PROJECT REPORT

“A STUDY OF VARIOUS MOTIVATIONAL FACTORS AND

THEIR IMPACT ON EMPLOYEES OF PL ENGINEERING”

Name : .......................................................................
Roll No. : ...................................................................
Date of Submission: ...............................................

INSTITUTE OF MANAGEMENT TECHNOLOGY

CENTRE FOR DISTANCE LEARNING
GHAZIABAD

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 Project Report
A study of various motivational factors and their impact on
employees of PL Engineering
(A Punj Lloyd Company)
Under The Guidance
Of
Mr. SRK Murthy /Mr. Krishna S Potadar
(Sr. Manager/Dy. Manager)
At
PL Engineering Ltd.

Submitted To

Institute of Management Technology

Centre for Distance Learning
Ghaziabad

By-
Ram Prakash Maurya
Enroll No. - 0821000728
Date- 26/05/2013
PGPM

INSTITUTE OF MANAGEMENT TECHNOLOGY-CDL

A-16, Site 3,
UPSIDC Industrial Area,
Meerut Road, Ghaziabad- 201003
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 CONTENTS:

 ACKNOWLEDGEMENT
 LETTER OF ACKNOWLEDGEMENT FROM PROJECT GUIDE

CHAPTER 1: INTRODUCTION

1.1 Statement of problem

1.2 Research objectives

1.3 Relevance of problem

1.4 Scope and coverage

CHAPTER 2: REVIEW OF LITERATURE

CHAPTER 3: COMPANY PROFILE

CHAPTER 4: RESEARCH DESIGN

4.1. Research methodology

4.1.2 Data collection

4.1.3 Sampling technique

4.1.4 Sampling size

4.2 Hypothesis (if any)

CHAPTER 5: DATA ANALYSIS AND INTERPRETATION

CHAPTER 6: SUMMARY

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CHAPTER 7: FINDINGS

CHAPTER 8: SUGGESTIONS & RECOMMENDATIONS

CHAPTER 9: LIMITATIONS OF THE STUDY

CHAPTER 10: CONCLUSION

CHAPTER 11: SCOPE FOR FUTURE RESEARCH

CHAPTER 12: BIBLIOGRAPHY

CHAPTER 13: ANNEXURE

13.1 Photocopy of approved synopsis.

13.2 Photocopy of identity card issued by IMT CDL.

13.3 Resume of Project Guide

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 ACKNOWLEGEMENT

First of all I would like to thank god almighty for his blessings which enabled me to finish

this project successfully. I owe an enormous debt of gratitude to Institute Of Management

Technology, Ghaziabad to provide me this wonderful opportunity to take up this project

during my academic period. Finally, I am extremely grateful to all my respondents, who

helped me to complete my field work without which this project would not have been

possible.

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 Acknowledgement Letter

This is to certify that Mr. Ram Prakash Maurya, a

student of IMT – CDL, Ghaziabad has completed

Project Report work on “A study of various

motivational factors and their impact on employees

of PL Engineering” under my guidance and

supervision.

I certify that this is an original work and has not been copied from any

source.

Signature of Guide: __________________

Name of Project Guide: Mr. Krishna. S. Potadar

Date: 26th May 2013

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INTRODUCTION

1.1 Statement of the Problem:

“Motivation represents an unsatisfying need which creates a state of tension or

disequilibrium, causing the individual to move in a goal directed pattern towards

restoring a state of equilibrium, by satisfying that need.” - By Viteles

Motivated employees are a great asset to any organisation. It is so because the motivation and

job satisfaction is clearly linked. Since most people spend nearly half of their waking lives at

work, the importance of work satisfaction can be well understood. Hence this study is

focusing on the employee motivation in the organisation.

Motivation in an organisation is as important as “oxygen” for life. But ironically, as a

business subject, is many times ignored or underrated. Reasons for this paradox are:

 Motivation is very difficult to measure.

 There is no “one-size-fits-all” solution for motivation of the entire bunch of

employees.
 Motivation is intangible.

Major motivational factors can be listed as below:

1. Reward & recognition for a job well done

2. Involvement in management decisions
3. Job security
4. Good salary
5. Job enrichment & job rotation
6. Congenial working environment

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The research problem here in this study is associated with the motivation of employees of PL

ENGINEERING LIMITED, Gurgoan.

