is converted into spun yarn in this unit with the following

state-of-the-art latest machineries.

Yarn

The company deals in 100% cotton yarn, 100% polyester yarn, all

types of blended yarn, 100% gassed mercerised yarn, twisted yarn,

various melange yarn etc. Our spacious stock yard stores every type of

yarn for supply to the regional factories, apart from our own knitwear

factories.

Advanced yarn testing facility is an added advantage. Yarn can be

tested both at the source point of the spinning mill and locally, which

ensures best quality of yarn.

Knitting

Our knitting department has an array of latest, computer controlled

knitting machines from reputed international brands. The in-house facility,

which includes a Knitting Design Studio, is one of the best in the knitwear
 10

industry. There are 46 circular knitting machines that can knit jacquards,

interlocks, ribs and jerseys in any pattern or structure as needed. The

capacity is 10 tonnes per day. There are 9 flat knitting machines that can

knit jacquards, plain, stripes and self-designs with a capacity of 8500

pieces per day. Our circular machinery includes: (All brand new MAYER &

CIE Machines)

Dyeing & Finishing

Our modern soft flow dyeing plant with Effluent Treatment Plant

(ETP) has a processing capacity of 10 tonnes per day. The soft flow

dyeing plant has 7 vessels imported from Taiwan. Supported by

computerized color prediction, measurement and matching systems from

Data Color International, USA (Spectra Flash SF600) the plant can deliver

evenly colored fabrics, streaks free.

Garmenting

The completely integrated facilities is topped by our garmenting

division with skilled pattern masters, cutting masters, tailors and

supporting workmen who are well trained in the specialized activity of

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making Briefs, Vests, T-shirts and Polo shirts. The product specialization

gives an excellent finish to the garments we make.

The entire production wing is housed under one roof with scientific work

systems and quality control systems.

Captive Power Plant

Presently we have installed 4 Windmills of total 3.0 MW capacity

which is currently taking care of the entire power requirements of the

group. The company is planning to add couple of more machines to take

care of the future needs.

Solar Pannel

The New Solar Heating Plant has been deployed at our Dyeing

division as the replacement of exiting Fire Wood with the Capcity of 10000

Ltrs / Day at 90D & 20000 Ltrs/ Day at 80 D… It has replace the usage of

10 tons of Firewood / Day. In-turn we are saving almost 1000 Trees a Day

Deployment of STP (Sewage Treatment plant)

With the help of this, RCG is purifying 1 Lac Liters of Sewage water

every day and that is used for Agriculture Purposes

Group Companies
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Classic Knits Classic Fashions Division

Classic Apparels Division Royal Classic Fabrics
Urban Retail Division Classic Knit Processes
Classic Clothing Company Royal Classic Mills

Classic Polo

Core Product offering Casual men’s

wear Price Positioning Mid-premium brand

Fashion Quotient Innovative, Trendy EBO’s

India – 63 outlets, Singapore – 1 outlet. Large format stores Central,

Shoppers’ Stop, Globus, Spencer’s, mega mart, Pratheek lifestyle

(Coupons), Reliance trends, Aditya Birla Retail ltd (More) and brand

factory MBO’s 3500

The Royal Classic Groups (RCG) began in 1991 as an exporter and

gradually grew into a Rs 400 crore textile giant with two brands under it

wings through its 100% vertical integration state-of-the-art in-house

production. In February 2001, the company launched its maiden T-shirt

brand Classic Polo, making its foray into the domestic market. Classic

Polo became the most preferred brand for Tees in a short while in the

southern and western markets posing a tough competition to the leaders

in north and west. Within a short time, this brand figured among the top

five casual brands in India. RCG acquired Smash, another T-shirt brand,
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in September 2004 and launched its exclusive premium men’s intimate

wear under the brand name Smash in April 2005.

Mission

Classic Polo aims to be and remain the leading retailer of world-

class men’s wear in India and become a compulsory part of men’s

wardrobe solution by 2010.

