A Study on Employee Motivation at J.V.M Textiles Pvt. Ltd.

Perur, Karur District

S. Manju Bharathi
Assistant Professor in Management Studies, Bishop Heber College, Trichy
*Corresponding Author E-mail: manjubharathi92@gmail.com

ABSTRACT:
The fabric industry is one of the most vibrant and sought out industry in India as it caters for both domestic and
international markets at massive production levels next to that of China. Indian fabrics are sought out after
around the world for their unique quality and designs from traditional to modern clothing. The fabric of the
fabric industry lies in its diverse and densely populated workforce that drives production round the clock year
over year for centuries unmemorable. Motivated employees are needed in our rapidly changing workplaces.
Motivated employees help organizations survive. Motivated employees are more productive. To be effective,
managers need to understand what motivates employees within the context of the roles they perform. This study
analyses the level of employee motivation at JVM Textiles located in the Karur district of Tamil Nadu- India.

KEY WORDS: Employee Motivation, Indian Fabric Industry, Textile Industry.

INTRODUCTION:

Human Resource Management is a management function that helps organizations to recruit, select, train, and
develop members in an organization. Only human resource management is obviously one function which is
concerned with people’s dimension in organization.

All major activities in the working life of an employee, that is from the time of employee’s entry into the
organization to the time employees leaves the organization all the activities come under the purview of human
resource management. The activities are human resource management are human resource planning, job
analysis, job design, recruitment, selection, orientation and placement, training and development, performance
appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare,
safety and health, industrial relations.

A manager gets results through other people. His effectiveness depends, to a large extent, on the willingness of
his employees to do the assigned tasks with interest and enthusiasm. Motivation is the work a manager performs
to inspire and encourage people to take required action. According to Scott, “Motivation is a process of
stimulating people to action to accomplish desired goals.” Motivation is a process which starts with a
psychological or physiological need that initiates behavior that is aimed at achieving the goal.

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

METHODS OF MOTIVATION:
There are as many different methods of motivating employees today as there are companies operating in the
global business environment. Still, some strategies are prevalent across all organizations striving to improve
employee motivation. The best employee motivation efforts will focus on what the employees deem to be
important. It may be that employees within the same department of the same organization will have different
motivators. Many organizations today find that flexibility in job design and reward systems has resulted in
employees' increased longevity with the company, improved productivity, and better morale.

Empowerment:
Giving employees more responsibility and decision-making authority increases their realm of control over the
tasks for which they are held responsible and better equips them to carry out those tasks. As a result, feelings of
frustration arising from being held accountable for something one does not have the resources to carry out are
diminished. Energy is diverted from self-preservation to improved task accomplishment.

Quality of Life:
The number of hours worked each week by American workers is on the rise, and many families have two adults
working those increased hours. Under these circumstances, many workers are left wondering how to meet the
demands of their lives beyond the workplace. Often, this concern occurs while at work and may reduce an
employee's productivity and morale.

Monetary Incentive:
For all the championing of alternative motivators, money still occupies a major place in the mix of motivators.
The sharing of a company's profits gives incentive to employees to produce a quality product, perform a quality
service, or improve the quality of a process within the company. What benefits the company directly benefits the
employee. Monetary and other rewards are being given to employees for generating cost-savings or process-
improving ideas, to boost productivity and reduce absenteeism.

Other Incentives:
Study after study has found that the most effective motivators of workers are nonmonetary. Monetary systems
are insufficient motivators, in part because expectations often exceed results and because disparity between
salaried individuals may divide rather than unite employees. Proven nonmonetary positive motivators foster
team spirit and include recognition, responsibility, and advancement.

COMPANY PROFILE:
J.V.M Textile has a network of Printing, Weaving and stitching units under own setup. It is located in Perur of
Karur district in Tamil Nadu- India. Furthermore J.V.M Textiles has a team of highly professional
management and technical staff with standardized working system. J.V.M Textiles are in a continuous process
of expansion, enhancement and incorporating the latest technological innovations in order to ensure that
customers are served in the best way possible in quality home textiles.