The study is intended to evaluate motivation of employees in the organization. A good

motivational program procedure is essential to achieve the goal of the organization.

Motivation has a variety of effects. These effects may be seen in the context of an

individual’s physical and mental health, productivity, absenteeism and turnover.

This study highlights the importance of effective employee motivation. This research study

examines types and levels of employee motivational programmes and also discusses

management ideas that can be utilized to raise the employee motivation level. It helps to

provide insights to support future research regarding strategic guidance for organizations that

are both providing and using reward/recognition programs.

1.2 Research Objectives:

1. To study the important factors which are needed to motivate the employees.

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 2. To study the effect of monetary and non-monetary benefits provided by the

organization on the employee’s performance.

3. To study the effect of job enrichment and job rotation on employees.

4. To provide the practical suggestions for the improvement of employees’ overall

performance.

5. To judge satisfaction levels with the help of various motivation tools used by PL

Engineering.

1.3 Relevance of Problem:

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

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

subordinates. This project study is intended to evaluate motivation of employees in the

organization. Employees’ work performance depends on their ability to do their assigned

work as well as their “will” to do so. Stronger “will” reflects stronger motivation to achieve a

goal. Every concern requires physical, financial and human resources to accomplish the

goals. It is through motivation that the human resources can be utilized by making full use of

it. This can be done by building willingness in employees to work. A good motivational

program procedure is essential to achieve goals of the organization. If efficient motivational

programmes of employees are made not only in this particular organization but also any other

organization; the organizations can achieve the efficiency to develop an overall good

organizational culture. Motivation has variety of effects. These effects may be seen in the

context of an individual’s physical and mental health, productivity, absenteeism and turnover.

To summarize, the need of the project is to:

 Build willingness in employees to work which in turn helps the organisation in

securing best possible utilization of resources.

 Get rid of “organisational evils”, namely, Employee unrest, Absenteeism, Tardiness,

Employee turnover.

1.4 Scope and Coverage:

The scope of the study is limited to the employees of PL Engineering limited, located in

Udyog Vihar, Gurgaon, Haryana.

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 2. REVIEW OF LITERATURE
Motivation is the core of management. Motivation is an effective instrument in the hands of

the management in inspiring the work force .It is the major task of every manager to motivate

his subordinate or to create the will to work among the subordinates .It should also be

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remembered that the worker may be immensely capable of doing some work, nothing can be

achieved if he is not willing to work .creation of a will to work is motivation in simple but

true sense of term.

Motivation is an important function which very manager performs for actuating the people to

work for accomplishment of objectives of the organization .Issuance of well conceived

instructions and orders does not mean that they will be followed .A manager has to make

appropriate use of motivation to enthuse the employees to follow them. Effective motivation

succeeds not only in having an order accepted but also in gaining a determination to see that

it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must

determine the motives or needs of the workers and provide an environment in which

appropriate incentives are available for their satisfaction .If the management is successful in

doing so; it will also be successful in increasing the willingness of the workers to work. This

will increase efficiency and effectiveness of the organization .There will be better utilization

of resources and workers abilities and capacities.

2.1 The concept of motivation

The word motivation has been derived from motive which means any idea, need or emotion

that prompts a man in to action. Whatever may be the behavior of man, there is some

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stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive

can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control

mans behavior at any particular point of time. In general, the different motives operate at

different times among different people and influence their behaviors. The process of

motivation studies the motives of individuals which cause different type of behavior.

2.2 Definition of Motivation.

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to

do their work through the possibility of gain or reward.

2.3 Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their

loyalty to the group, to carry out properly the purpose of the organization. The following

results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with

opportunities to fulfill their physiological and psychological needs. The workers will

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 cooperate voluntarily with the management and will contribute their maximum

towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and

knowledge so that they are able to contribute to the progress of the organization. This

will also result in increased productivity.

3. The rates of labor’s turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers

themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will

be less. Better quality of products will also increase the public image of the business.

2.4 Motivation Process.

1. Identification of need

2. Tension

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 3. Course of action

4. Result –Positive/Negative

5. Feed back

2.5 Theories of Motivation.

Understanding what motivated employees and how they were motivated was the focus of

many researchers following the publication of the Hawthorne study results (Terpstra, 1979).