USP

Widest range – 200 designs per season and 2-3 new styles per

day. Consistent quality 0.01% defective percentage, Almost nil! 120 hours

from design conceptualization to finished product. Classic Polo has the

manufacturing capacity (Per day) T-shirts – 15000, Shirts – 4000 and

trousers – 4000. Classic Polo symbolizes as an innovative, trendy and

youthful premium casual brand providing consumers with comfort and

confidence fortified. Through a wide product portfolio, the brand caters to

the broad segment of its customers. Classic Polo is among the few

companies in the world to offer in-house fibre to fashion. A 100 percent

vertically integrated company offers brands of international quality

standards. Product rationalization and price segmentation form the crux of

the brand’s strategy. Swiss club shirts catering to the premium segment
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male are manufactured using Italian fabric to restore sheen and feel even

after multiple washes.

Smash

brand - smash (IG/UG), for xclusively male positioning - affordable

quality IG/UG TG's - those who are brand

conscious/ particular about quality branded

products SEC - B & B+ target group - students

and executives who are brand conscious and

look for affordable styles target attitude - smart male with the urge to grow

up the career graph

Beyond Business

Social Commitment

After abiding all the statuary laws of country, Still RCG strives hard to

deliver its best capable solution for the needy General Public. Few of them

are:
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1. Plantation of 5000 trees in the year 2002

2. Construction of school class rooms for Village panchayat school in

year 2003

3. Establishment of factory in most backward / deprived village

whereby creating job opportunity of about 500 women folks

4. Plantation of 10000 trees in year 2005 & maintaining it for next 3

years

5. Construction of School Class rooms for the Iduvamplayam Village

Panchayat school in the year 2008

6. Installation of Solar Panel for the Dyeing Plant

7. “Flying on the Wings of Fire” Documentary Film Released about our

Former President Dr. A.P.J Abdul Kalam

RCG has combined with Minvelli Media Works and released

the documentary film about our Former President

Dr. A.P.J. Abdul Kalam

Organization Chart

Managing Director
Security officer

AGM Admin DGM-HRD GM VP Account

Quality Accounts
Security Production Assurance
AAO Officer - HRD Manager officer
Officer Manager
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Security Asst - Admin Asst - HRD

Production Quality
Guards Controllers Accounts
Supervisors
Assistants

Employees

2.1 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:
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 To analyze the effectiveness of motivation and to suggest best

motivation method for organization.

SECONDARY OBJECTIVES

 To know the satisfaction level of employees

 To identify the behavioral change in employees after the Motivation

programmed had been taken by them.

 To analyze the benefit of the motivation program provided to them

 To analyze motivation need of the employees.

2.2 SCOPE OF THE STUDY

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 This study has its scope regarding to the employee’s motivation to

work factors and leadership factors are undertaken in this project.

 Motivation is a tool which helps to enhance the performance of the

workers, and it increases the output of the organization.

 This study involves great significance because it analyses the

employee’s motivational level, which gave a great way to the job

involvement, job commitment.

 Some constraints which are faced by the workers are analyzed and

the determinants which are consider as essential that makes to

increase the quality of work.

2.2 LIMITATIONS OF THE STUDY:

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 Time is considered as one of limiting factor for collecting the

information from specific category of workers.

 Respondents are refused first while approaching them, but after

giving explanation they came forward to give response.

 The primary data is collected from the employee during their very

limited leisure hour

 The respondents are hesitating to answer sensitive questions

 The respondents felt that they don’t have any favor by answering

the questions

 The respondents may not provide correct data due to negligence.

 Bias on the part of the researcher could have occurred.

2.3 RESEARCH METHODOLOGY

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Methodology is a plan of action for a research project and explains

in details how data are collected, analyzed and presented so that they will

provide meaningful information. This section gives enough background of

the employee's motivation at work, which are collected from the specific

category of workers.

2.3.1 Research design

The research design adopted for the study is convenience sampling.

The researches have to describe the present situation in order to know

about the factors affecting motivation of the employees in Royal Classic

Mills (P) LTD. Hence descriptive study is adopted.

2.3.2 Sampling method

From the total population of 500 employees, I selected 135

respondents stratified random sampling for this study.

2.3.3 Data collection method

The collection of data is considered to be one of the important

aspects in the research methodology. I collected data through primary as

well as secondary.

2.3.4 PRIMARY DATA:

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Primary data has been collected by means of questionnaire method

from employees of Royal classic mills.

2.3.5 SECONDARY DATA:

The secondary data about the company profile and other details

were collected from the company website, previous records, websites and

journals.

2.3.6 SAMPLE SIZE:

Sample size refers to the number of items to be selected from the

population to constitute sample, an optimum sample size is one fulfils the

requirements of efficiency representatives, reliability and flexibility.

