CHAPTER-1

INTRODUCTION TO THE
STUDY

1
 INTRODUCTION

Motivation is the psychological feature that arouses an organism to action toward a desired goal
and elicits, controls, and sustains certain goal directed behaviors. For instance: An individual has
not eaten, he or she feels hungry, and as a response he or she eats and diminishes feelings of
hunger. There are many approaches to motivation: physiological, behavioral, cognitive, and so-
cial.

Motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it
may include specific needs such as eating and resting, or for a desired object. Conceptually, mo-
tivation is related to, but distinct from, emotion.

Motivation concepts

Motives can be divided into two types: external and internal. Internal motives are considered as
the needs that every human being experience, while external indicate the presence of specific
situations where these needs arise.

Intrinsic and extrinsic motivation

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task
itself, and exists within the individual rather than relying on any external pressure. Intrinsic mo-
tivation is based on taking pleasure in an activity rather than working towards an external re-
ward. Intrinsic motivation has been studied since the early 1970s. Students who are intrinsically
motivated are more likely to engage in the task willingly as well as work to improve their skills,
which will increase their capabilities Children's motivation for reading: Domain specificity and
instructional influences. The Journal of Educational Research, Students are likely to be intrinsi-
cally motivated if they:

 Attribute their educational results to factors under their own control, also known as au-
tonomy,

2
  Believe they have the skill that will allow them to be effective agents in reaching desired
goals (i.e. the results are not determined by luck),
 Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

Extrinsic motivation refers to the performance of an activity in order to attain an outcome,

which then contradicts intrinsic motivation. It is widely believed that motivation performs two
functions. The first is often referred as to the energetic activation component of the motivation
construct. The second is directed at a specific behavior and makes reference to the orientation
directional component. Extrinsic motivation comes from outside of the individual. Common ex-
trinsic motivations are rewards like money and grades, and threat of punishment. Competition is
in general extrinsic because it encourages the performer to win and beat others, not simply to en-
joy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also
extrinsic incentives. The concept of motivation can be instilled in children at a very young age,
by promoting and evoking interest in a certain book or novel. The idea is to have a discussion
pertaining the book with young individuals, as well as to reward them.

Social psychological research has indicated that extrinsic rewards can lead to over justification
and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, chil-
dren who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures
spent less time playing with the drawing materials in subsequent observations than children who
were assigned to an unexpected reward condition. For those children who received no extrinsic
reward, self-determination theory proposes that extrinsic motivation can be internalized by the
individual if the task fits with their values and beliefs and therefore helps to fulfill their basic
psychological needs.

Push and Pull

This model is usually used when discussing motivation within tourism context, so the most atten-
tion in gastronomic tourism research should be dedicated to this theory. Pull factors illustrate the
choices of destinations by tourists, whereas push factors determine the desire to go on holiday.
Moreover, push motives are connected with internal forces for example need for relaxation or
escapism and pull factors in turn induce a traveler to visit certain location by external forces such

3
as landscape, culture image or climate of a destination. Dan also highlights the fact that push fac-
tors can be stimulated by external and situational aspects of motivation in shape of pull factors.
Then again pull factors are issues that can arise from a location itself and therefore ‗push‘ an in-
dividual to choose to experience it. Since, a huge number of theories have been developed over
the years in many studies there is no single theory that illustrates all motivational aspects of trav-
eling. Many researchers highlighted that because motives may occur at the same time it should
not be assumed that only one motive drives an individual to perform an action as it was pre-
sumed in previous studies. On the other hand, since people are not able to satisfy all their needs
at once they usually seek to satisfy some or a few of them.

Self-control

The self-control of motivation is increasingly understood as a subset of emotional intelligence; a

person may be highly intelligent according to a more conservative definition (as measured by
many ), yet unmotivated to dedicate this intelligence to certain tasks. Yale School of Manage-
ment Professor 's "expectancy theory" provides an account of when people will decide whether
to exert self control to pursue a particular goal.

Drives and desires can be described as a deficiency or need that activates behavior that is aimed
at a goal or an incentive. These are thought to originate within the individual and may not re-
quire external stimuli to encourage the behavior. Basic drives could be sparked by deficiencies
such as hunger, which motivates a person to seek food; whereas more subtle drives might be the
desire for praise and approval, which motivates a person to behave in a manner pleasing to others

4
 CHAPTER-2
INDUSTRY & COMPANY
PROFILE

5
 INDUSTRY PROFILE

Top two-wheeler manufacturers in India: 2.01 Crore two-wheelers sold, Market share analysis
of world‘s largest two-wheeler market
Hero Motorcorp, Honda Motorcycles and Scooters India (HMSI), TVS Motor Company and
Royal Enfield post strong growth. Over 2.31 crore two-wheelers manufactured in India. Com
plete market share analysis.

Top two-wheeler manufacturers in India: 2.01 Crore two-wheelers sold in India, Market share
analysis of world‘s largest two-wheeler market 


India is the world‘s largest two
-wheeler
market and despite the losses suffered by bike and scooter makers in India during the shift to BS-
IV, the industry recovered well with a massive growth of 14.80 percent. Overall the two-wheeler
industry saw a total sales of over 2.01 crore units sold in the Indian domestic market and exports
from the country also shot up by over 20 percent. Within the Two Wheelers segment, Scooters
and Motorcycles grew by 19.90 percent and 13.69 percent respectively, while the sales of mo-
peds declined by 3.48 percent in recently concluded FY 2017-18 when compared to sales in
April-March 2017.
Further breaking it up, motorcycles segment saw a total domestic sales of over 1.26 crore and
scooters contributed to 67.19 lakh units last year. As per SIAM report, India has 11 motorcycle
manufacturers and 7 scooter manufacturers. Motorcycles contributed to 62.4 percent of the total
sales, scooters increased their contribution to 33.27 percent and mopeds share declined to 4.25
percent.
Hero MotoCorp also the world‘s largest two-wheeler manufacturer has continued to be the leader
in the Indian two-wheeler industry by selling over 73.82 lakh motorcycles in the Indian market.
This is about 14 percent more than what it sold last year. Hero Splendor has been India‘s top-

6
selling motorcycle and launch of new products like Hero Glamour and HF-Deluxe continue to
allure buyers especially in the rural markets. Hero MotoCorp did lose out on its scooter sales to
its former Japanese partner Honda Motorcycles and Chennai based TVS Motor Company also
overtook Hero in scooter sales. Hero also exported over 2 lakh motorcycles in India. Hero Mo-
torCorp commands a total of 36.56 percent market share in India.

Two-wheeler manufacturer market share:-

Honda Motorcycles and Scooters India (HMSI) has grown at a massive 22.23 percent growth in
India and sold a total of over 57.75 lakh motorcycles and year-on-year is closing on the gap to
become the market leader. Scooters contributed to over 66 percent of Honda‘s total two-wheeler
sales in India with over 38.21 lakh scooters sold. Honda Active is the country‘s most sold scooter
and the company has also launched the Honda Grazia and Honda Cliq to cater to the younger
audience. HMSI‘s market share stands at 28.60 percent.
TVS Motor Company often referred in the industry as one of the most sorted companies in India
has grown by over 15% last financial year and its new sports bikes in Apache series and also
commuters like TVS Victor along with major boost from TVS Jupiter has helped the company to
achieve a total sales of over 28.75 lakh, grabbing a market share of 14.24 percent.
Only motorcycle manufacturers Bajaj and Royal Enfield have reported a sales of 19.74 lakh units
and 8.01 lakh units respectively. While Bajaj Auto‘s sales did drop by 1.3 percent YoY, Royal
Enfield grew by over 23 percent and recorded its most sales ever. Considering Royal Enfield on-
ly makes premium motorcycles in India (350cc and above) this is a massive achievement by Sid
Lal‘s lead, Chennai based motorcycle manufacturer. The company is coming months plan to
launch two new premium motorcycles in India, Royal Enfield Interceptor 650 and Royal Enfield
Continental GT 650 that were showcased at EICMA 2017.

Royal Enfield Interceptor 650 and Royal Enfield Continental GT

Japanese two-wheeler manufacturers, Suzuki Motorcycle and Yamaha Motor India sold a total of
5.01 lakh and 7.92 lakh units respectively. Both of these companies sell scooters, commuters and
7
premium motorcycles in India. Suzuki Motorcycle closed the financial year at a market share of
2.48 percent and Yamaha‘s market share in India is 3.92 percent.
Outlook for two-wheeler industry in FY 2018-2019:
• Premium motorcycle segment is expected to outperform other sub-segments due to new model
launches; also some product-level alterations in the economy segment by leading players have
led to a boost in sales of economy segment.
• ABS/CBS mandatory installation from April 2019 is expected to hike prices by Rs.500 -1000
for the economy, executive motorcycles and around Rs. 9,000 for premium motorcycles. SIAM
negligible impact on sales because of this on economy/executive segment; however premium
segment stands to get impacted.
• In FY19, scooter sales are expected to rise sharply
• Scooters are expected to grow at a sharp pace led by the increased disposable incomes amidst
positive economic factors coupled with increasing penetration in the rural market and an increase
in women participation.
• CBS installation is expected to hike prices by Rs.500 -1000 for scooter models which currently
do not have CBS installed. We expect a negligible impact on scooter sales on account of this as
most models have CBS already installed.
• Multiple ownership (more than one two-wheeler in a household) on account of convenience is
also showing increased traction.
During the recently concluded financial year, the two-wheeler manufacturers in India achieved
various milestones including maximum two-wheeler production at 23 million, production of
scooters crossing 7 million and motorcycles crossing 15 million for this first time.
The industry believes that the growth would continue to be consumption led as interest rates are
expected to remain soft and inflation under control in the new year. In FY19, motorcycles are
expected to grow moderately.