Six major approaches that have led to our understanding of motivation are Mcclelland’s

Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need

hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory, Vrooms Expectation

Theory, Two factor Theory.

2.5.1 McClelland’s Achievement Need Theory.

According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who

satisfy the other needs. They are constantly pre occupied with a desire for improvement and

lack for situation in which successful outcomes are directly correlated with their efforts. They

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set more difficult but achievable goals for themselves because success with easily achievable

goals hardly provides a sense of achievement.

Need for Power (n Pow)

It is the desire to control the behavior of the other people and to manipulate the surroundings.

Power motivations positive applications results in domestic leadership style, while it negative

application tends autocratic style.

Need for affiliation (n Aff)

It is the related to social needs and creates friendship. This results in formation of informal

groups or social circle.

2.5.2 Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past

circumstances. This theory is based on learning theory. Skinner conducted his researches

among rats and school children. He found that stimulus for desirable behavior could be

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strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this

theory may be found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase

of low standard work may also produce the desired result. However, researches show that it is

generally more effective to reward desired behavior than to punish undesired behavior.

2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by behavioral

scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of

Motivation”. Although Maslow himself did not apply his theory to industrial situation, it has

wide impact for beyond academic circles. Douglas Mac Greg or has used Maslow’s theory to

interpret specific problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five

categories. The lowest level needs are physiological and the highest levels are the self

actualization needs. Maslow starts with the formation that man is a wanting animal with a

hierarchy of needs of which some are lower ins scale and some are in a higher scale or system

of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be

satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles

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the standard economic theory of diminishing returns. The hierarchy of needs at work in the

individual is today a routine tool of personnel trade and when these needs are active, they act

as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety

needs, social needs, ego needs and self actualization needs, as shown in order of their

importance.

Self-
Actualization

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 Ego Needs

Social Needs

Safety Needs

Physiological Needs

Fig (2.1)

The above five basic needs are regarded as striving needs which make a person do things.

The first model indicates the ranking of different needs. The second is more helpful in

indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs.

It also shows how the number of person who has experienced the fulfillment of the higher

needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical needs must be

equated with pay rate, pay practices and to an extent with physical condition of the job.

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Safety: - The next in order of needs is safety needs, the need to be free from danger, either

from other people or from environment. The individual want to assured, once his bodily

needs are satisfied, that they are secure and will continue to be satisfied for foreseeable

feature. The safety needs may take the form of job security, security against disease,

misfortune, old age etc as also against industrial injury. Such needs are generally met by

safety laws, measure of social security, protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a

cohesive group and develop a sense of belonging and identification with a group. He feels the

need to love and be loved and the need to belong and be identified with a group. In a large

organization it is not easy to build up social relations. However close relationship can be built

up with at least some fellow workers. Every employee wants too feel that he is wanted or

accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,

respect and prestige in the work group or work place such as is conferred by the recognition

of ones merit by promotion, by participation in management and by fulfillment of workers

urge for self expression. Some of the needs relate to ones esteem

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e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this

means praise for a job but more important it means a feeling by employee that at all times he

has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied

provide insights to support future research regarding strategic guidance for organization that

are both providing and using reward/recognition programs makes the employee give up the

dependence on others or on the environment. He becomes growth oriented, self oriented,

directed, detached and creative. This need reflects a state defined in terms of the extent to

which an individual attains his personnel goal. This is the need which totally lies within

oneself and there is no demand from any external situation or person.

2.5.4 J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee

perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,

increased absenteeism, voluntary resignation.

2.5.5 Vrooms Expectation Theory

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Vroom’s theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.

The more positive the reward the more likely the employee will be highly motivated.

Conversely, the more negative the reward the less likely the employee will be motivated.

2.5.6 Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are

conservative in style Assumptions are modern in style.

X Theory

 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.

 People prefer to be directed

Y Theory

 People view work as being as natural as play and rest

 People will exercise self direction and control towards achieving objectives they are

committed to

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  People learn to accept and seek responsibility.

2.6 Types of Motivation.

Intrinsic motivation occurs 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 morally significant.