Keeping all these factors in mind the sample size was taken to be 135.

2.3.7 Analytical tools used

The data was tabulated using statistical methods like percentage

analysis, chi-square test. Bar chart has been used for the graphical

representation of collected data.

2.4 REVIEW OF LITERATURE

Motivation is derived from the word motive.

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According to BARON (1991) states that motivation is the internal

processes that activate, guide and maintain behavior (especially goal

directed behavior).

ROBERTSON AND SMITH (1985) agree, declaring that motivation

is a psychological concept related to the strength and direction of human

behavior.’ “A motive is an inner state that energizes activities or moves

and directs or channels behavior towards goals.”

Motivated employees put higher performance as compared to other

employees. The higher performance is must for an organization being

successful and this performance comes by a motivation. Motivated

employees stay in the organization and their absenteeism is low.

High turnover and absenteeism creates many problems in the

organization. Motivational factors are essential for improve reputation of

the organization favorably.

It is important for changes in technology, value system etc., it

properly motivated they accept, introduce and implemented these

changes keeping organization on the right track of the progress.

2.4.1 MOTIVATING WORKING ENVIRONMENT

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According to Dr.Edwards deming “a motivating environment is one

that gives workers a Sense of pride * in what they do. To show

supervisors and managers how to build a more Productive work

environment.

1. Work factors 2. Leadership factors

2.4.2 WORK FACTORS:

1. Reward and recognition 2. Job security 3. Salary / pay

4. Bonus 5. Promotion 6. Working

environment
7. Personal loyalty 8. Training 9. Team work
10. Participation in target 11. Enough 12. Subsidies

setting resources

REWARDS AND RECOGNITION:

Reward and recognition focused on catching people doing things is

one of the best ways to positively motivating work environment.

JOB SECURITY:

Where someone’s basic needs are threatened he will not be

responsive to moves directed at another part of the hierarchy. You must

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find out whether the poor performer has trouble satisfying his more basic

needs before investigating the higher needs. Worry about living

accommodation, job security.

SALARY / PAY:

Salary and allowances are effective when workers are from lower

sections of society, or the production is possible, or when productivity is

easily measurable.

NON-FINANCIAL REWARDS:

These are rewards intrinsic to work, for example, job satisfaction,

delegation, empowerment, etc. studies have indicated that these rewards

are much more effective than rewards in motivating people.

PROMOTION:

It is a good idea to consider career development and where people

are in their careers when thinking about rewards and recognition.

WORKING CONDITION:
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It including relaxing the dress code where appropriate, developing

areas for socializing, creative thinking, reading and giving employees

quality to work in (larger desks, quiet, natural lighting etc.

PERSONAL LOYALTY:

It is essential for a manager to give each employee a sense of

playing a dynamic role in something much larger. Indeed, engendering

loyalty is a key element of motivating workers and thereby increasing the

overall productivity of operations.

TRAINING:

For a fresher it helps to increase their skills or abilities on their

present job. It is mostly applicable to the low level employee and the

production sector.

2.4.3 LEADERSHIP FACTORS:

The leadership factors are listed below, they are

 Leadership style

 Guidelines

 Work assignment

LEADERSHIP STYLE:
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Leadership style influence level of motivation. However, throughout

a lifetime, changing ambitions and/or leadership style he works under or

socializes with influences man’s motivation. Command-and-control

leadership drains off ambition while worker responsibility increases

ambition.

GUIDELINES:

Leaders must have coaching skills, not control skills. Motivated

people have goals and seek ways to achieve them. Efficiency is the result

of motivated employees.

WORK ASSIGNMENT:

An overly controlling style de-motivates and results in poor delivery,

although intended to boost performance, this style is perceived as lacking

trust. Eventually individuals lose their motivation to make decisions or act,

which leaders see as proof of poor performance and so the cycle is

reinforced. Alternatively, leaders can treat individuals as good performers

and use a more motivational style allowing greater discretion. Parsing

output, asking opinions and giving interesting assignments.

3 ANALYSIS & INTERPRETATION

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TABLE 3.1

Table showing the gender of the respondents

Options No. of Respondents Percentage

Male 73 55

Female 62 45

Total 135 100

Source: Primary Data

INFERENCE:

From the above table it is inferred that 55% of respondents belong

to the male Category and the remaining 45% of respondents belong to the

female category of the total sample survey.