8
 BAJAJ GROUP COMPANY

The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles (two wheelers manufacturer and three wheelers
manufacturer), home appliances, lighting, iron and steel, insurance, travel and finance. The
group's flagship company, Bajaj Auto, is ranked as the world's fourth largest three and two
wheeler manufacturer and the Bajaj brand is well-known across several countries in Latin Amer-
ica, Africa, Middle East, South and South East Asia. Founded in 1926, at the height of India's
movement for independence from the British, the group has an illustrious history. The integrity,
dedication, resourcefulness and determination to succeed which are characteristic of the group
today, are often traced back to its birth during those days of relentless devotion to a common
cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma
Gandhi. In fact, Gandhiji had adopted him as his son.
This close relationship and his deep involvement in the independence movement did not leave
Jamnalal Bajaj with much time to spend on his newly launched business venture. We are cele-
brating 125th Birth anniversary of Shri. Jamnalal Bajaj on 4th of November 2014.

His son, Kamalnayan Bajaj, then 27, took over the reigns of business in 1942. He too was close
to Gandhiji and it was only after Independence in 1947, that he was able to give his full attention
to the business. Kamalnayan Bajaj not only consolidated the group, but also diversified into vari-
ous manufacturing activities. The present Chairman of the group, Rahul Bajaj, took charge of the
business in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company has
gone up from INR.72 million to INR. 120 billion, its product portfolio has expanded and the
brand has found a global market. He is one of India‘s most distinguished business leaders, bike
manufacturer india and internationally respected for his business acumen and entrepreneurial
spirit.

9
TVS Motor Company

TVS Motor Company is the third largest two-wheeler manufacturer in India, with a revenue of
15129 Cr INR (2017-18). The company has an annual production capacity of 4 million 2 wheel-
ers & 120,000 3 wheelers.

TVS Group spans across industries like Automobile, Aviation, Education, Electronics, Energy,
Finance, Housing, Insurance, Investment, Logistics, Service and Textiles.

Has over 90 Companies under the umbrella.

TVS Motor Company Ltd (TVS Motor), a member of the TVS Group (Revenue around INR.
40,000 Cr ), is the largest company of the group in terms of size and turnover.

A Vehicle for Everyone

TVS Motor currently manufactures a wide range of two-wheelers. Take your pick from mopeds
to racing inspired motorcycles.

Motorcycles: (Apache Series, Victor, StaR City+, Sport, Max4R)

Scooters: (Ntorq, Jupiter, Wego, Scooty Zest 110, Scooty Pep +)
Mopeds: (XL 100, XL 100 Comfort and XL 100 Heavy Duty)

Manufacturing Locations
The company has four manufacturing plants, three located in India (Hosur in Tamil Nadu, My-
sore in Karnataka and Nalagarh in Himachal Pradesh) and one in Indonesia at Karawang.
10
Innovation at the Helm
TVS Motor's strength lies in design and development of new products. We at TVS deliver total
customer satisfaction by anticipating customer need and presenting quality vehicles at the right
time and at the right price. The customer and his everchanging need is our continuous source of
inspiration. We have proved time and again that this sense of responsiveness along with a pen-
chant for quality is a winning formula. The company has many firsts to its credit including the
fact that we launched seven vehicles on the same day - a rare feat in Automotive history.

Inspiring Millions of Smiles

TVS has always stood for innovative, easy-to-handle, and environment-friendly products, backed
by reliable customer service.

More than 33 million customers have bought a TVS product to date. TVS products give you only
reasons to smile!

OUR COMPANY

 TVS IN BRIEF
 MISSION & VISION
 LEADERSHIP
 HERITAGE
 MILESTONES
 INNOVATIONS
 MANUFACTURING EXCELLENCE
 AWARDS

11
VEHICLES

 SCOOTERS
 MOTORCYCLES
 MOPED
 THREE WHEELER

OWNERS

 XPRESS SERVICE
 ONLINE SERVICE BOOKING
 MOBILE APP
 ROAD SIDE ASSISTANCE
 SERVICE SUPPORT
 MAINTENANCE SCHEDULE
 WARRANTY POLICY
 PARTS

INVESTORS

 FINANCIAL REPORTS
 INVESTOR INFORMATION
 INVESTOR COMMUNICATION
 CONTACT INFORMATION

12
Hero MotoCorp: India's Leading Two Wheeler Company

Hero MotoCorp is India's leading two wheeler company, which has been providing customers
with an excellent range of two wheelers that ensure both style and comfort. The story of Hero
MotoCorp can be traced back to the vision of a mobile and empowered India, powered by its two
wheelers. Today, Hero MotoCorp has made it its mission to become the best two wheeler com-
pany, not only in India but globally by setting benchmarks in style, performance and technology.

What makes Hero MotoCorp the best Motorcycle Company in India

Hero MotoCorp's philosophy is based on 'Excellence in quality' and this not only extends to its
products & services but is also reflected in Hero MotoCorp's operations. As one of the leading
motorcycle companies in India, Hero MotoCorp strictly adheres to the core values of integrity,
humility, speed, respect and excellence through teamwork.

Hero MotoCorp is one of the best bike manufacturers in the country and its two wheelers are
manufactured across 4 globally benchmarked facilities in Gurgaon, Dharuhera, Haridwar and
Neemrana. In 2001, the company achieved the most sought-after recognition of being the largest
and best bike manufacturer in India and also the 'World No.1' two-wheeler company in terms of
unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position till
date.

Being a business leader and a leading motorcycle company in India, Hero MotoCorp believes in
'Manufacturing Happiness' through its factories, where there's a complete harmony between man,
machine and nature to minimize the impact on the environment and develop a healthy ecosys-
tem. Under its 'We Care' CSR programme, Hero MotoCorp has four flagship programmes - Hap-
py Earth, Ride Safe India, Hamari Pari and Educate to Empower. These activities help Hero Mo-
toCorp consolidate its position as the best two wheeler company in the country.

13
 COMPANY PROFILE

Ever since it‘s founding as a motorcycle manufacturer on 1st July, 1955, Yamaha Motor Compa-
ny has worked to build its products which stand among the very best in the world through its
constant pursuit of quality; and at the same time, through these products, it has sought to contrib-
ute to the quality of life of people all over the world. Following on the success of our Motorcy-
cles, Yamaha being manufacturing Powerboats and out boards motors in 1960. Since then, en-
gine and FRP technology were used as a base to actively diversify and globalize the area of busi-
ness. Today our fields of influence extend from the land to the sea and even into the skies as our
business divisions have grown Motorcycles operations to include Marine operations, Power
Product operations, Automotive operations, Intelligent Machinery operations, Aeronautic opera-
tions and PAS operations.

Founded : July1, 1955

Capital : 48,300 million yen (as of December 31, 2007)
Employees : 41,761 (as of December 31, 2007)
Head office : 2500 Shingai, Iwata, Shizuoka, Japan

President and Representative Director : Mr. Takashi Kajikawa

Vice President and Representative Director : Mr. R Yamashita

Pursuing The Ultimate In Personal Vehicles

Ever since the founding YMC has been a company that continues to develop it‘s expertise in the
fields of small engines and FRP (fiber glass reinforced plastics) manufacturing, as well as elec-
tronic control technologies. Yamaha pursue the ideals of building products of ―High Quality‖
and ―High Performance‖.

14
 Environment Friendly And People Friendly

In product building and promotional efforts YAMAHA takes as one of the fundamental ideals
the concept that products which are people-friendly should also be environment-friendly, and
products that are environment-friendly should also be people-friendly. This concept is born of
our awareness that ―It is the Earth and irreplaceable natural environment that makes human life
possible.‖ YMC supply the ―power‖ that moves people and helps them live to their fullest as
human beings. Yamaha vehicles have the practical advantage of using the minimum of energy
for human transport that means less negative impact on the environment.

Technological Innovation

At the heart of the efforts of environmental preservation are the environmental management sys-
tems designed and implemented under the ISO 14001 International Standard. Under the slogan
―Absolute Quality Control‖ Yamaha was the early adapter of comprehensive quality control sys-
tems and quick to put in place a TPM (Total Productive Management) program.

Employment details
(As on 31st January 2010)

Position Faridabad Surajpur

Managerial (AM and above) 264 173

Junior staff 155 158

Staff 316 212

Workmen 987 770

Trainees/Apprentices 75 456

15
PROFILE OF YMI FARIDABAD

Landmarks

1960 Secured license under technical collaboration with CEKOP, Poland.

1961 Obtained 23 acres of land for separate factory.
1962 Assembly and partial manufacturing started in Plant 1.
Introduction of Motorcycles with technical collaboration with M/s CEKOP of
Poland.
1964 Machinery was installed in the new building
1965 Manufacturing activities shifted from Plant 1 to the present building of YMI
Faridabad.
1970 Introduction of scooters.
1972 GTS a small Motorcycle was introduced.
1979 Entered in a technical collaboration with Yamaha Motors Company of Japan for
manufacturing of 350cc Motorcycles.
1982 R&D section shifted to 19/2 Mathura Road, Faridabad.
1983 Letter of intent obtained for manufacture of 100cc Motorcycles.
Launched 350cc Motorcycles in the market all over India.
Setting up of CNC CELL in the organization.
1984 On identified scale, manufacturing facilities of various
components were improved upon by introduction of 4th generation machinery
equipments.
To cater to the urban population demand for a few efficient and sleek looking
a motorcycle, 175cc Super-D Model was introduced.
Surajpur plant was established in NOIDA.
1985 Started manufacture of RX-100 cc Motorcycle with technical collaboration with
Yamaha Motors Company of Japan, at Surajpur plant situated at 30 km from
Delhi in UP state.
1986 Installed ‗UYEMURA‘, automatic eltroplatic plant.
Implemented Incentive Scheme to improve upon productivity. Concentrated on

16
 Product improvement and manufacturing facility.
1989 Introduction of Indicators the existing 175cc Rajdoot Motorcycles.
1990 Up gradation of the 175cc Motorcycle by introducing newer technology and
Styling such as bringing in of Excel-T with Telescopic front forks/modern style.
1993 Electronic Ignition system of Rajdoot launched.
1995 Started manufacturing 50cc Moped on 31st March 1995.
1996 ISO 9001 was conducted. Joint venture with Yamaha Motors Limited Japan.
1997 Launched of Yamaha RXZ and 175cc Escorts ACE.
1998 YBX 4 – stroke Bi- wheeler was launched.
2000 The share of Yamaha Motor has increased to Yamaha 74% and Escorts 26%.
YD125 4- stroke Bi –wheeler was launched.
2001 YMEL became a total subsidiary of YMC and it‘s name changed from YMEL to
YMI.