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)

2.7 Incentives

An incentive is something which stimulates a person towards some goal. It activates human

needs and creates the desire to work. Thus, an incentive is a means of motivation. In

organizations, increase in incentive leads to better performance and vice versa.

2.7.1 Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need need arises. In order to motivate the

employees, the management should try to satisfy their needs. For this purpose, both financial

and non financial incentives may be used by the management to motivate the workers.

Financial incentives or motivators are those which are associated with money. They include

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wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators

are those which are not associated with monetary rewards. They include intangible incentives

like ego-satisfaction, self-actualization and responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition

- Medical reimbursement - Job security

- Insurance - Praise

- Housing facility - Knowledge of result

- Retirement benefits. - Workers participation.

- Suggestion system.

- Opportunities for growth

2.8 Motivation is the key to performance improvement

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There is an old saying you can take a horse to the water but you cannot force it to drink; it

will drink only if it's thirsty - so with people. They will do what they want to do or otherwise

motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must

be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for

motivation is a skill which can and must be learnt. This is essential for any business to

survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

 Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow

and long process. On the other hand motivation can be improved quickly. There are many

options and an uninitiated manager may not even know where to start. As a guideline, there

are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment

 Treating people fairly

 Satisfying employees needs

 Setting work related goals

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  Restructuring jobs

 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the

manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate

this gap.

3. COMPANY’S PROFILE

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PL Engineering (PLE) is a subsidiary of Punj Lloyd Limited, which is one of India’s largest

EPC Company. PLE provides full-spectrum design and engineering services in Oil & Gas,

Chemical & Petrochemical, Power, Renewable, Product and Infrastructure sectors. PLE

currently has 800 employees across multiple delivery centres in Gurgaon, Hyderabad, Abu

Dhabi, Singapore & Doha working in a global work share environment. In addition, PLE has

marketing footprints in America, Europe, Middle East and Africa.

Over the last few years, PLE has aggressively built up its client base, which includes global

companies across North America, Middle East, Europe and India. PLE has extended its

service offerings to the broader energy vertical as it targets the large domestic opportunity in

the power sector including Nuclear and Polysilicon, where it has been awarded significant

engineering projects. Leveraging its skill set, PLE has also begun addressing the large need in

product design industry esp. Automotive and Aerospace.

Engineering capabilities cover all the stages of the product and project life-cycle starting

from concept design to commissioning. Activities include Feasibility Studies, FEED, Basic

and Detail design, analysis and simulation, construction/procurement support.

SPECIALITIES:

PLANT DESIGN

- Oil and Gas: Offshore & Onshore Field Development, Onshore & Offshore Pipelines,

Tankages & Terminals.

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- Process Plants: Refinery Units, Chemical & Petrochemical Plants, Gas Processing,

Polysilicon.

- Power: Thermal, Nuclear & Renewable (Wind/Solar)

- Water: Water Desalination, Waste Water Treatment, Sewage Treatment

PRODUCT DESIGN

- Automotive: Engine, Body, Chassis & Power Train

- Aerospace: Aero structures

- Industrial (Heavy Engineering): Excavators, Test & Simulation Rigs

INFRASTRUCTURE DESIGN

- Buildings: Industrial, Commercial & Residential Complexes- Land development:

Townships, Industrial Parks & SEZ's less

VISION

To be a leading global design, engineering & consulting organization, providing technology

and innovative business solutions to customers.

MISSION

To work towards ‘customer delight’ by harnessing best-in-class talent, creating a knowledge

pool and implementing proven processes to become a preferred partner.

4. RESEARCH DESIGN

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4.1 Research Methodology:

The methodology to be used is summarized as below:

1. Sources of data:
a) Primary-
 Questionnaires
 Discussion with the employees of PLE
b) Secondary-
 www.plengineering.co.in
 Other relevant journals and books
2. Type of research:
A Descriptive Research involving quantitative studies shall be carried out

which will include surveys using questionnaires and statistical analysis so that

inferences can be drawn from the study and results can be used to formulate

future corporate strategies.

3. Target Audience / respondents:
 Employees of PL Engineering.
4. Sampling Plan:
a) Sampling Selection Method:
 Simple random sampling method is used wherein every sampling unit has

an equal probability of being selected. In this type of sampling technique,

the selection of the sampling unit is not biased. The method is scientific,

unbiased and easy to employ.

b) Universe:
 Employees of PL Engineering
5. Sample Size:

This refers to the number of items to be selected from the universe to constitute a sample.