CHART 3.1

Chart showing the gender of the respondents

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Female Male
Male Female

TABLE 3.2

Table showing the age group of the respondents

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Options No. of Respondents Percentage

Below 20 12 9
21-35 72 53
36-45 35 26
Above 46 16 12
Total 135 100

Source: Primary Data

INFERENCE:

From the above table it is inferred that 9% of the respondents

belong to the age group below 20 yrs, 53% of respondents belong to the

age group 21 – 35 years, and 26% of the respondents are in the age

group of 36 - 45 years and 12% of them belonging to the age group of

above 46 years.

CHART 3.2

Chart showing the age group of the respondents

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Above 46, 12 Below 20 , 9

36-45, 26

21-35, 53

TABLE 3.3

Table showing the experience of the employee

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Options No. of Respondents Percentage

Less than one year 43 32
1-2yr’s 52 39
Less then 5yr’s 25 18
6 & above 15 11
Total 135 100

Source: Primary Data

INFERENCE:

From the above table it is inferred that 39% of respondents are

having 1 to 2 Yrs experience, 18% of respondents have less than 5 Yrs of

experience, and 32% of respondents have less than 1 Year remaining

11% of respondent have 6 & above years of experience in the

organization.

CHART 3.3

Chart showing the experience of the employee

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39
40
35 32
30
25
Percentage

20 18

15 11
10
5
0
Les s than 1-2y r’s Les s then 6 & above
one y ear 5y r’s
Ye a r

TABLE 3.4

Table showing the satisfaction of the respondents based

on wages
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Options No. of Respondents Percentage

Highly Satisfied 30 22
Satisfied 35 26
Neutral 43 32
Dissatisfied 17 13
Highly Dissatisfied 10 7
Total 135 100

Source: Primary Data

Inference

From the above table 32% of the respondents were Neutral, 26% of

the respondents told that they are satisfied with their salary drawn from

the Management, 22% of the respondents told that they are highly

satisfied, 13% of the respondents were dissatisfied.

CHART 3.4

Chart showing the satisfaction of the respondents based

on wages
 34

35 32
30
26
25 22
20
Percentage

15 13

10 7
5
0
H ig h ly S at is fie d N e u tra l D is s at is fie d H ig h ly
S a tis fie d D is s a tis fie d
O p ti o n s

TABLE 3.5

Table showing employee’s attitude on job security.

 35

Options No. of Respondents Percentage

Strongly agree 37 28
Agree 40 29
Neutral 35 26
Disagree 13 10
Strongly disagree 10 7
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 26% of the respondents are

Neutral, 29% of the respondents agree that they have job security, 28% of

the respondents strongly agree that their jobs are secured.

CHART 3.5

Chart showing employee’s attitude on job security.

 36

Strongly
disagree
Disagree7%
Strongly agree
10%
28%

Neutral
26%

Agree
29%

TABLE 3.6

Table showing the respondent’s recognition from

Department
 37

Options No. of Respondents Percentage

Excellent 26 19
good 33 24
average 48 36
Below average 18 13
poor 10 8
Total 135 100

Source: Primary Data

Inference

From the above table, 19 % of the respondents feel that they are

highly recognized by the department in every aspect. 36% of the

respondents are average in this opinion.

CHART 3.6

Chart showing the respondent’s recognition from

Department
 38

36
40
35
24
30
19
25
Percentage

13
20
8
15
10
5
0
E x c e lle n t g o o d a ve ra g e B e lo w po o r
a ve ra g e
re c o g n itio n fro m D e p a rtm e n t

TABLE 3.7

Table showing the style of leadership followed by the

respondents.
 39

Options No. of Respondents Percentage

Autocratic style 37 28
Democratic style 53 39
Free reign style 45 33
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 28% of the respondents

follow Autocratic style, 39 % of the respondents follow democratic style,

33 % of the respondents follow free reign style,

CHART 3.7

Chart showing the style of leadership followed by the

respondents.
 40

Autocratic style
free reign style , 28
, 33
Autocratic style
democratic style
free reign style

democratic
style, 39

TABLE 3.8

Table showing the opinion of the respondents about their

superior guidelines
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Options No. of Respondents Percentage

Highly Satisfied 33 24
Satisfied 49 36
Neutral 39 29
Dissatisfied 9 7
Highly Dissatisfied 5 4
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 36% of the respondents are

satisfied by the guidelines given by the superior officers of the

organization. 24% of the respondents are highly satisfied by the guidelines

given by them.