2002: Launched of Enticer 125 cc & Libero 106 cc bike

(4-Stroke )
2004 Launched of 125

General Information: YMI Faridabad

Total Area : 116640 sq. meters

Total Covered Area : 41350 sq. meters

Date of Starting : January 1, 1963

Production achieved in 1995-1996 : Motorcycles : 1, 04,639

: Moped : 18999
Production achieved in 1996-1997 : Motorcycle : 1, 01,361
: Moped : 19112
Production achieved in 1997-1998 : Motorcycle : 75,582

17
 : Moped : 12,357
Production achieved in 1998-1999 : Motorcycle : 87,802
: Moped : 10,359
: Yamaha : 1, 10,684
Production achieved in 1999-2000 : Rajdoot : 91,013
: RX Tiger : 1550
: YD 125 : 1070
: YBX : 1, 58,806
Production achieved in 2000-2001 : Rajdoot : 67,260
: RXZ : 358
: RX 135
 5 gears : 20,890
 4 gears : 25

HIERARCHIAL STRUCTURE

Managing Director & CEO

Executive Committee
Senior Vice President TOP MANAGEMENT
Vice President
Associate Vice President
Chief General Manager SENIOR
General Manager MANAGEMENT
Deputy General Manager
Chief Manager (M6-M8) MIDDLE
Manager (M3-M5) MANAGEMENT
Assistant Manager (M2)
Senior Superintendent (JM IV)
Senior Officer (JM III) JUNIOR MANAGEMENT
Officer (JM II)
Assistant Officer (JM I)
18
Highly Skilled (E 07-E 12)
Skilled (E 04-E 06) OPERATIVE
Semi Skilled (E 02-E 03) (Unionized Cadre)
Unskilled (E 01)

THINGS TO KNOW
Factory Hours
The factory operates in three shifts as per the following details: -
First Shift - 8:00 a.m. to 4:30 p.m
Second Shift - 4:30 p.m to 1:00 a.m.
Third Shift - 1:00 a.m. to 8:00 p.m

WELFARE ACTIVITIES

 Medical Facilities
For providing domiciliary treatment to the employees and their dependents, a dispensary and
a full time doctor is available in the plant.

 Group Accident Insurance Scheme

Employees not covered under ESI are automatically under the Company‘s Group Accident
Insurance Scheme.

 Provision of Loans
Loan can be obtained by members for purpose such as marriages, purchase of land, con-
struction of house, long term medical treatments, natural calamities etc.

 Benevolent Fund
For providing financial help as a responsible corporate citizen, Rs. 200,000 are given to the
family of deceased employee.

19
 Service Awards
In appreciation of the long association, the company gives service awards as a mark of honor
to the employees.

 Scholarships
Scholarship is offered to the children of all employees.

 Training Activities
There are three training centers all over India. The company is concerned with the personnel
growth and development of employees and sponsors them for various training and develop-
ment programs.
 Transportation
Subsidized transportation is provided for residents of Delhi and Palwal.

DEPARTMENTAL SETUP

DEPARTMENTAL SET OF DIVISIONS

Manufacturing Operations Manufacturing

Plant Engineering & maintenance
Product Planning &Control
Stores & Inventory control
Quality Assurance Quality Control
Inspection
Manufacturing Engineering Production Management
Industrial Engineering
Tool Engineering
Marketing Planning & Advertising
Sales
Service

20
 Exports
Spare Parts
Personnel & Administration Industrial Relations
Administration
Security
Human Resource
Product Engineering Design
Testing
Technical Administration
Project Planning Corporate Planning
Business Planning
Information Technology IT Center
IT Planning
Finance
Materials

21
 CHAPTER-3
REVIEW OF LITERTURE

22
 MOTIVATION

Many contemporary authors have defined the concept of motivation. Motivation has been de-
fined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a
predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford,
Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and
the will to achieve (Bedeian, 1993). For this paper, motivation is operationally defined as the in-
ner force that drives individuals to accomplish personal and organizational goals.

A basic principle is that the performance of an individual depends on his or her ability backed
motivation stated algebraically the principle is:

Performance = f (Ability * Motivation)

Ability refers to skill & competence of a person to complete a given task. However, ability alone
is not enough. The person‘s desire to accomplish the task is necessary. Organizations become
successful when employees have abilities & desire to accomplish given tasks.

1
IDENTIFIES NEEDS

6 2
REASSESS NEEDS DE- SEARCHES FOR WAYS
FICIENCIES TO SATISFY NEEDS

EMPLOYEE

3
5 ENGAGE IN GOAL DI-
RECEIVE EITHER RECTED BEHAVIOUR
REWARDS OR PUN-
ISHMENT
4
PERFORMS

FRAMEWORK OF MOTIVATION

23
 ROLE OF MOTIVATION

At one time, employees were considered just another input into the production of goods and ser-
vices. Now that employees have been hired, trained& remunerated, they need to be motivated for
better performance. The HR specialists must use several ways to motivate the employees.

Why do we need motivated employees?

The answer is survival. Motivated employees are needed in our rapidly changing workplaces.
Motivated employees help organizations survive. They are more productive. To be effective,
managers need to understand what motivates employees within the context of the roles they

perform. Of all the functions a manager performs, motivating employees is arguably the most
complex. This is due, in part, to the fact that what motivate employees changes constantly.

JOB SATISFACTION & MOTIVATION

Employee satisfaction and retention have always been important issues for physicians. After all,
high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment
and retraining take their toll. But few practices (in fact, few organizations) have made job satis-
faction a top priority, perhaps because they have failed to understand the significant opportunity
that lies in front of them. Satisfied employees tend to be more productive, creative and commit-
ted to their employers, and recent studies have shown a direct correlation between staff satisfac-
tion and patient satisfaction.1 Family physicians who can create work environments that attract,
motivate and retain hard-working individuals will be better positioned to succeed in a competi-
tive health care environment that demands quality and cost-efficiency. What's more, physicians
may even discover that by creating a positive workplace for their employees, they've increased
their own job satisfaction as well.

24
 Need theories

Motivation, as defined by Pritchard and Ashwood, is the process used to allocate energy to max-
imize the satisfaction of need

Need Hierarchy Theory

The content theory includes the hierarchy of needs from Abraham Maslow and the two- factor
theory from Herzberg. Maslow's theory is one of the most widely discussed theories of motiva-
tion.

The American motivation psychologist Abraham H. Maslow developed the Hierarchy of needs
consistent of five hierarchic classes. It shows the complexity of human requirements. According
to him, people are motivated by unsatisfied needs. The lower level needs such as Physiological
and Safety needs will have to be satisfied before higher level needs are to be addressed. We can
relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager
is trying to motivate his employees by satisfying their needs; according to Maslow, he should try
to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees
will not be motivated. Also he has to remember that not everyone will be satisfied by the same
needs. A good manager will try to figure out which levels of needs are active for a certain indi-
vidual or employee. The basic requirements build the first step in his pyramid. If there is any def-
icit on this level, the whole behavior of a human will be oriented to satisfy this deficit. Subse-
quently we do have the second level, which awake a need for security. Basically it is oriented on
a future need for security. After securing those two levels, the motives shift in the social sphere,
which form the third stage. Psychological requirements consist in the fourth level, while the top
of the hierarchy comprise the self- realization So theory can be summarized as follows:

 Human beings have wants and desires which influence their behavior. Only unsatisfied
needs influence behavior, satisfied needs do not.

 Since needs are many, they are arranged in order of importance, from the basic to the
complex.

25
  The person advances to the next level of needs only after the lower level need is at least
minimally satisfied.

 The further the progress up the hierarchy, the more individuality, humanness and psycho-
logical health a person will show.

The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:

 Physiology (hunger, thirst, sleep, etc.)

 Safety/Security/Shelter/Health

 Belongingness/Love/Friendship

 Self-esteem/Recognition/Achievement

 Self actualization

Alderfer's ERG theory

Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory posits
that there are three groups of core need — existence, relatedness, and growth, hence the label:
ERG theory. The existence group is concerned with providing our basic material existence re-
quirements. They include the items that Maslow considered to be physiological and safety needs.
The second group of needs is those of relatedness- the desire we have for maintaining important
interpersonal relationships. These social and status desires require interaction with others if they
are to be satisfied, and they align with Maslow's social need and the external component of
Maslow's esteem classification. Finally, Alderfer isolates growth needs' an intrinsic desire for
personal development. These include the intrinsic component from Maslow's esteem category
and the characteristics included under self-actualization.

26
 Self-determination theory

Self-determination theory (SDT), developed by Edward Deci and Richard Ryan, focuses on the
importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory
and others that built on it, SDT posits a natural tendency toward growth and development. Un-
like these other theories, however, SDT does not include any sort of "autopilot" for achievement,
but instead requires active encouragement from the environment. The primary factors that en-
courage motivation and development are autonomy, competence feedback, and relatedness.

