Employee motivation and its effectiveness on employee performance in fertilizers and chemicals Travancore LTD, Udyogamandal
| dc.contributor.advisor | Manoj, P D | |
| dc.contributor.author | Dhanusha, K P | |
| dc.contributor.author | KAU | |
| dc.date.accessioned | 2020-02-19T10:46:32Z | |
| dc.date.available | 2020-02-19T10:46:32Z | |
| dc.date.issued | 2017 | |
| dc.description | PG | en_US |
| dc.description.abstract | This chapter presents the summary of the findings of the study, draws conclusions from the study and also makes recommendations for the study, and areas of further research suggested. 5.2.1 Background information of respondents 1. From the study, it can be noted that the male employees form the majority by 68% while female are represented by 32%. This implies that FACT is not biased in its employment but only that the gap between males and females are huge that is more than 100%. 2. The study also reveals that 45.3 percent of the respondents are within the age group of 41-50 years followed by those in the age group of 31-40 years at 28.7 percent follow by 51-60 years 20 percent and those of 18- 30 years at only 6 percent. This means that the FACT is having more experienced and matured people in the service. 3. The study also reveals that 41.3 per cent of the employees belong to Hindu community, followed by Christians with 38.7 per cent and Muslims with 20 per cent. It also shows that 92 per cent of the employees are married and only 8 per cent of the employees are unmarried. 4. On the highest qualification of the respondents, the study revealed that 42.7 per cent are graduates, followed by those having Post graduate degree with 28 per cent, 17.3 per cent with higher secondary education and 12 percent with matriculation. The research shows that greater percentage of employees in FACT is well educated, which have positive impact on their performance. 5. Again the study shows that 42.7 per cent of the employees have a monthly salary of 40,000-60,000, which is followed by those having above 60,000 with 28 per cent, 20 per cent with a monthly salary of 20,000-40,000 and 9.3 per cent with below 20,000. This implies that overwhelming majority of employees have decent salary. 108 6. The study also shows that 37.3 per cent of the respondents were from human resource department, followed by respondents from finance and accounting department with 21.3 per cent, production department with 16 per cent, engineering department with 14.7 per cent, marketing department with 8 per cent. 2.7 per cent of the respondents were from other department i.e, from administration. 7. Again, the research revealed that 38 percent of the employees have above 20 years of service. 32 percent of the employees have 15-20 years of experience followed by those having 10-15 years of sevice with 18 percent, 5-10 years with 8 percent. Only 4 percent is having less than 5 years of experience. 5.2.2 Level of satisfaction of employees The efficiency and effectiveness of the organisation depends upon the satisfaction level gained by the employees. This employee satisfaction will also lead to employee motivation. From the analysis it could be observed that: 1. The level of satisfaction of employees analysed using identified factors, it reveals that the employees was satisfied in their organisation. On analyzing the indicators for measuring the level of satisfaction, it could be seen an index of above 65 percent. 2. The indicators which scored high were satisfaction level with regard to employee’s relationship with superiors, pay level as compared to similar position in the industry and satisfaction level with regard to working condition in the organization. It could also be seen a poor level of satisfaction among employees regarding the reward for their work like awards, special gifts etc. 5.2.3 Training and development 1. Regarding the training it could be observed that the organization is providing training to majority of the employees and majority (46.1 percent) of them are satisfied with training provided by the organisation. This implies that when good training program exist in the organization, employees become satisfy which helps them to improve their performance. 2. The study also reveals that 80 percent of the employee’s are provided with routine training and 20 percent of them are provided with specific aspect training. 3. Regarding the off-the-job training it could be observed that the organisation was not providing any kind of off-the-job training to the employees. 109 5.2.4 Factors that motivate employees 1. On the factors that motivate employees, majority of the respondents agrees that nature of work that they do motivates them and at the same time promotion in the organization is a major source of motivation. This therefore means that promotion in FACT should be done fairly to continue to motivate its employees. 2. Another finding is that, greater majority of 76% were in favour of opportunity for advancement as motivator. Also, appreciation for work done and salary were another source of motivation for them. But compared to other factors salary was observed to be least motivating. . This reinforces Frederick Herzberg (1968) doctrine that money is not a motivational factor: increased wages could produce more commitment to production but their effect was declared to be short-lived but commitment and involvement were to come from other factors - the motivational factors, such as the opportunity for personal growth, challenge in the job and, more recently, opportunities to join in the decisionmaking process. This implies that other non-monetary incentives schemes should be given to workers to have the necessary effects. 3. Most of the respondents were in agreement that working condition motivates them and greater majority indicating that relationship with their colleagues motivates them but their relationships with superiors also serve as motivator. 4. From the research it could also be observed that 64 percent of employees believe job security as a good motivator. 5. Compared to other factors recreation is not motivating the employees much. 5.2.5 Type of incentives motivating employees 1. From the study it could be observed that majority of 53.3 percent of the respondents believes that non-financial incentives motivates them and improve their performance. Whereas 46.7 percent of the respondents believes that financial incentives like paid time off, bonuses etc motivates them more. This implies that organisation should improve both financial and non-financial incentives for motivating employees. 2. The study also reveals that 51.3 percent of the employees were satisfied with the incentives provided by the organisation. 5.2.6 Authority to make necessary decisions in order to complete assigned tasks 1. The study revealed that 41.3 percent respondents believe that management occasionally involve them in decision making in order to complete their assigned tasks. 33.3 percent 110 believes that management involves them in all decision making process and 25.3 percent doesn’t think so. 2. The result implies that management provides authority to employees to make necessary decisions in order to complete their assigned tasks. It show that employees of are allow to take decision on their own to help perform effectively. 