CHART 3.8

Chart showing the opinion of the respondents about their

superior guidelines

.
 42

40
36
35
29
30
24
25
Percentage

20

15
10 7
4
5

0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
guidelines of superior

TABLE 3.9

Table showing the opinion of the respondents about their

superior encouragements
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Options No. of Respondents Percentage

Highly Satisfied 32 24
Satisfied 44 33
Neutral 34 25
Dissatisfied 14 10
Highly Dissatisfied 11 8
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 33% of the respondents are

satisfied with the encouragement given by the superiors. 25% of the

respondents are neutral in this opinion.

CHART 3.9

Chart showing the opinion of the respondents about their

superior encouragements.
 44

35 33
30
24 25
25
Percentage

20
15
10
10 8

5
0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
employee’s boosted by superiors

TABLE 3.10

Table showing satisfaction level of the respondents about

the benefits provided by the Management.

 45

Options No. of Respondents Percentage

Training 20 15
salary 52 39
rewards 33 24
promotion 18 13
Others 12 9
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 39% of the respondents are

satisfied with the salary provided by the organization. 24% of the

respondents are satisfied with the rewards provided by the organization.

CHART 3.10

Chart showing satisfaction level of the respondents about

the benefits provided by the Management.

 46

39
40
35
30 24
Percentage

25
15
20 13
15 9
10
5
0
Training salary rewards promotion Others

benefits expecting

TABLE 3.11

Table showing the satisfaction level of respondents about

the various promotional opportunities

Source:
OptionsPrimary Data No. of Respondents Percentage
Highly Satisfied 21 16
Satisfied 38 28
Neutral 32 24
Dissatisfied 24 18
Highly Dissatisfied 20 14
Total 135 100
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Inference

From the above table it is inferred that 28% of the respondents are

satisfied with the benefits and opportunity given by the organization for

promotion. Remaining 24% of the respondents are neutral to this opinion.

CHART 3.11

Chart showing the satisfaction level of respondents about

the various promotional opportunities.

 48

30 28
24
25

20 18
16
Percentage

14
15

10

0
H igh ly S a tis fie dS a tis fie d N e u t ral D is s a tis fie d H ig h ly
D is s a tis fie d
o p p o rtu n itie s fo r p ro m o tio n

TABLE 3.12

Table showing satisfaction level of respondents about the

reward system
 49

Options No. of Respondents Percentage

Highly Satisfied 26 19
Satisfied 30 22
Neutral 37 28
Dissatisfied 24 18
Highly Dissatisfied 18 13
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 22% of the

respondents are satisfied with the rewards provided by the organisation.

18% of the respondents are not satisfied.

CHART 3.12

Chart showing satisfaction level of respondents about the

reward system
 50

13 19
Highly Satisfied
18 Satisfied
Neutral

22 Dissatisfied
Highly Dissatisfied
28

TABLE 3.13

Table showing satisfaction level of respondents about the

job security.
 51

Options No. of Respondents Percentage

Highly Satisfied 23 17
Satisfied 43 32
Neutral 42 31
Dissatisfied 22 16
Highly Dissatisfied 5 4
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 32% of the respondents

does the job with full involvement and interest.

CHART 3.13

Chart showing satisfaction level of respondents about the

job security.
 52

35
32 31
30

25
Percentage

20
17 16
15
10

5 4
0
Highly Neutral Highly
Satisfied Dissatisfied
employee’s involvement in their job

TABLE 3.14

Table showing satisfaction of the respondents regarding

working condition
 53

Response No. of Respondents Percentage

Satisfied 93 69

Dissatisfied 42 31

Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 69% of the respondents are

satisfied with the working conditions and 31% of the respondents are not

satisfied with the working conditions.

CHART 3.14

Chart showing satisfaction of the respondents regarding

working condition
 54

Dissatisfied, 31
Satisfied
Dissatisfied
Satisfied, 69

TABLE 3 .15

Table showing attitude of the respondents about their up

gradation
 55

Options No. of Respondents Percentage

Strongly agree 43 32

Agree 52 39

Disagree 25 18

Strongly disagree 15 11

Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 39% of the

respondents have the intention to learn new things happening in the

organization.