Broad theories

The latest approach in developing a broad, integrative theory of motivation is Temporal Motiva-
tion Theory (TMT). Introduced in a 2007 Academy of Management Review article, it synthesizes
into a single formulation the primary aspects (including time as a fundamental term)of several
other major motivational theories, including Incentive Theory, Drive Theory, Need Theory, Self-
Efficacy and Goal Setting. The original researchers note that, in an effort to keep the theory sim-
ple, existing theories to integrate were selected based on their shared attributes, and that these
theories are still of value, as TMT does not contain the same depth of detail as each individual
theory. However, it still simplifies the field of motivation and allows findings from one theory to
be translated into terms of another.

Achievement :- Motivation is an integrative perspective based on the premise that performance

motivation results from the way broad components of personality are directed towards perfor-
mance. As a result, it includes a range of dimensions that are relevant to success at work but
which are not conventionally regarded as being part of performance motivation. Especially it in-
tegrates formerly separated approaches as Need for Achievement with, for example, social mo-
tives like dominance. The Achievement Motivation Inventory is based on this theory and assess-
es three factors (in 17 separated scales) relevant to vocational and professional success.

27
 Cognitive theories
Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a
clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected
by three features: proximity, difficulty and specificity. Good goal setting incorporates the
SMART criteria, in which goals are: specific, measurable, accurate, realistic, and timely. An ide-
al goal should present a situation where the time between the initiation of behavior and the end
state is close. This explains why some children are more motivated to learn how to ride a bike
than to master algebra. A goal should be moderate, not too hard or too easy to complete. In both
cases, most people are not optimally motivated, as many want a challenge (which assumes some
kind of insecurity of success). At the same time people want to feel that there is a substantial
probability that they will succeed. Specificity concerns the description of the goal in their class.
The goal should be objectively defined and intelligible for the individual. A classic example of a
poorly specified goal is to get the highest possible grade. Most children have no idea how much
effort they need to reach that goal.

Models of behavior change

Social-cognitive models of behavior change include the constructs of motivation and volition.
Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen
as a process that leads from intention to actual behavior. In other words, motivation and volition
refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts.
Several self-regulatory constructs are needed to operate in orchestration to attain goals. An ex-
ample of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is
supposed to facilitate the forming of behavioral intentions, the development of action plans, and
the initiation of action. It can support the translation of intentions into action.

28
 Unconscious motivation

Some psychologists believe that a significant portion of human behavior is energized and di-
rected by unconscious motives. According to Maslow, "Psychoanalysis has often demonstrated
that the relationship between a conscious desire and the ultimate unconscious aim that underlies
it need not be at all direct."

Herzberg's Theory:

In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory,
interviewed a group of employees to find out what made them satisfied and dissatisfied on the
job. He asked the employees essentially two sets of questions:

1. Think of a time when you felt especially good about your job. Why did you feel that
way?

2. Think of a time when you felt especially bad about your job. Why did you feel that way?

From these interviews Herzberg went on to develop his theory that there are two dimensions to
job satisfaction: motivation and hygiene. Hygiene issues, according to Herzberg, cannot motivate
employees but can minimize dissatisfaction, if handled properly. In other words, they can only
dissatisfy if they are absent or mishandled. Hygiene topics include company policies, supervi-
sion, salary, interpersonal relations and working conditions. They are issues related to the em-
ployee's environment. Motivators, on the other hand, create satisfaction by fulfilling

individuals' needs for meaning and personal growth. They are issues such as achievement,
recognition, the work itself, responsibility and advancement. Once the hygiene areas are ad-
dressed, said Herzberg, the motivators will promote job satisfaction and encourage production.

To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues. Although
hygiene issues are not the source of satisfaction, these issues must be dealt with first to create an
environment in which employee satisfaction and motivation are even possible.

29
Company and administrative policies: An organization's policies can be a great source of frus-
tration for employees if the policies are unclear or unnecessary or if not everyone is required to
follow them. Although employees will never feel a great sense of motivation or satisfaction due
to company & administrative policies, dissatisfaction can be decreased in this area by making
sure that policies are fair and apply equally to all. Also, printed copies should be made of poli-
cies-and-procedures manual that should be easily accessible to all members of the staff. The
manual should be updated regularly (again, with staff input).

Supervision: To decrease dissatisfaction in this area, one must begin by making wise decisions
when a new appointment is made to the role of supervisor, Beware that good employees do not
always make good supervisors. The role of supervisor is extremely difficult. It requires leader-
ship skills and the ability to treat all employees fairly. One should teach their supervisors to use
positive feedback whenever possible and should establish a set means of employee evaluation
and feedback so that no one feels singled out.

Salary: The old adage "you get what you pay for" tends to be true when it comes to staff mem-
bers. Salary is not a motivator for employees, but they do want to be paid fairly. If individuals
believe they are not compensated well, they will be unhappy working for the company. Consult
salary surveys or even their local help-wanted ads to see whether the salaries and benefits com-
pany are offering are comparable to those of other offices in that area. In addition, make sure
they have clear policies related to salaries, raises and bonuses.

Interpersonal relations: Remember that part of the satisfaction of being employed is the social
contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over
lunch, during breaks, between patients). This will help them to develop a sense of camaraderie
and teamwork. At the same time, one should crack down on rudeness, inappropriate behavior
and offensive comments. If an individual continues to be disruptive, take charge of the situation,
perhaps by dismissing him or her from the practice.

Working Conditions: The environment in which people work has a tremendous effect on their
level of pride for themselves and for the work they are doing. Equipments and facilities should
be kept up to date. Even a nice chair can make a world of difference to an individual's psyche.

30
Also, if possible, avoid overcrowding and allow each employee his or her own personal space,
whether it is a desk, a locker, or even just a drawer.

Before we move on to the motivators, remember that we cannot neglect the hygiene factors dis-
cussed above. To do so would be asking for trouble in more than one way. First, employees
would be generally unhappy, and this would be apparent to the patients. Second, hardworking
employees, who can find jobs elsewhere, would leave, while mediocre employees would stay
and compromise the practice's success. So deal with hygiene issues first, then move on to the
motivators:

Work Itself: Perhaps most important to employee motivation is helping individuals believe that
the work they are doing is important and that their tasks are meaningful. Emphasize that their
contributions to the practice result in positive outcomes and good health care for the patients.
Share stories of success about how an employee's actions made a real difference in the life of a
patient, or in making a process better. Make a big deal out of meaningful tasks that may have be-
come ordinary, such as new-baby visits. Of course employees may not find all their tasks inter-
esting or rewarding, but one should show the employee how those tasks are essential to the over-
all processes that make the practice succeed. Tasks should be find out that are truly unnecessary
and can be eliminated or streamlined, resulting in greater efficiency and satisfaction.

Achievement: One premise inherent in Herzberg's theory is that most individuals sincerely want
to do a good job. To help them, make sure that the company has placed them in positions that use
their talents and are not set up for failure. Set clear, achievable goals and standards for each posi-
tion, and make sure employees know what those goals and standards are. Individuals should also
receive regular, timely feedback on how they are doing and should feel they are being adequately
challenged in their jobs. Be careful, however, not to overload individuals with challenges that are
too difficult or impossible, as that can be paralyzing.

Recognition: Individuals at all levels of the organization want to be recognized for their
achievements on the job. Their successes don't have to be monumental before they deserve
recognition, but the praise should be sincere. If employees are doing something well, take the
time to acknowledge their good work immediately. Publicly thank them for handling a situation

31
particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. Compa-
ny should establish a formal recognition program, such as "employee of the month.

Responsibility: Employees will be more motivated to do their jobs well if they have ownership
of their work. This requires giving employees enough freedom and power to carry out their tasks
so that they feel they "own" the result. As individuals mature in their jobs, provide opportunities
for added responsibility. Be careful, however, that simply addition of more work should not be
there. Instead, find ways to add challenging and meaningful work, perhaps giving the employee
greater freedom and authority as well.

Advancement: Reward loyalty and performance with advancement. If company do not have an
open position to which to promote a valuable employee, consider giving him or her a new title
that reflects the level of work he or she has achieved. When feasible, support employees by al-
lowing them to pursue further education, which will make them more valuable to company‘s
practice and more fulfilled professionally.

Motivation & job satisfaction is an important concept that has been receiving considerable atten-
tion from academicians, researchers and practicing HR managers. In its essence, motivation &
job satisfaction comprises important elements such as the need or content, search & choice of
strategies, goal directed behavior, social comparison of rewards, reinforcement and performance
satisfaction.

The increasing attention paid towards motivation & job satisfaction is justified because of sever-
al reasons. Motivated & satisfied employees come out with new ways of doing jobs. They are
quality oriented. They are more productive. Any technology needs motivated employees to adopt
it successfully.

Intrinsic motivation and the 16 basic desires theory

Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a
theory that found 16 basic desires that guide nearly all human behavior. The 16 basic desires that
motivate our actions and define our personalities as:

32
  Acceptance, the need for approval
 Curiosity, the need to learn
 Eating, the need for food
 Family, the need to raise children
 Honor, the need to be loyal to the traditional values of one's clan/ethnic group
 Idealism, the need for social justice
 Independence, the need for individuality
 Order, the need for organized, stable, predictable environments
 Physical activity, the need for exercise
 Power, the need for influence of will
 Romance, the need for sex
 Saving, the need to collect
 Social contact, the need for friends (peer relationships)
 Social status, the need for social standing/importance

Education

Motivation is of particular interest to educational psychologists because of the crucial role it

plays in student learning. However, the specific kind of motivation that is studied in the special-
ized setting of education differs qualitatively from the more general forms of motivation studied
by psychologists in other fields.

Motivation in education can have several effects on how students learn and how they behave to-
wards subject matter. It can:

1. Direct behavior toward particular goals

2. Lead to increased effort and energy
3. Increase initiation of, and persistence in, activities
4. Enhance cognitive processing
5. Determine what consequences are reinforcing
6. Lead to improved performance.

33
Because students are not always internally motivated, they sometimes need situated motivation,
which is found in environmental conditions that the teacher creates.