5.2.7 Ranking of monetary and non-monetary variables 1. Based on the ranking done by the respondents salary was found to be the first with a mean score of 86.88 percent and fringe benefits as the last monetary variable with a mean score of 17.11 percent. 2. In the case of non-monetary variables employees prefer status as the first motivational factor with a mean score of 84.79 percent and recreation as the last motivational factor with a mean score of 9.29 percent. 5.2.8 Factors affecting employee performance 1. The study reveals under the determinants of employee performance that their qualification determines their performance, implying that when one goes through education, development and training to acquire a certain level of qualification, it will enhance his working ability all other things being equal. 2. Also, the study shows that experience is a great asset that can improve an employee’s performance and the longer the number of years experience, the higher the level of performance. 3. The working environment is another determinant of performance and the kind of compensation package (financial and non-financial) given to employee determines their performance according to the study findings. 4. Job security determines performance when employees are aware that there is no threat against their job; support receive from other colleagues; age and health condition; and expectation of retirement and other benefits all determines performance. 5.2.9 Performance appraisal system in the organisation 1. The study revealed that 64 percent were in agreement that effective performance appraisal system exists in the organisation. But 36 percent doesn’t think so. This implies that management should reconsider the way they use the performance appraisal system. Thus 111 an effective performance appraisal encourages the good performers, on the same hand performance appraisal also highlights the poor performers and tells about their weak areas and it helps the management to remove the leaning hurdles and makes them to achieve the set of objectives and aims. This implies that effective performance appraisal system improves the employee performance. 2. The entire respondents were in agreement that performance appraisal activities are helpful to get motivated. This implies that effective performance activities will improve the employee’s job performance and it is beneficial for the development of the organisation. 5.2.10 Effects of motivation on the employee performance 1. The study reveals that employees believes that nature of work and promotion in the organisation highly influences their level of performance This implies that the management must ensure that promotions in the organisation are done fairly to encourage employees who have consistently performed. A further finding reveals that opportunity for advancement and sense of responsibility has effect on performance. Appreciated for work done, salary, working conditions, how well superiors relate with subordinates and relationships with peers has greater effects on employees‟ performance. Recreation and fringe benefits have comparatively low effect on employee performance. 2. The study revealed that an overwhelming majority of 94% of the respondents believes that motivation has effect on their performance and only 3.3% of the respondents don’t think so and 2.7% of the respondents neither agree nor disagree. This implies that management should reconsider the way they use the above motivational factors by improving them to bring the best out of their employees. 3. In order to determine whether there is any significant relation between motivation and employee performance chi-square test was conducted. It could be observed from the analysis that table value is less than calculated value. The obtained value of 182.33 exceeds the cutoff of 9.884 shown on the table at the 0.05 level. Therefore, p<0.05. Thus, we will reject the null hypothesis and accept alternative hypothesis. Therefore motivation will affect employee performance. 4. Multiple regression was conducted to establish the effect of motivation on employee performance and it could be observed that: 112 i. Motivation had a moderate relationship with performance. The correlation value was 0.563 which is considered a moderate relationship because the value falls between 0.30 and 0.70 (Pallant, 2011). The value was also positive indicating that, when the independent variables increase dependent variable also increases and vice versa. The R2 indicates that 31.7% (0.317) of employee performance could be explain using the independent variables. ii. From the analysis the co-efficient value for promotion in the organisation was 0.616. This means that all things being equal, when the other independent variables (opportunity for advancement, appreciation for work done, salary and working conditions) are held constant, performance would increase by 61.6% if there is 100% improvement in promotion. iii. The co-efficient value for opportunity for advancement was 0.849. This means that all things being equal, when the other independent variables (promotion in the organisation, appreciation for work done, salary and working conditions) are held constant, performance would increase by 84.9% if there is 100% improvement in opportunity for advancement. iv. The co-efficient value for appreciation for work done was 0.070. This means that all things being equal, when the other independent variables (promotion in the organisation, opportunity for advancement, salary and working conditions) are held constant, performance would increase by 7% if there is 100% improvement in appreciation for work done. v. The co-efficient value for salary was 0.256. This means that all things being equal, when the other independent variables (promotion in the organisation, appreciation for work done and working conditions) are held constant, performance would increase by 25.6% if there is 100% improvement in salary. vi. The co-efficient value for working conditions was 0.194. This means that all things being equal, when the other independent variables (promotion in the organisation, appreciation for work done and salary) are held constant, performance would increase by 19.4% if there is 100% improvement in working conditions. | en_US |
| dc.identifier.uri | http://krishikosh.egranth.ac.in/handle/1/5810143262 | |
| dc.keywords | Human Resource Management, FACT Ltd., Motivation, Employee performance, Reinforcement theory, Monetary incentives, Factamfos | en_US |
| dc.language.iso | en | en_US |
| dc.pages | 120 | en_US |
| dc.publisher | College of Co-operation Banking and Management, Vellanikkara | en_US |
| dc.sub | Agricultural Business Management | en_US |
| dc.subject | null | en_US |
| dc.theme | Employee motivation and its effectiveness | en_US |
| dc.these.type | M.B.A. | en_US |
| dc.title | Employee motivation and its effectiveness on employee performance in fertilizers and chemicals Travancore LTD, Udyogamandal | en_US |
| dc.type | Thesis | en_US |