Thesample size for this study was taken as 50.

Statistical Tools Used:

The data collected was analyzed by employing the following statistical technique:

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Percentage analysis:

Percentage refers to special kind of ration. It is used in making comparison between two or

more series of data. It is used to describe relationship. It is used to analyses the data. Bar

charts, pie charts were used to explain tabulation clearly.

Formula:

Percentage (%) = number of respondents / Total number of respondents X 100

5. DATA ANALYSIS & INTERPRETATION

5.1 AGE OF THE RESPONDENTS :

S.NO. AGE GROUP NO. OF PERCENTAGE

RESPONDENTS (%)

1. 18-25 8 16

2. 25-40 33 66

3. Above 40 9 18

TOTAL 50 100

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 70

60

50

40
NO. OF RESPONDENTS
PERCENTAGE (%)
30

20

10

INTERPRETATION :

The above table shows that 16% respondents fall in the age group of 18 to 25 years, 18 % are

in the age group of above 40 years while the major portion (66%) fall in the age group of 25

to 40 years.

5.2 DEPARTMENT OF THE RESPONDENTS :

S.NO. DEPARTMENT NO. OF PERCENTAGE

RESPONDENTS (%)
1. PIPING 38 76
2. MECHANICAL 2 4
3. ELECTRICAL 2 4
5. STRUCTURE 8 16
TOTAL 50 100

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 80

70

60

50

40 NO. OF RESPONDENTS
PERCENTAGE (%)
30

20

10

0
PIPING MECHANICAL ELECTRICAL STRUCTURE

INTERPRETATION :

The above table shows that 76% respondents are from piping department, 2 % are from

mechanical and electrical and 16% are from structure group.

5.3 NUMBER OF YEARS THE RESPONDENT IS ASSOCIATED WITH

THE ORGANIZATION :

S.NO. NO. OF YEARS NO. OF PERCENTAGE

OF RESPONDENTS (%)

ASSOCIATION
1. 0-3 12 24

2. 3-10 33 66

3. More than 10 5 10

TOTAL 50 100

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 0-3
3-10
More than 10

INTERPRETATION :

The above table shows that 24% respondents are in the organisation for 0 to 3 years, 66 %

have been associated for 3-10 years and 10% are working for more than 10 years.

5.4 WORKING CONDITIONS IN PLE ARE FREINDLY AND WARM

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 0 0
2. Disagree 5 10
2. Agree 38 76
3. Strongly Agree 7 14
TOTAL 50 100

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 Strongly Agree

Agree

NO. OF RESPONDENTS
PERCENTAGE (%)
Disagree

Strongly Disagree

0 10 20 30 40 50 60 70 80

INTERPRETATION :

The above table shows that 90% of respondents believe that working conditions in PLE are

warm and friendly, while a small segment is against this opinion.

5.5 EMPLOYEE MOTIVATION WITH REGARDS TO INVOLVEMENT

IN BUSINESS DECISIONS AND ACQUISITION OF NEW PROJECTS :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 13 26
2. Disagree 30 60
2. Agree 7 14
3. Strongly Agree 0 0
TOTAL 50 100

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 60
50
40
30
20 NO. OF RESPONDENTS
10 PERCENTAGE (%)

ee
e

e
re

re

re

gr
ag

ag

Ag

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is

s
Di

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ng
ro
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St
ro
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INTERPRETATION :

The above data shows that 86% of employees are of the opinion that they are not involved in

business decisions and acquisition of new Project.

5.6 MOTIVATION REGARDING AUTHORITY AND DECISION

MAKING POWER GIVEN TO EMPLOYEE

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)

1. Strongly Disagree 3 6

2. Disagree 15 30

2. Agree 25 50

3. Strongly Agree 7 14
TOTAL 50 100

Page 35 of 50
 DECISION MAKING POWER

Strongly Agree; 14.00% Strongly Disagree; 6.00%

Disagree; 30.00%

Agree; 50.00%

INTERPRETATION :

The above data shows that 64% of employees believe that they are equiped with adequate

authority and decision making power to execute their jobs.

5.7 THE WORKING HOURS ARE ADEQUATE TO HELP EMPLOYEE

MAINTAIN WORK-LIFE BALANCE :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 0 0
2. Disagree 8 16
2. Agree 30 60
3. Strongly Agree 12 24
TOTAL 50 100

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 60
50
40
30
20 NO. OF RESPONDENTS
10 PERCENTAGE (%)
0
e

ee
e
re

re

re

gr
ag

ag

Ag

yA
is

s
Di
yD

l
ng
ro
l
ng

St
ro
St

INTERPRETATION :

The above data shows that 84% of employees feel motivated with the working hours of PLE

which helps them to maintain work-life balance.

5.8 EMPLOYEE SATISFACTION WITH COMPANY’S

ADMINISTRATION IN TERMS OF EMPLOYEE CARE :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 0 0
2. Disagree 3 6
2. Agree 33 66
3. Strongly Agree 14 28
TOTAL 50 100

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 Chart Title
Strongly Disagree Disagree Agree Strongly Agree

28.00%
6.00%

66.00%

INTERPRETATION :

A majority of work force is satisfied with the administration of PL Engineering in terms of

Employee care.

5.9 EMPLOYEE MOTIVATION REGARDING JOB ROTATION IN THE

COMPANY :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 6 12
2. Disagree 8 16
2. Agree 26 52
3. Strongly Agree 10 20
TOTAL 50 100

Page 38 of 50
 Strongly Agree

Agree
NO. OF RESPONDENTS
PERCENTAGE (%)
Disagree

Strongly Disagree

0 10 20 30 40 50 60

INTERPRETATION :

The above data shows that 72% of employees are satisfied with the job rotational policy of

the organisation.

5.10 MOTIVATION AMONG EMPLOYEE OF PLE REGARDING R&R

PROGRAMME :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 0 0
2. Disagree 9 18
2. Agree 26 52
3. Strongly Agree 15 30
TOTAL 50 100

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 Strongly Disagree
Disagree
Agree
Strongly Agree

INTERPRETATION :

The above data shows that 82% of employees feel motivated with the R&R award held each

quarter by PLE management.

5.11 EMPLOYEE SATISFACTION RELATED TO JOB SECURITY IN

PLE :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 15 30
2. Disagree 20 40
2. Agree 15 30
3. Strongly Agree 0 0
TOTAL 50 100

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 Strongly Agree

Agree
NO. OF RESPONDENTS
PERCENTAGE (%)
Disagree

Strongly Disagree

0 5 10 15 20 25 30 35 40

INTERPRETATION :

A large portion (70%) do not feel job security in the organisation which leads to de-

motivation.

5.12 EMPLOYEE MOTIVATION WITH REGARDS TO TRAINING AND

DEVELOPMENT IN PLE :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 0 0
2. Disagree 8 16
2. Agree 20 40
3. Strongly Agree 22 44
TOTAL 50 100

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 Strongly Disagree
Disagree
Agree
Strongly Agree

INTERPRETATION :

The above data shows that 84% of employees are satisfied with the training and development

programmes that are conducted in PLE.

5.13 EMPLOYEE MOTIVATION WITH PERFORMANCE APPRAISAL

SYSTEM IN PLE :

TYPE OF NO. OF PERCENTAGE

S.NO.
RESPONSE RESPONDENTS (%)
1. Strongly Disagree 11 22
2. Disagree 15 30
2. Agree 24 48
3. Strongly Agree 0 0
TOTAL 50 100

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 Strongly Disagree
Disagree
Agree
Strongly Agree

INTERPRETATION :

Around 48% of employees are satisfied with the performance appraisal system while 52% are

not satisfied with the ongoing appraisal system of PL Engineering.