CHART 3 .15

Chart showing attitude of the respondents about their up

gradation
 56

Strongly
disagree, 11
Strongly agree
, 32
Disagree, 18 Strongly agree
Agree
Disagree
Strongly disagree

Agree, 39

TABLE 3.16

Table showing employee’s attitude towards food facilities

 57

Options No. of Respondents Percentage

Excellent 31 23
good 42 31
average 33 24
Below average 21 16
Poor 8 6
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 31% of the

respondents feel good regarding subsidized food and store provided by

the organization.

CHART 3.16

Chart showing employee’s attitude towards food facilities

 58

35
31
30

23 24
25
Percentage

20
16
15

10
6
5

0
Excellent good average below poor
average

Table3 .17
 59

Table showing the leave facilities provided by the

organization.

Options No. of Respondents Percentage

Strongly agree 46 34
Agree 62 46
Disagree 15 11
Strongly disagree 12 9
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 34% of respondents strongly

agree that leave facilities are provided to higher extend by the

organization.

CHART 3.17

Chart showing the leave facilities provided by the

organization.
 60

Strongly
disagree, 9
Disagree, 11 Strongly agree
, 34 Strongly agree
Agree
Disagree
Strongly disagree

Agree, 46

Table3.18

Table showing opinion of the respondents regarding leave

sanctioning by the company.

Options No. of Respondents Percentage

Satisfied 92 68
 61

Dissatisfied 43 32
Total 135 100

Source: Primary Data

Inference

From the above table, 68% of respondents agree that the company

sanction leave frequently. 32% of the respondents do not agree to it.

CHART 3.18

Chart showing opinion of the respondents regarding leave

sanctioning by the company.

 62

Dissatisfied, 32

Satisfied
Diss atisfied

Satisfied, 68

Table 3.19

Table showing satisfaction of the respondents regarding

accommodation and rest room

 63

Options No. of Respondents Percentage

Highly Satisfied 46 34
Satisfied 32 24
Neutral 31 23
Dissatisfied 20 15
Highly Dissatisfied 06 4
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 34% of the respondents are

highly satisfied with the accommodation and rest room facilities provided

by the company.

CHART 3.19

Chart showing satisfaction of the respondents regarding

accommodation and rest room

 64

34
35

30
24 23
25

20
Percentage

15
15

10
4
5

0
H ighly S atis fied N eutral D is s atis fied H ig hly
S atis fied D is s atis fied

Table3 .20

Table showing employee attitude towards the counseling

of the organization.
 65

Options No. of Respondents Percentage

Strongly agree 52 38
Agree 61 46
Disagree 12 9
Strongly disagree 10 7
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 46% of the respondent’s

personal problems are shared and solved by the organization through

counseling techniques.

CHART 3 .20

Chart showing employee attitude towards the counseling

of the organization.
 66

50 46
45
38
40
35
Percentage

30
25
20
15
9
10 7
5
0
Strongly Agree Disagree Strongly
agree disagree
Options

Table3 .21

Table showing attitude of the respondents related to

company rules, regulations, procedures, and policies.

 67

Options No. of Respondents Percentage

Strongly agree 48 36
Agree 53 39
Disagree 15 11
Strongly disagree 19 14
Total 135 100

Source: Primary Data

Inference

From the above table it is inferred that 39% of the respondents

agree and deny to the rules, regulations, procedures and policies of the

company.

CHART 3 .21

Chart showing attitude of the respondents related to

company rules, regulations, procedures, and policies.

 68

39
36
40
35
30
Percentage

25
14
20 11
15
10
5
0
Strongly Agree Disagree Strongly
agree disagree

CHI-SQUARE TEST

To test whether there is a significant difference between the annual

income and the consequences of job stress among the employees.

 69

1. Null hypothesis H0 :- There is no significant difference between

the annual income and the consequences of job stress among the

employees.

2. Alternative hypothesis H1 : - There is a significant difference

between the annual income and the of consequences of job stress among

the employees.

Employee’s involvement in their job

Care taken
Highly Satisfied Neutral Dis- Highly Total
by
satisfied dissatisfied
company satisfied
Strongly
10 17 15 8 2 52
agree
Agree
10 20 19 12 0 61
Disagree
1 3 5 1 2 12
Strongly
2 3 3 1 1 10
disagree
Total
23 43 42 22 5 135
 70

The expected frequencies are given below:

Care
Employee’s involvement in their job
taken by
HS S NEU D HD Total
company
Strongly
10 8.8 17 16.6 15 16.2 8 8.5 2 1.92 52
agree
Agree
10 10.4 20 19.4 19 19 12 9.9 0 2.25 61
Disagree
1 2.04 3 3.82 5 3.7 1 1.95 2 0.4 12
Strongly
2 1.7 3 3.2 3 3.1 1 1.62 1 0.37 10
disagree
Total
23 43 42 22 5 135
 71

CALCULATION OF TEST STATISTIC: - TABLE FOR Ψ2

Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2/Ei

10 9 1 1 0.1
10 10 0 0 0
1 2 -1 1 0.5
2 2 0 0 0
17 17 0 0 0
20 19 1 1 0.05
3 4 -1 1 0.25
3 3 0 0 0
15 16 -1 1 0.06
19 19 0 0 0
5 4 1 1 0.25
3 3 0 0 0
8 8 0 0 0
12 10 2 4 0.4
1 2 -1 1 0.5
1 2 -1 1 0.5
2 2 0 0 0
0 2 -2 4 2
2 1 1 1 1
1 0 1 1 0
Ψ2cal =
5.61

Level of significance α = 0.05

Critical value
 72

Ψ2tab = Ψ20.05, (n-1)

= Ψ20.05, (20-1)

= Ψ20.05, 19

= 30.144

Interpretation

Since the calculated chi-square value (5.61) is less than the

tabulated chi-square value (30.144), the Null hypothesis H0 is accepted

and the alternative hypothesis H1 is rejected. Hence there is no significant

difference between employee involvement in the job and care taken by the

company towards employee’s personal problem.

4.1 FINDINGS
 73

 Most of the respondents (55%) are male.

 Majority of the respondents (72%) are 21 – 35 age groups

 Most of the respondents (52%) are coming under the experience

group 1 to 2 years only.

 Most of the Respondents (32%) are satisfied with the reward

system.

 32% of the respondents are Neutral with their salary drawn from the

Management. but also few expecting more

 29% of the employees agree that they have job security

 19% of the employees are excellent in the recognition of the

department.

 36% of the respondents are satisfied with the guidelines given by

the superiors.

 33% of the respondents are satisfied with the encouragement given

by the superiors.

 Most (39%) of the employees expectation is salaries from the

management.

 28% of the employees are satisfied with the opportunities for

promotion.
 74

 28% of the respondents are neutrally agreed with the reward

system.

 32% of the respondents have full involvement and interest in doing

their job.

 69% of the respondents are satisfied with the working condition of

the organization.

 39% of the respondents have the intention to learn new things

inside the organization.

 Most (39%) of the employees agree that the organization follow

democratic leadership.

 34% of respondents strongly agree that leave facilities are provided

to a higher extend.

 34% of the employees are highly satisfied with the organization

facilities like accommodation and restroom.

 46% of the employee’s personal problems are shared and solved

by the organization through counseling techniques.

 Rules, regulations, procedures and policies of the company are

agreed by the employees to the most (39%)

 Promotions to the talented employees can be implemented.

 75

4.2 SUGGESTION

 Nearly one third of the workers are not satisfied with the benefits

provided by the organization. They are expecting monetary

rewards and salary hikes. So company has to consider the

experienced workers performance and provide rewards for the

satisfaction for employees.

 Employees are not satisfied with up gradation of their knowledge

through training so company has to provide such a facility to them.

 The organization has to concentrate on retaining the employees in

order to control the attrition rate. It will control the unwanted

expenditure for recruitment and training.

 Most of the workers are unaware about the company’s redressal

grievance committee’s function. So company, they have to give

awareness program to the employees about the functions and

benefits of the grievance redressal committee.

 Increase in allowance for night shift may motivate the employee to

improve their job involvement.

 Company try to improve the their participative leadership style with

the help of the employees

 76

 Employees feel unsecured in their job. So company gives some

assurance about their jobs. (That is job permanency)

4.3 CONCLUSION

Human capital remains back bone for the growth of company. People

are real assets, who are responsible for the productivity and profitability of

a company. But some organizations nowadays are found to experience

the problem of employee’s motivation. Motivation affects quality and

quantity; motivating the employees can be done by concentrating on

Quality of work life. Recreational activities will help the employees to

increase quality of their work and efficient productivity. The main success

lies in the hands of organization by giving motivation to the

77