If teachers decided to extrinsically reward productive student behaviors, they may find it difficult
to extricate themselves from that path. Consequently student dependency on extrinsic rewards
represents one of the greatest detractors from their use in the classroom.

The majority of new student orientation leaders at colleges and universities recognize that dis-
tinctive needs of students should be considered in regard to orientation information provided at
the beginning of the higher education experience. Research done by Whyte in 1986 raised the
awareness of counselors and educators in this regard. In 2007, the National Orientation Directors
Association reprinted Cassandra B. Whyte's research report allowing readers to ascertain im-
provements made in addressing specific needs of students over a quarter of a century later to help
with academic success.

Generally, motivation is conceptualized as either intrinsic or extrinsic. Classically, these catego-

ries are regarded as distinct. Today, these concepts are less likely to be used as distinct catego-
ries, but instead as two ideal types that define a continuum.

 Intrinsic motivation is when people are internally motivated to do something because it

either brings them pleasure, they think it is important, or they feel that what they are
learning is significant. It has been shown that intrinsic motivation for education drops
from grades 3-9 though the exact cause cannot be ascertained. Also, in younger students
it has been shown that contextualizing material that would otherwise be presented in an
abstract manner increases the intrinsic motivation of these students.
 Extrinsic motivation comes into play when a student is compelled to do something or
act a certain way because of factors external to him or her (like money or good grades).

Cassandra B. Whyte researched and reported about the importance of locus of control and aca-
demic achievement. Students tending toward a more internal locus of control are more academi-
cally successful, thus encouraging curriculum and activity development with consideration of
motivation theories.

34
Academic motivation orientation may also be tied with one's ability to detect and process errors.
Fisher, Nanayakkara, and Marshall conducted neuroscience research on children's motivation
orientation, neurological indicators of error monitoring (the process of detecting an error), and
academic achievement. Their research suggests that students with high intrinsic motivation at-
tribute performance to personal control and that their error-monitoring system is more strongly
engaged by performance errors. They also found that motivation orientation and academic
achievement were related to the strength in which their error-monitoring system was engaged.

Motivation has been found to be an important element in the concept of Andragogy (what moti-
vates the adult learner), and in treating Autism Spectrum Disorders, as in Pivotal Response Ther-
apy.

Doyle and Moeyn have noted that traditional methods tended to use anxiety as negative motiva-
tion (e.g. use of bad grades by teachers) as a method of getting students to work. However, they
have found that progressive approaches with focus on positive motivation over punishment have
produced greater effectiveness with learning, since anxiety interferes with performance of com-
plex tasks.

Abraham Maslow

Maslow has money at the lowest level of the hierarchy and shows other needs are better motiva-
tors to staff. McGregor places money in his Theory X category and feels it is a poor motivator.
Praise and recognition are placed in the Theory Y category and are considered stronger motiva-
tors than money.

 Motivated employees always look for better ways to do a job.

 Motivated employees are more quality oriented.
 Motivated workers are more productive.

The average workplace is about midway between the extremes of high threat and high opportuni-
ty. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the op-
portunity side of the motivation curve than the threat side. Motivation is a powerful tool in the
work environment that can lead to employees working at their most efficient levels of produc-

35
tion.Nonetheless, Steinmetz also discusses three common character types of subordinates: as-
cendant, indifferent, and ambivalent who all react and interact uniquely, and must be treated,
managed, and motivated accordingly. An effective leader must understand how to manage all
characters, and more importantly the manager must utilize avenues that allow room for employ-
ees to work, grow, and find answers independently.

The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Mo-
tors' UK manufacturing plant. This introduced the concept of orientation to work and distin-
guished three main orientations: instrumental (where work is a means to an end), bureaucratic
(where work is a source of status, security and immediate reward) and solidarity (which priori-
tizes group loyalty).

Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lew-
in's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy theory.
These tend to stress cultural differences and the fact that individuals tend to be motivated by dif-
ferent factors at different times.

According to the system of scientific management developed by Frederick Winslow Taylor, a

worker's motivation is solely determined by pay, and therefore management need not consider
psychological or social aspects of work. In essence, scientific management bases human motiva-
tion wholly on extrinsic rewards and discards the idea of intrinsic rewards.

In contrast, David McClelland believed that workers could not be motivated by the mere need for
money—in fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as
achievement motivation, though money could be used as an indicator of success for various mo-
tives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had
as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction
lay in aligning a person's life with their fundamental motivations.

Elton Mayo found that the social contacts a worker has at the workplace are very important and
that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers
could be motivated by acknowledging their social needs and making them feel important. As a
result, employees were given freedom to make decisions on the job and greater attention was
36
paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been
judged as placing undue reliance on social contacts at work situations for motivating employees.

William Ouchi introduced Theory Z, a hybrid management approach consisting of both Japanese
and American philosophies and cultures. Its Japanese segment is much like the clan culture
where organizations focus on a standardized structure with heavy emphasis on socialization of its
members. All underlying goals are consistent across the organization. Its American segment re-
tains formality and authority amongst members and the organization. Ultimately, Theory Z pro-
motes common structure and commitment to the organization, as well as constant improvement
of work efficacy.

In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as

motivators, and identify five principles that contribute to the success of an employee incentive
program.

 Recognition of employees' individual differences, and clear identification of behavior

deemed worthy of recognition
 Allowing employees to participate
 Linking rewards to performance
 Rewarding of nominators
 Visibility of the recognition process

Controlling Motivation

The control of motivation is only understood to a limited extent. There are many different ap-
proaches of motivation training, but many of these are considered pseudoscientific by critics. To
understand how to control motivation it is first necessary to understand why many people lack
motivation.

Employee motivation

Workers in any organization need something to keep them working. Most of the time, the salary
of the employee is enough to keep him or her working for an organization. An employee must be

37
motivated to work for a company or organization. If no motivation is present in an employee,
then that employee‘s quality of work or all work in general will deteriorate.

When motivating an audience, you can use general motivational strategies or specific motiva-
tional appeals. General motivational strategies include soft sell versus hard sell and personality
type. Soft sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell
strategies have barter, outnumbering, pressure and rank. Also, you can consider basing your
strategy on your audience personality. Specific motivational appeals focus on provable facts,
feelings, right and wrong, audience rewards and audience threats.

Job Characteristics Model

The Job Characteristics Model (JCM), as designed by Hackman and Oldham attempts to use job
design to improve employee motivation. They have identified that any job can be described in
terms of five key job characteristics;

1. Skill Variety - the degree to which a job requires different skills and talents to complete a
number of different activities

2. Task Identity - this dimension refers to the completion of a whole and identifiable piece of
work versus a partial task as part of a larger piece of work

3. Task Significance - is the impact of the task upon the lives or work of others

4. Autonomy - is the degree of independence or freedom allowed to complete a job

5. Task Feedback - individually obtaining direct and clear feedback about the effectiveness of
the individual carrying out the work activities

The JCM links these core job dimensions listed above to critical psychological states which re-
sults in desired personal and work outcomes. This forms the basis of this 'employee growth-need
strength." The core dimensions listed above can be combined into a single predictive index,
called the Motivating Potential Score.

38
 Motivating Potential Score

The motivating potential score (MPS) can be calculated, using the core dimensions discussed
above, as follows;

Jobs that are high in motivating potential must be high on at least one of the three factors that
lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If a
job has a high MPS, the job characteristics model predicts that motivation, performance and job
satisfaction will be positively affected and the likelihood of negative outcomes, such as absentee-
ism and turnover, will be reduced.

39
 CHAPTER:- 4
RESEARCH METHODOLOGY

40
 RESEARCH METHODOLOGY

Every organization has to face certain problems pertaining to their daily functioning. These prob-
lems call for an effective thinking on the part of academician to find out a valid & reliable solu-
tion. Hence it becomes not only desirable to carry out a well-planned research in the area asking
for effective solutions.
This calls for a well-planned research methodology so that the problematic areas could be well
identified & causes if any, be known and solved. This research is particularly carried out at
Yamaha Motors Pvt. Ltd. Faridabad on factors affecting motivation & job satisfaction.

Research

Research comprises "creative and systematic work undertaken to increase the stock of
knowledge, including knowledge of humans, culture and society, and the use of this stock of
knowledge to devise new applications." [ 1] It is used to establish or confirm facts, reaffirm the
results of previous work, solve new or existing problems, support t h e o rem s , or develop
new t h e o rie s . A research project may also be an expansion on past work in the field.
Research projects can be used to develop further knowledge on a topic, or in the example of
a school research project, they can be used to further a student's research prowess to prepare
them for future jobs or reports. To test the validity of instruments, procedures, or experi-
ments, research may replicate elements of prior projects or the project as a whole. The pri-
mary purposes of basic research (as opposed to a p p l i e d r e s e a r c h ) are documentation,
discovery, interpretation, or the research and development (R&D) of methods and systems
for the advancement of human knowledge. Approaches to research depend on epistemolo-
gies, which vary considerably both within and between humanities and sciences. There are
several forms of research: scientific, humanities, artistic, economic, social, business, market-
ing, practitioner research, life, technological, etc.

41
 Research Methods/Types of Research

 1 Basic research
 2 Applied Research
 3 Problem oriented research
 4 Problem solving
 5 Quantitative Research
 6 Qualitative Research

Basic Research

This research is conducted largely for the enhancement of knowledge, and is research which
does not
have immediate commercial potential. The research which is done for human welfare, animal
welfare and plant kingdom welfare. It is called basic, pure, fundamental research. The main
motivation here is to expand man's knowledge, not to create or invent something. According
to Travers, ―Basic Research is designed to add to an organized body of scientific knowledge
and does not necessarily produce results of immediate practical value.‖ Such a research is
time and cost intensive (Example: A experimental research that may not be or will be helpful
in the human progress). It is used to solve a problem by adding to the field of application of a
discipline.