Most importantly of all these, J.V.M textiles is proud of its driving force by dynamic, well qualified and highly
skilled management having deep knowledge in all aspects of textile exports business. Established in 2010 as a
fabric trading business house, J.V.M Textile soon became one of the Successful Business Leaders. J.V.M
Textile Group, has a Good annual turnover every year. In a short time frame, the company has transformed itself
from a supplier of basic bedding products to a India renowned supplier of Home Textile Products to top tier
retailers and brands across Singapore.

The success behind quick production and Fast delivery is their composite unit. J.V.M Textiles, having
production units of Weaving, Dyeing, Printing and Stitching and is capable of producing multi orders, fast and
good quality products according to requirements. J.V.M textile’s stringent commitment to Global standards of
Quality has seen them grow phenomenally over the last decade, to create a niche of their own, in the highly
competitive world markets. Utmost care is taken to maintain Quality standards across all stages of production.
This is made possible due to the state-of–the–art production facility.

STATEMENT OF THE PROBLEM:

J.V.M Textiles Company is very keen to find out the present degree of motivation among employees resulting
from the existing practices adopted in motivating the employees. This will help to suggest relevant motivational
techniques which will increase the motivational level and performance. Hence, this project is undertaken to
know the present motivational level of the employees at J.V.M Textiles Company, an assessment of the
motivational techniques and to suggest suitable measures to further enhance the same.

NEED OF THE STUDY:

• To help the organization to reach its goal
• To employ the skills ability of the workforce efficiently
• To increase the fullest employees job satisfaction and actualization
• To be ethically and socially responsive need for safety

OBJECTIVES OF THE STUDY:

• To study the level of employees’ motivation in J.V.M Textiles company Pvt. Ltd., Perur, Karur Dt
• To find out the employee’s current motivation position in the organization.
• To analyze the employees’ motivation in various factors.
RESEARCH METHODOLOGY:
• Data was collected via primary data. i.e Questionnaire
• Questionnaires were issued to some 50 employees at JVM Textiles Company
• The duration of the study spanned 3 months from January 2017 to March 2017
• Questionnaire had demographic variables amongst employees’ motivation in predetermined five dimensions
mostly measured in linkert scale
• The tool used for analysis was Percentile Analysis

LIMITATIONS OF STUDY:
• Time factor was the major constraint because the researcher could not collect more data in a short period
• Respondent were reluctant to give unbiased opinion fearing the management
• The researcher had difficulty to get complete information with respect to some employees

LITERARTURE REVIEW:
Maslow’s Hierarchy of Needs Theory:
Maslow (1943) stated that people are motivated to achieve certain needs. When one need is fulfilled a person
seeks to fulfill the next one, and so on. The earliest and most widespread version of Maslow's (1943,
1954) hierarchy of needs includes five motivational needs, often depicted as hierarchical levels- as depicted
below:

Diagram 1
Maslow’s Theory states that the deficiencies of basic needs are said to motivate people when they are unmet.
Also, the need to fulfill such needs will become stronger the longer the duration they are denied.

One must satisfy lower level basic needs before progressing on to meet higher level growth needs. Once these
needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization.

Basic needs include food, water, medicine and shelter. Once a person attains basic needs, they try to protect it,
thus require safety and security needs after which they require bonding and ties and elevate to a higher point to
get social recognition on attainment which they realize their true selves- self actualization.

Maslow hierarchy of needs theory is accepted with criticisms that the most significant limitation of Maslow's
theory concerns his methodology. Maslow formulated the characteristics of self-actualized individuals from
undertaking a qualitative method called biographical analysis. Another criticism concerns Maslow's assumption
that the lower needs must be satisfied before a person can achieve their potential and self-actualize.

Hence; for critics’ sake, other Psychological factors that affect a buyer’s purchasing process include:

Motivation:
Motivation is the driving force that causes the flux from desire to will in life. There are many theories on
motivation including Maslow’s theory. Other theories include; Rational motivations , Intrinsic and extrinsic
motivation, Push and pull, Self-control, Drives, Incentive theory, Escape-seeking, dichotomy model, