A STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION WITH REFERENCE TO GABRIEL INDIA LIMITED

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1 A STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION WITH REFERENCE TO GABRIEL INDIA LIMITED A.Sahana 1, Mahalakshmi 2 1 (Assistant Professor, Department of MBA, The Oxford College of Engineering, Bengaluru, India) 2 (MBA IV Semester, Department of MBA, The Oxford College of Engineering, Bengaluru, India) ABSTRACT From the era of scientific management the works of F.W. Taylor, Henry Gantt to McGregor s Theory X and Theory Y, all of them have affirmed that employee motivation and their performance are directly related. Irrespective of the type of organization, motivation plays a major role in enhancing the performance of employees and also for achieving organizational goals. A combination of intrinsic and extrinsic motivators helps the managers to effectively prompt ordinary people to accomplish outstanding results at their work place. This study intends to study the effectiveness of employee motivation; always a good motivational program is essential to achieve the goal of the organization.. The primary data was collected through survey method using questionnaire that comprised of questions on a 5 point Likert scale. Non probability judgmental sampling technique was used for data collection from a sample size of 100 respondents. Chi square test was used for testing the hypotheses. Keywords : Employee motivation, intrinsic and extrinsic motivators, factors affecting motivation. 1. Introduction A process of prompting an employee into action by fulfilling his need or emotion is known as motivation. There are examples of occurrence of various forms of stimuli in an employee's behavior. This stimulus depends upon the credibility of the concerned person who tries to motivate. It can also be described as an internal condition of mind that activates and directs our actions which is known by learning his/her desires and needs. Motivation is an individual s readiness to make use of efforts in the direction of accomplishing their goal. There are different kinds of theories that describe diverse kinds of fixation that stimulates a man's behavior. There are different motivators that motivate different people in different situation. Motivation is one of the efficient tools that can be used for inspiring the workforce. For each manager, motivating his or her subordinate is an important task. They must determine that some of their employees will be massively skilled at work, however they may not be willing to work when nothing can be achieved. Willingness to work is major creation of motivation by a manager, which may be simple but true intellect of the word. Managers perform the process of inspiring or triggering the employees to strive for the success of organisation objective. 2. Review of Literature Motivation is a necessary component in understanding, studying and analyzing human behavior. It helps a manager to determine the motives that influence the behavior of worker at workplace to achieve objectives. Human needs are unlimited. Fulfillment of one set of wants elevates the employee to the next level of wants and needs (Yudhvir and Sunit 2012). As a continuous process motivation can be identified as the process that accounts for an employee s passion, direction and perseverance of efforts that help in accomplishment of goals. Many a times, motivation stems from a need that has to be satisfied and this in turn leads to a selective behavior. Fulfillment of needs results in some sort of reward, which will be either intrinsic or external. The former are derived from among the individual, e.g. taking pride and feeling good concerning a job, whereas the latter pertains to rewards given by organization (Yudhvir and Sunit 2012). 154

2 Intrinsic motivation Intrinsic motivation is stimulus that arises from within. It comes from the personal enjoyment and educational achievement that we derive from doing that particular thing (Yudhvir and Sunit 2012). Intrinsic motivators at job include achievement, advancement, work itself, responsibility and scope for growth. Extrinsic motivation Extrinsic motivators include security, working conditions, compensation, interpersonal relations, promotion criteria, salary hike and status. Factors affecting motivation According to Maryam T. Abbah(2014) employees are valuable asset for the organization who can deliver immense value to the organization in bringing revenue growth. The managers must necessarily understand employee motivation because the need differs from each and every one, and also he implies that manager must understand the ability to identify the reward system. They need to learn previous and current motivational programs to motivate their own employees. Only when the employees are internally satisfied their productivity level increases and organization is able to achieve profit maximization. According to Quratul-Ain Manzoor(2011) recognition and empowerment is an essential part for enhancing employee towards organizational tasks. He implies that satisfying employee internally by appreciating and recognizing and involving them in decision making and by increasing the task they are motivated a lot. By empowering employees has also leaded them in the positive relationship between each other which makes them motivated to achieve more task and to accept responsibility. According to Muogbo(2013) reward system is the key for motivating the employees based on the day-to-day performance because individual performance will depend on the level of motivation given to the employees. If motivation does not happen in the right time then it may result in the displeasure through less commitment in the job and performance level. It is rightly said that to be a productive at job the employee needs to be happy at his/her job. Good remuneration policy and different kind of rewards are the most important tool that makes employee commit to the work to perform better job. According to Ukaejiofo Rex Uzonna (2013) various motivational theories were used which are helpful in understanding the employees. These are the concepts which help in improving the performance level of their work. According to this paper the opportunities and challenging work help the employees motivational level and non-monetary motivational tools like recognition motivates them a lot. When the employees are recognized for the work done then they feel more committed and responsible towards the work and organization. According to Osabiya, Babatunde (2015) motivated employees contribute to achievements of the organization. To get the best from the employees they should be trained and let they to do what they are best in, and also he specifies that hard working, talented and ambitious employees should be provided with rooms for developing their full potential which motivates them a lot. 3. Objective of the Study The objectives of the study are: To find out the level of motivation of employees with reference to their attributes. To identify the present job motivators of the employees. To study the techniques that motivates the employees at 4. Hypotheses H 01 : There is no significant association between incentives and level of motivation. H 02 : Involvement in decision making is not a motivating factor. H 03 : There is no significant association between recognition given and level of motivation H 04 : Improvement in job is not a motivator factor H 05 : There is no significant relationship between stress relief program and level of motivation. 5. Research Methodology The research carried out for the purpose of this study is descriptive in nature. The sampling unit considered for this research purpose were the employees of Gabriel India Limited working at their office which is located at Moranampalli village, Hosur taluk, II SIPCOT, Krishnagiri District, Tamil Nadu. The primary data was collected through survey method using questionnaire that comprised of questions on a 5 point Likert scale. Non probability judgmental sampling technique was used for data collection from a sample size of 100 respondents. Chi square test and weighted average ranking method was used for testing the hypotheses. 6. Demographic Profile The demographic profile (Table 6.1) indicates that 60% of the respondents were male and 40% were female. 75% of the respondents were of years age group, 15% were years age group, 7% were years age group and 3% belonged to years age group. 75% of the respondents were diploma holders, 20% were under graduates and 5% were post graduates. 25% of the respondents have less than 1 year of experience, 50% have 1 5 years of experience, 12% have 6-10 years of experience, 10% have years of experience and 3% of the respondents have years of experience. 155

3 Table 6.1 Demographic Profile of respondents No Demographic Characteristics Respondents Percentage 1 Gender Male Female 40 2 Age Educational Qualification Diploma Under Graduate 20 Post Graduate 05 4 Experience Less than 1 year years years years years Results and Discussion Objective 1: To find out the level of motivation of employees with reference to their attributes. The attributes selected for this purpose are incentives, involvement in decision making, recognition, job improvement, and stress relief program. Table 6.2 Incentive as Motivator Option Percentage 1 Highly Satisfied 15 2 Satisfied 30 3 Neutral 38 4 Dissatisfied 17 5 Highly Dissatisfied 0 Graph 6.1 Incentive as Motivator 45% of the respondents are satisfied with incentive as a motivator and 38% of the respondents are neither satisfied nor dissatisfied with incentive as a motivator and 17% are dissatisfied with incentive as a motivator. Table 6.3 Involvement in decision making as Motivator Graph 6.2 Involvement in decision making as Motivator Option Percentage 1 Very frequently 0 2 Frequently 10 3 Occasionally 42 4 Rarely 28 5 Very rarely 20 42% of the respondents occasionally prefer Involvement in decision making as Motivator. 156

4 Graph 6.3 Recognition as Motivator Table 6.4 Recognition as Motivator Option Percentage 1 Highly satisfied 10 2 Satisfied 40 3 Neutral 30 4 Dissatisfied 20 5 Highly Dissatisfied 0 40% of the respondents are satisfied with recognition as a motivator, 30% are neither satisfied nor dissatisfied with recognition as a motivator and 20% are dissatisfied with recognition as a motivator. Table 6.5 Job Improvement as Motivator Option Percentage 1 Highly agree 15 2 Agree 50 3 Neutral 25 4 Disagree 10 Job Improvement as Motivator Graph % of the respondents agree that job improvement is a motivating factor Stress Relief as Motivator Table 6.6 Stress Relief as Motivator Option Percentage 1 Highly satisfied 00 2 Satisfied 35 3 Neutral 40 4 Dissatisfied 25 Graph 6.5 It can be opined from the above table that for 35% of the respondents stress relief programmes act as a motivator while 40% of the respondents are neither satisfied nor dissatisfied with stress relief programmes as a motivator. 157

5 Table 6.7 Motivational Factors that Influence Employees Attributes χ2 Table Asymp.Sig df value (2-sided) Result Incentives Significance@5%, hence reject H 01 Involvement in decision making Significance@5%, hence reject H 02 Recognition Significance@5%, hence reject H 03 Job Improvement Significance@5%, hence reject H 04 Stress relief program Significance@5%, hence reject H 05 It can be observed from the table (6.7) that the calculated χ2 value is greater than the table value and the p-value is less than Therefore null hypotheses is rejected and concluded that there is a significant relationship between incentives; involvement in decision making; recognition; job improvement; stress relief program and level of motivation. Objective 2: To identify the extrinsic and intrinsic job motivators. Table 6.8 Intrinsic motivators at Job Number of respondents Motivators Mean Rank Achievement Scope for growth Opportunity for advancement Challenging and exciting work Recognition The weighted average ranking method in table 6.8 indicates that the respondents have ranked Opportunity for advancement as 1 st rank; Achievement is ranked 2 nd, Recognition is ranked 3 rd, Scope for growth is ranked 4 th, challenging and exciting work is ranked 5 th. Table 6.9 Extrinsic motivators Number of respondents Motivators Mean Rank Reasonable salary Job security Company recognition Working conditions Status growth Promotion Criteria Interpersonal relationship The above table indicates that working conditions is ranked 1 st, job security is ranked 2 nd, interpersonal relationship is ranked 3 rd, company recognition is ranked 4 th, status is ranked 5 th, reasonable salary is ranked 6 th and promotion criteria is ranked 7 th. 158

6 Objective 3: To identify the techniques that motivates the employees at Gabriel. Table 6.10 Motivation techniques Techniques Number of respondents Mean Rank Financial Incentives Job enrichment Job enlargement Job rotation Participation Quality of work life It can be opined from the above table (6.10) that work participation is ranked 1 st, quality of work life is ranked 2 nd, job enlargement is ranked 3 rd, job rotation is ranked 4 th, financial incentives is ranked 5 th and job enrichment is ranked 7 th as motivational techniques of employees. 8. Conclusion The study concludes that that there is a significant relationship between incentives; involvement in decision making; recognition; job improvement; stress relief program and level of motivation. Moreover Opportunity for advancement as 1 st rank; Achievement is ranked 2 nd, Recognition is ranked 3 rd, Scope for growth is ranked 4 th, challenging and exciting work is ranked 5 th as intrinsic motivators, while Opportunity for advancement as 1 st rank; Achievement is ranked 2 nd, Recognition is ranked 3 rd, Scope for growth is ranked 4 th, challenging and exciting work is ranked 5 th as extrinsic motivators. Depending on its usage, motivation can either facilitate or damage an organisation. It is understandable that there have been many researchers who have tried to understand what motivates people and findings have always suggested combinations of extrinsic and intrinsic factors and any one theory cannot describe all categories of employee behaviour. Motivation is essential for every organization because without human factor nothing can be achieved. Motivation is the key to performance enhancement. REFERENCES 1. Maryam T. Abbah (2014), Employee motivation: The Key to Effective Organizational Management in Nigeria, IOSR Journal of Business and Management (IOSR-JBM) e-issn: X, p-issn: Volume 16, Issue 4. Ver. I (Apr. 2014), PP Muogbo U.S (2013), The Impact of Employee Motivation On Organizational Performance (A Study Of some Selected Firms In Anambra State Nigeria), The International Journal Of Engineering And Science (IJES),Volume 2(7) Pages 70-80, 2013; ISSN(e): ISSN(p): Osabiya, Babatunde Joseph (2015), The effect of employees motivation on organizational Performance, Journal of Public Administration and Policy Research Volume 7, Issue 4, ISSN : , pp:62-75, May Quratul-Ain Manzoo (2011), Impact of Employees Motivation on Organizational Effectiveness. European Journal of Business and Management, Volume 3, issue 3, p-issn : ,e-ISSN: , August, Ukaejiofo Rex Uzonna ; (2013), Impact of Motivation on employees performance: A case study of Credit West Bank Cyprus, Journal of Economics and International Finance, Volume 5, Issue 5, ISSN pp: , May, Yudhvir and Sunit (2012), Employee s Motivation: Theories and Perspective, Asian Journal of Multidimensional Research Vol.1 Issue 2, July 2012, ISSN ; Books referred 1. Mammoria C.B. (2000), Personnel Management, Himalaya Publishing House. 2. Robbins Stephen P & Coulter Mary, (2003), Management, Pearson Education. 3. Aswathappa (2001), Human Resource and Personnel Management, Tata McGraw Hill Publishing Co. Ltd. 4. T.V.Rao (2006), Readings in Human Resource Development, Oxford&IBH Publishing co.pvt.ltd. 159