Applied Research

Applied research is designed to solve practical problems of the modern world, rather than to
acquire knowledge for knowledge's sake. The goal of applied research is to improve the hu-
man condition. It focuses on analysis and solving social and real life problems. This research
is generally conducted on a large scale basis and is expensive. As such, it is often conducted
with the support of some financing agency like the national government, public corporation,
World Bank, UNICEF, UGC, Etc. According to Hunt, ―applied research is an investigation
for ways of using scientific knowledge to solve practical problems‖ for example:- improve
agriculture crop production, treat or cure a specific disease, improve the energy efficiency of
homes, offices, how can communication among workers in large companies be improved.
42
 Problem Oriented Research

Research is done by industry apex body for sorting out problems faced by all the companies.
Eg:- WTO does problem oriented research for developing countries, in India agriculture and pro-
cessed food export development authority (APEDA) conduct regular research for the benefit of
agri-industry.

• As the name indicates, Problem identifying researches are undertaken to know the exact nature
of
problem that is required to be solved.

• Here, one clarification is needed when we use the term ‗Problem‘, it is not a problem in true
sense. It is
usually a decision making dilemma or it is a need to tackle a particular business situation.
• It could be a difficulty or an opportunity.
For e.g.:-Revenue of Mobile company has decreased by 25% in the last year. The cause of the
problem can be any one of the following:

• Poor quality of the product.• Lack of continuous availability. • Not so effective advertising
campaign
• High price.• Poor caliber / lack of motivation in sales people/marketing team.• Tough competi-
tion from imported brands. • Depressed economic conditions
• In the same case, suppose the prime cause of problem is poor advertising campaign & second-
ary cause is higher pricing.• To tackle the problem of poor advertising, we have to answer ques-
tions like, what can be the new advertising campaign, who can be the brand ambassador, which
media, which channel, at what time & during which programmed advertisements will be broad-
cast.

Problem Solving

This type of research is done by an individual company for the problem faced by it. Marketing
research and market research are the applied research. For eg:- videocon international conducts
research to study customer satisfaction level, it will be problem solving research. In
short, the main aim of problem solving research is to discover some solution for some pressing
practical problem.
43
 Quantitative Research

This research is based on numeric figures or numbers. Quantitative Research aims to measure the
quantity or amount and compares it with past records and tries to project for future period. In so-
cial sciences, ―quantitative research refers to the systematic empirical investigation of quantita-
tive properties and phenomena and their relationships‖. The objective of quantitative research is
to develop and employ mathematical models, theories or hypothesis pertaining to phenomena.

The process of measurement is central to quantitative research because it provides fundamental

connection between empirical observation and mathematical expression of quantitative relation-

ships. Statistics is the most widely used branch of mathematics in quantitative research. Statisti-
cal methods are used extensively with in fields such as economics and commerce.

In sum, the research using the normative approach conducts why may be called quantitative re-
search as

the inferences from it are largely based on quantitative data. Moreover, objectivity is the primary
guard so that the research may be replicated by others, if necessary.

Qualitative Research

Qualitative research presents non-quantitative type of analysis. Qualitative research is collecting,

analyzing and interpreting data by observing what people do and say. Qualitative research refers
to the meanings, definitions, characteristics, symbols, metaphors, and description of things.
Qualitative research is much more subjective and uses very different methods of collecting in-
formation, mainly individual, in-depth interviews and focus groups.

The nature of this type of research is exploratory and open ended. Small number of people is in-
terviewed
in depth and or a relatively small number of focus groups are conducted. Qualitative re-
search can be further classified in the following type.

I. Phenomenology:-a form of research in which the researcher attempts to understand how one
or more individuals experience a phenomenon. Eg:-we might interview 20 victims of Bhopal
tragedy.

44
II. Ethnography:- this type of research focuses on describing the culture of a group of people. A
culture is the shared attributes, values, norms, practices, language, and material things of a group
of people. E.g.:-the researcher might decide to go and live with the tribal in Andaman island and
study the culture and the educational practices.

III. Case study:-is a form of qualitative research that is focused on providing a detailed account
of one or more cases. Eg:-we may study a classroom that was given a new curriculum for tech-
nology use. IV. Grounded theory:- it is an inductive type of research, based or grounded in the
observations of data

from which it was developed; it uses a variety of data sources, including quantitative data, review
of records, interviews, observation and surveys

V. Historical research:-it allows one to discuss past and present events in the context of the pre-
sent condition, and allows one to reflect and provide possible answers to current issues and prob-
lems. E.g.:-the lending pattern of business in the 19th century.

In addition to the above, we also have the descriptive research. Fundamental research, of which
this is
based on establishing various theories

Also the research is classified into:

1. Descriptive research
2. Analytical research
3. Fundamental research
4. Conceptual research
5. Empirical research
6. One time research or longitudinal research
7. Field-setting research or laboratory research or simulation research
8. Clinical or diagnostic research
9. Exploratory research

45
 Research Process

Dissertation markers expect the explanation of research process to be included in Methodology

chapter. A

typical research process comprises the following stages:

1. Selecting the research area. You are expected to state that you have selected the research
area due to
professional and personal interests in the area and this statement must be true. The importance of
this first stage in the research process is often underestimated by many students. If you find
research area and research problem that is genuinely interesting to you it is for sure that the
whole process of writing your dissertation will be much easier. Therefore, it is never too early
to start thinking about the research area for your dissertation.
2. Formulating, Re s e a rc h a im, O bj e c t i v e s a nd R e s e ar c h q ue s t i o n s or devel-
oping hypothesis, The

choice between the formulation of research questions and the development of hypotheses
depends on your research approach as it is discussed further below in more details. Appro-
priate research aims and objectives or hypotheses usually result from several attempts and
revisions and these need to be mentioned in Methodology chapter. It is critically important
to get your research questions or hypotheses confirmed by your supervisor before moving for-
ward with the work.
3. Conducting the literature review. Literature review is usually the longest stage in the
research process. Actually, the literature review starts even before the formulation of research
aims and objective; because you have to check if exactly the same research problem has been
addressed before. Nevertheless, the main part of the literature review is conducted after the
formulation of research aim and objectives. You have to use a wide range of secondary data
sources such as books, newspapers, magazines, journals, online articles etc.
4. Selecting methods of data collection. Data collection method(s) need to be selected on the
basis of
critically analyzing advantages and disadvantages associated with several alternative data
collection methods. In studies involving primary data collection, in-depth discussions

46
of advantages and disadvantages of selected primary data collection method(s) need to be in-
cluded in methodology.
5. Collecting the primary data. Primary data collection needs to be preceded by a great
level of preparation and pilot data collection may be required in case of questionnaires. Primary
data collection is not a compulsory stage for all dissertations and you will skip this stage if you
are conducting a desk-based research.
6. Data analysis. Analysis of data plays an important role in the achievement of research
aim and
objectives. Data analysis methods vary between secondary and primary studies, as well as,
between qualitative and quantitative studies.
7. Reaching conclusions. Conclusions relate to the level of achievement of research aims and
objectives.
In this final part of your dissertation you will have to justify why you think that research
aims and objectives have been achieved. Conclusions also need to cover research limitations
and suggestions for future research.
8. Completing the research. Following all of the stages described above, organizing separate
chapters
into one file leads to the completion of the first draft. The first draft of your dissertation
needs to be prepared at least one month before the submission deadline. This is because
you will need to have sufficient amount of time to address feedback of your supervisor.

OBJECTIVE OF THE STUDY

The objective of the report is to study the factors which lead to job satisfaction & helps in moti-
vating employees in the Yamaha Motors India Pvt. Ltd.
The objective is subdivided into two parts:
1. To find out the dominant hygiene factor which prevents dissatisfaction among employees
2. To find out the dominant motivator which motivates employees.

47
 RESEARCH DESIGN:

This is a diagnostic type of research. Survey method is adopted using questionnaire with appro-
priate scaling techniques. The survey was done on two grades of employees dealing with the
general administration of the organization. These two grades are:

1. Managers
2. Supervisors

Questionnaire method has been adopted to collect primary data. The questionnaire for conduct-
ing the research process has the following features:
Close ended: The questionnaire prepared is close ended so that the employees will be comforta-
ble enough to provide the precise information as required. The close-ended question gave the
five degree freedom for expressing their satisfaction or consent over a particular question ex-
pressed numerically as 1, 2,3,4,5.

1: Corresponds to Strongly Disagree

2: Corresponds to Disagree
3: Corresponds to neither agree nor disagree
4: Corresponds to Agree
5: Corresponds to Strongly Agree

SOURCES OF DATA

Collection of data is an essential part of the project, as it constitutes the foundation of the statisti-
cal analysis and interpretation. Thus it forms the initial step of any project.
A sample of 74 employees was taken comprising the managers & supervisors of the organiza-
tion. Out of which 44 are managers & 30 are supervisors.
After collection of the required data from all sources, analysis was done and the problems were
identified.
Recommendations and suggestions in respect to the problems identified have been given.

48
 ANALYSIS OF DATA

Data analysis is a primary component of data mining and Business Intelligence (BI) and is key to
gaining the insight that drives business decisions. Organizations and enterprises analyze data
from a multitude of sources using Big Data management solutions and customer experience
management solutions that utilize data analysis to transform data into actionable insights.

VARIOUS METHOD OF DATA COLLECTION:

Depending on the source, statistical data are classified under two categories:
Primary Data: Primary data are obtained by a study specifically designed to fulfill the data
needs of the problem at hand. Such data are original in character and are generated in large no. of
survey conducted with a sample.
Secondary Data: These data are not originally collected but rather obtained from published or
unpublished source.

Sample size
Sample size:- Sample size determination is the act of choosing the number of observations or
replicates to include in a statistical sample. The sample size is an important feature of any em-
pirical study in which the goal is to make inferences about a population from a sample.

SAMPLE SELECTION

Sample selection is a very important but sometimes underestimated part of a research study.
Sampling theory describes two sampling domains: probability and nonprobability. Probability
samples contain some type of randomization and consist of simple, stratified, systematic, cluster,
and sequential types. Nonprobability samples lack randomization and consist of convenience or
accidental, purposive, quota, volunteer, and expert types. The primary distinction between the
two domains is that the probability sampling study findings can be generalized to the target popu-
lation while the nonprobability sampling study findings can only be generalized to the institution
where the sample was studied.

49
 LIMITATIONS OF THE STUDY

 This might be possible that people would have been bit biased on one side so would have
given actual picture.
 The outcome cannot be generalized for whole region as this study was conducted in farid-
abad only.
 Due to the shortage of time, the sample size of the respondent was kept 50, which is very
small to find accurate results.
 Employers ignore trainees who came for research.
 Every employee has own feeling about strategies therefore it is difficult to find which strat-
egies are more motivating.

50
 CHAPTER-5
DATA ANALYSIS &
INTERPRETATION

51
 DATA ANALYSIS & INTERPRETATION

The response of managers and supervisors has been encoded objectively in form of question-
naire, which gives the freedom to the employees to choose the appropriate grade to be given to
different dimensions of the problems covered through questionnaire. Thus through questionnaire
method it becomes easy to represent the view of employee qualitatively and also helps to choose
the parameter which mostly affects the job satisfaction and motivation.
Although the total number of statement covering different aspects of job satisfaction and motiva-
tion is 30 but it has been divided into 2 parts and used for different purpose separately.
Part one contains questions from 1 to15 of hygiene factors and part two contains questions from
16 to 30 of motivators.
However before going for comprehensive analysis on the findings, it is better to have a look sep-
arately over different dimensions taken for assessing job satisfaction and motivation. The inter-
pretation of different dimensions according to their response can be depicted as follows:

General information before analysis:

Number of managers surveyed = 44

Number of supervisors surveyed = 30

Physical meaning of the different responses use

1 means strongly disagree
2 means disagree
3 means neither agree nor disagre

52
 DIMENSIONWISE ANALYSIS

DIMENSION -1: COMPANY & ADMINISTRATIVE POLICIES

TABLE 5.1

Managers 3.1 2.5 3.3

Supervisors 3.8 3.1 3.9

DIAGRAM :-5.1

COMPARISON OF MEANS OF EACH

STATEMENT OF SUPERVISION

4
3.5
3
2.5
MEANS 2 Managers
1.5 Supervisors
1
0.5
0
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

From the above graph & data we can interpret that supervisors are more concerned about com-
pany & administrative policies in comparison to managers. Managers & supervisors both strong-
ly agree on the statement that policies are revised timely in this organisation. But they disagree
with the statement that employees contribute equally while making policies.

53
DIMENSION – 2: SUPERVISION
TABLE 5.2

Managers 3.5 3.5 3.8

Supervisors 4.0 3.9 3.8

DIAGRAM :-5.2

COMPARISON OF MEANS OF EACH

STATEMENT OF SUPERVISION

4
3.9
3.8
3.7
MEANS 3.6 Managers
3.5 Supervisors
3.4
3.3
3.2
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

We can interpret that supervisors & managers both are almost equally concerned about the su-
pervision. As both managers & supervisors agrees that supervisors use positive feedback in this
organisation. This shows that employees are given positive feedback which helps them to im-
prove. But they disagree that practice of supervision has a consistent, timely & fair method for
evaluating individual performance.

54
DIMENSION – 3: SALARY
TABLE 5.3

Managers 2.8 3.4 3.0

Supervisors 3.2 3.5 3.5

DIAGRAM :-5.3

COMPARISON OF MEANS OF EACH

STATEMENT OF SALARY

3.5
3
2.5
2
MEANS Managers
1.5
Supervisors
1
0.5
0
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

The above bar graph is representing that managers and supervisors both agrees that the organisa-
tion have the clear policies related to salary, raises and bonuses. From the above data it can be
interpreted that supervisors agrees that they are being paid fairly but mangers are not so much
agree with this statement.

55
DIMENSION – 4: INTERPERSONAL RELATIONS
TABLE 5.4

Managers 3.4 3.3 2.5

Supervisors 3.2 3.8 2.7

DIAGRAM :-5.4

COMPARISON OF MEANS OF EACH

STATEMENT OF INTERPERSONAL
RELEATIONS

MEANS 2 Managers
Supervisors
1

0
ST 1 ST 2 ST 3

DATA & ANALYSIS INTERPRETATION:

As the above graph shows that managers and supervisors have difference in opinion for interper-
sonal relations. Managers strongly agree with the statement that individuals have opportunities to
socialize with one another during the workday. But supervisors strongly agree on the statement
that everyone have a sense of companionship and teamwork. But both managers & supervisors
think the same about the statement that people who have good interpersonal skills are disruptive.

56
DIMENSION – 5: WORKING CONDITIONS
TABLE 5.5

Managers 3.6 3.7 3.6

Supervisors 4.1 4.0 3.8

DIAGRAM :-5.5

COMPARISON OF MEANS OF EACH

STATEMENT OF WORKING CONIDITIONS

4.1
4
3.9
3.8
MEANS 3.7 Managers
3.6 Supervisors
3.5
3.4
3.3
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

By seeing the above bar diagram & data we can interpret that managers believe that office condi-
tions are comfortable in this organisation. But on the other hand supervisors strongly believe that
working condition facilities are clean and up to date. But supervisors agree more than mangers
that adequate personal space is given to every individual.

57
DIMENSION – 6: WORK ITSELF
TABLE 5.6

Managers 3.4 3.6 4.0

Supervisors 4.0 4.2 4.3

DIAGRAM :-5.6

COMPARISON OF MEANS OF EACH

STATEMENT OF WORK ITSELF

5
4
3
MEANS Managers
2 Supervisors
1
0
ST 1 ST 2 ST 3

DATA ANALYSIS &INTERPRETATION:

The above graph represents that managers and supervisors both highly agree that they get oppor-
tunity to look ways to stream line process and make themselves more efficient. But they don‘t
agree with the statement that employees perceive their work is meaningful.

58
DIMENSION – 7: ACHIEVEMENT
TABLE 5.7

Managers 3.3 3.1 3.2

Supervisors 3.9 3.6 3.8

DIAGRAM :-5.7

COMPARISON OF MEANS OF EACH

STATEMENT OF ACHIEVEMENT

4
3.5
3
2.5
MEANS 2 Managers
1.5 Supervisors
1
0.5
0
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

It can be interpreted that managers and supervisors have the same views for achievement. Both
managers & supervisors agree that individual have clear, achievable goals & standards for their
positions but supervisors agrees more on this statement than managers. But they also believe that
individuals did not get regular timely feedback on how they are doing.

59
DIMENSION- 8: RECOGNITION
TABLE 5.8

Managers 3.4 3.6 4.0

Supervisors 4.0 4.2 4.3

DIAGRAM :-5.8

COMPARISON OF MEANS OF EACH

STATEMENT OF RECOGNITION

4
3.5
3
2.5
MEANS 2 Managers
1.5 Supervisors
1
0.5
0
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

This graph shows that on this dimension managers and supervisors they both have almost same
views. As we can see that the difference between the means of managers and supervisors is very
little. Managers and supervisor strongly agree with the statement 3 which shows that organisa-
tion recognizes contributions made by individuals by formal programs such as Kaizen.

60
DIMENSIONS- 9: RESPONSIBILITY
TABLE 5.9

Managers 3.1 3.0 3.1

Supervisors 3.7 3.4 3.7

DIAGRAM :-5.9

COMPARISON OF MEANS OF EACH

STATEMENT OF RESPONSIBILITY

4
3.5
3
2.5
MEANS 2 Managers
1.5 Supervisors
1
0.5
0
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

From the above data it can interpreted that employees perceive that they have ownership of their
work and opportunities are provided to employees for added responsibilities, as they both agree
on the statements 1&3. But disagree that employees get sufficient freedom and authority.

61
DIMENSION – 10: ADVANCEMENT

TABLE 5.10

Managers 3.2 3.4 4.1

Supervisors 3.7 3.6 4.3

DIAGRAM :-5.10

COMPARISON OF MEANS OF EACH

STATEMENT OF ADVANCEMENT

35
30
25
20
MEANS Managers
15
Supervisors
10
5
0
ST 1 ST 2 ST 3

DATA ANALYSIS & INTERPRETATION:

It can be interpreted that employee‘s continuing education and personal growth is supported in
this organisation, as managers & supervisors strongly agree with the statement 3. Managers disa-
gree with the statement that individual gets reward for their performance. But supervisors disa-
gree with the statement that employees are promoted from within the organisation, when appro-
priate.

62
 OVERALL ANALYSIS

BAR GRAPH OF MEANS OF HYGIENE

FACTORS

Company policies
5
4
Supervision
MEAN

3
2 Salary
1
0 Interpersonal
1 Relations
Working
HYGIENE FACTORS
Conditions

DATA ANALYSIS & INTERPRETATION:

This graph is showing that the dominant and lacking hygiene factor is working conditions and
interpersonal relations (team work) respectively.

63
 OVERALL ANALYSIS

BAR GRAPH OF MEANS OF MOTIVATORS

4.2
4 Work Itself
3.8
MEANS

Achievement
3.6
3.4 Recognition
3.2
Responsibility
3
1 Advancement
MOTIVATORS

DATA ANALYSIS & INTERPRETATION:

This graph is showing that the dominant and lacking motivator in is work itself and responsibil-
ity respectively.

64
 GRADEWISE ANALYSIS

BAR GRAPH OF MEANS OF HYGIENE

FACTORS OF MANAGERS
Company policies
4

3
Supervision
MEANS

2 Salary

1 Interpersonal
Relations
0 Working
1 Conditions
HYGIENE FACTORS

DATA ANALYSIS & INTERPRETATION:

This bar diagram is representing the dominant and lacking hygiene factor for managers is work-
ing conditions and company and administrative policies respectively.