5.14 TABLE SHOWING THE FACTORS THAT MOTIVATE

EMPLOYEES THE MOST IN PLE :

NO. OF PERCENTAGE
S.NO. TYPE OF RESPONSE
RESPONDENTS (%)
1. SALARY HIKE 20 40
2. VERTICAL GROWTH 6 12
2. LEAVE 4 8
MOTIVATIONAL
3. 8 16
SEMINARS
5. RECOGNITION 12 24
TOTAL 50 100

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 SALARY HIKE
VERTICAL
LEAVE
MOTIVATIONAL SEMINARS
RECOGNITION

INTERPRETATION :

The majority of the employees are motivated by the Salary Hike drive, second motivational

drive among employees is the sense of recognition in the organisation (24%)

6. SUMMARY

Under this project entitled as "A study of various motivational factors and their impact on

employees of PL Engineering”, an extensive was carried out to study various

motivational factors which play a vital role in employee motivation of the organization

under study. The research study examined types and levels of employee motivational

programmes and also discussed management ideas that can be utilized to raise the

employee motivation level. It helps to provide insights to support future research

regarding strategic guidance for organizations that are both providing and using

reward/recognition programs. A descriptive research involving quantitative studies was

carried out which included surveys using questionnaires and statistical analysis and

inferences were drawn from the study and results could be used to formulate future

corporate strategies.

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 7. FINDINGS
 The study found that about 90% of employees are satisfied with the working
conditions of PL Engineering.
 A very low percentage (14%) are of the view that the company regularly

communicates with its employees the business decisions and acquisition of new

projects.
 Around 64% employees are satisfied with the fact that they are equiped with adequate
authority and responsibility to furnish their jobs.
 74% of the employees of PLE are satisfied with the working hours of the

organisation.
 A majority of employees (94%) are satisfied or highly satisfied with the company’s
administration in terms of employee care.
 Around 72% of employees agree that the job rotational policy of the organisation is

good for the employees.

 82% of employees are motivated with the « Rewards & Recognition » ceremony held
every quarter in the company.
 A low percentage (30%) of employees believe that there is job security in PLE.
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 A large percentage (84%) feel motivated with the training and development provided

to the employees of PL Engineering.

 48% of the employees are satisfied with the performance appraisal system in the
organisation.
 « Salary Hike » was regarded as the biggest motivational factors by 40% employees

of PLE.

8. SUGGESTIONS AND RECOMMENDATIONS

The Employees of PL Engineering are generally highly motivated. Still there is a

further scope of improvement in the motivational levels of its employees so as to

increase the efficiency and satisfaction at work. Suggestions from the findings from

the study are:

 A mojority of the employees are of the view that the performance appraisal

activities are helpful to get motivated, so the organization should devise

methods to make the performance appraisal system more effective and

transparent.
 « Rewards & Recognition » held every quarter of the year also help boost the

employees’ moral, thus this activity should be more encouraged and should

become more competitive.

 Employees feel highly motivated if they are more involved in decision making

activities with top management, thus every effort must be made to improve the

communication between the employees and management.

 More and more training & development programmes should be introduced for

individual growth of employees of PL Engineering.

 Salary hike is one of the biggest motivational factors ; thus management must

always ensure that proper remuneration as per the market standards should be

maintained so as to avoid attrition.

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 9. LIMITATIONS OF THE STUDY :
 Since the data was collected through questionnaire, the response from the respondents

may not be accurate.

 Since the organisation gets from its employees « Non-Disclosure Agreement » signed,

such strict control policy also acts as a barrier in getting data.

 The sample taken for the study was only 50 and the results drawn may not be accurate.

10. CONCLUSION :
The study concludes that the motivational programme in PL Engineering Ltd is found

effective but not highly effective. The study was conducted among 50 employees and

collected information through structured questionnaire.

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Employees are found to be motivated and they are happy with the company’s administration,

reward and recognition system, working hours and freedom to work. The main areas of

improvement of organisation in order to raise the motivational level of its employees are

providing more job security and encouraging training and development programmes. The

appraisal system need to be more transparent employees should be provided proper

renumeration.

11. SCOPE FOR FUTURE RESEARCH :

The present study focused on the various motivational factors and their impact on the

employees of PL Engineering. This, in turn, helps the management to formulate suitable

policy to enhance the motivational level of the employees. The future research could be an in-

depth analysis to know to what extent these factors motivate the employees. Various

extensive statistical tools may be used to establish correlation between motivational factors

and their impact on employee’s performance.

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 11. BIBLIOGRAPHY:
 www.plengineering.co.in

 Text Book of IMT CDL on Management Process And Organisation.

 www.humanresources.about.com

 www.businessballs.com

 www.hrnutshell.com

 www.markedbyteachers.com

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