65
 GRADEWISE ANALYSIS

BAR GRAPH OF MEANS OF

MOTIVATORS OF MANAGERS

4
Work Itself
3.8
3.6 Achievement
3.4
Recognition
3.2
3 Responsibility
2.8
Advancement
1

DATA ANALYSIS & INTERPRETATION:

This bar diagram is showing that the dominant and lacking motivator for managers is work itself
and responsibility respectively.

66
 GRADEWISE ANALYSIS

BAR GRAPH OF MEANS OF HYGIENE

FACTORS OF SUPERVISORS

4.5 Company policies

4
3.5
Supervision
3
2.5
2 Salary
1.5
1 Interpersonal
0.5 Relations
0 Working
1 Conditions

DATA ANALYSIS & INTERPRETATION:

This bar diagram is showing that the dominant and lacking hygiene factor for supervisors is
working conditions and interpersonal relations respectively.

67
 GRADEWISE ANALYSIS

BAR GRAPH OF MEANS OF

MOTIVATORS OF SUPERVISORS

4.2
4 Work Itself
MEANS

3.8
Achievement
3.6
Recognition
3.4
3.2 Responsibility
1
Advancement
MOTIVATORS

DATA ANALYSIS & INTERPRETATION:

This bar diagram is showing that the dominant and lacking motivator for supervisors is work it-
self and responsibility respectively.

68
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF HYGIENE FACTORS

ON NO. OF YEARS WISE 1 TO 8
YEARS
Company policies
4
3 Supervision
MEAN

2 Salary
1
Interpersonal
0
Relations
1
Working
HYGIENE FACTORS Conditions

DATA ANALYSIS & INTERPRETATION:

This bar diagram is showing that the dominant and lacking hygiene factor is working condition
and salary respectively.

69
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF MOTIVATORS OF

NO. OF YEARS WISE 1 TO 8 YEARS

4
3.8 Work Itself
3.6
MEAN

Achievement
3.4
3.2 Recognition
3
Responsibility
2.8
1 Advancement
MOTIVATORS

DATA ANALYSIS & INTERPRETATION:

This bar diagram is showing that the dominant and lacking motivator is work itself and achieve-
ment respectively.

70
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF HYGIENE FACTORS

OF NO. OF YEARS WISE 9 TO 16

3
Company policies
2.5
2 Supervision
MEAN

1.5
Salary
1
0.5 Interpersonal
0 Relations
1 Working
Conditions
HYGIENE FACTORS

DATA ANALYSIS & INTERPRETATION:

This bar diagram is showing that the dominant and lacking hygiene factor is working conditions
and company and administrative policies respectively.

71
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF MOTIVATORS OF

NO. OF YEARS WISE 9 TO 16

2.5
2.4 Work Itself
MEANS

2.3
Achievement
2.2
2.1 Recognition

2 Responsibility
1
Advancement
MOTIVATORS

DATA ANALYSIS & INTERPRETATION

This bar diagram is showing that the dominant and lacking motivator is achievement and ad-
vancement respectively.

72
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF HYGIENE FACTORS

OF NO. OF YEARS WISE 17 TO 24

5 Company policies
4
Supervision
MEAN

3
2 Salary

1
Interpersonal
0 Relations
1 Working
Conditions
HYGIENE FACTORS

DATA ANALYSIS & INTERPRETATION

This bar diagram is showing that the dominant and lacking hygiene factor is working conditions
and interpersonal relationship respectively.

73
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF MOTIVATORS OF

NO. OF YEARS 17 TO 24

4.2
4 Work Itself
3.8
MEAN

3.6 Achievement

3.4 Recognition
3.2
3 Responsibility
1
Advancement
MOTIVATORS

DATA ANALYSIS & INTERPRETATION

This bar diagram is showing that the dominant and lacking motivator is work itself and responsi-
bility respectively.

74
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF HYGIENE FACTORS

OF NO. OF YEARS WISE 25 TO 34

4 Company policies

3 Supervision
MEAN

2
Salary
1

0 Interpersonal
Relations
1
Working
HYGIENE FACTOR Conditions

DATA ANALYSIS & INTERPRETATION

This bar diagram is showing that the dominant and lacking hygiene factor is working conditions
and interpersonal relationship respectively.

75
 YEARS IN YMI WISE ANALYSIS

BAR GRAPH OF MOTIVATORS OF

NO. OF YEARS WISE 25 TO 34

5
4 Work Itself
MEAN

3 Achievement
2
Recognition
1
Responsibility
0
1 Advancement
MOTIVATORS

DATA ANALYSIS & INTERPRETATION

This bar diagram is showing that the dominant and lacking motivator is work itself and responsi-
bility respectively.

76
 CHAPTER -6
CONCLUSION &
SUGGESTIONS

77
 CONCLUSIONS

1. Younger generation is more attractive towards bikes.

2. Majority of bike owner belong to business class followed by service class and student. the
basic reason for this lies in the fact that service class people specifically (Govt. Service) Be-
lieve in a simple life style rather then going for catchy thinks like bikes .

3. Bikes are gifted either to student or in marriage but mostly these are Purchase.

4. More than half the respondent travel 25 to 50 K.M. per day and consider mileage as an im-
portant attribute.

5. A Major of bike owner take the self decision for the purchase , though other factor like dealer
, friend and partner view, brand loyalty etc. playa minor role . This shows that motorcycle owner
are rational consumer

6. Over all mileage emerged as a major factor in purchase of a bike followed by pick up, speed,
power and riding comfort respectively. This shows that consumer wants to spend once and ex-
pects peace lather on as petrol price are shooting up.

7. Hero Honda owner are satisfied with it‘s mileage.

8. Pick up emerged as a most satisfying attributer of Yamaha Libero &CRUX.

9 Bajaj caliber owner considered maintenance as its best attribute.

10. Yamaha Libero 7& CRUX superseded other bikes up, power, speed, and engine, sound com-
fort in driving and after sales service. Whereas Hero Honda superseded in mile age and bajaj
Caliber in maintenance.

11. After sales service needs to be given proper attention .Since a satisfied customer is best pub-
licity for a company

9. People were largely aware of Yamaha Libero and unaware of Crux advertisement.

78
10. Advertisement of Yamaha Libero and Crux were not found to be much encouraging.

11. Among the various features of advertisement motorcycle‘s benefits were preferred most, fol-
lowed by theme, punch line, media used and massage.

12. Free service is considered as a major purchase attraction.

13. Bike is generally viewed as a necessity.

14. Largely people are attracted towards sports events, though trade shows are also major attrac-
tion.

15. Finance scheme are generally appreciated.

SUGGESTIONS

1. In this organisation positive feedback is given to employees but feedback is not given regu-
larly on their performance. So, a regular feedback should be given that will help employees to know
where they need to improve.

2. Accountability of job is given but it needs to be increased so that employees will feel more
responsible & accountable towards their job.

3. While making or revising company & administrative policies an opportunity should be given
to all employees to give their suggestions so that they will feel that they are also contributing in mak-
ing company & administrative policies.

4. Management should encourage CFTs (Cross functional teams) to increase the sense of com-
panionship & teamwork among employees.

79
CHAPTER-7
BIBILOGRAPHY

80
 BIBLIOGRAPHY

Books
 K.aswathappa, Human Resource Personal Management.
 V.S.P Rao, Human Resource Management.
 C.R.Kothari ,Methods & Techniques,New Delhi, Age International publications.
 D.N.Venkatesh ,H uman Resource Management.
 Shekharan Uma, Business Research Method, John Wiley Publications.
 Zikmud ,Business Research Methods, Cenage Publications.
 Copper, Business Research Methods, Tata MCGraw Hill.

Websites

 www.yamaha-motor-india.com
 www.bikes.com
 www. heromotocorp .com
 www.tvs motor.com
 www.bajajauto.com

81
 CHAPTER-8

ANNEXURE
 QUESTIONNAIRE

82
 QUESTIONNAIRE

Read each statement given and indicate the answer of your choice in the box
on the right of each statement as per scale mentioned below:

Level
5 Strongly Agree(SA)
Level
4 Agree
Level
3 Neither Agree nor Disagree(NA)
Level
2 Disagree

Level
1 Strongly Disagree

The information you will give will be kept confidential. It will be used only for study pur-
pose

S.NO SA A NA D SD
1 Employees have easy
access to the policies
2 Employees contribute
equally while making
policies
3 In this organisation poli-
cies are revised timely
4 Employees have trust on
their supervisors

83
5 Supervisors use positive
feedback with employees
Practice of supervisors has
6 a consistent, timely & fair
method for
Evaluating individual
performance

7 Employee perceive that

their benefits are sufficient
for them
8 This organization have
their clear policies releated
to salary , raises & bonus-
es
9 Employees perceive that
they are being paid fairly
10 Individuals have
opportunities to socialize
with one another during
the workday
11 Everyone have a sense of
companionship & team
work
12 People who have good in-
terpersonal skills are dis-
ruptive (interrupt others
progress)

84
13 Working conditions facil-
ities are clean and up to
date
14 Office conditions are
Comfortable
15 Adequate personal space
is given to every indi-
vidual
16 Employees perceive their

work is meaningful
17 Employees are
communicated that
their work is important
18 I look for ways to stream
line processes and
make them more effi-
19 cient
Individuals are adequate-
ly challenged in their
20 jobs
Employees get suffi-
cient freedom and au-
thority
Opportunities are provided to
21 employees for added responsibil
ity (not simply adding more
22 Individual gettasks)
reward for their
performance

23 Employees are promot-

ed from within the or-
ganisation, when ap-
propriate

85
24 Continuing education
and personal growth is
supported
(Training & Development)

86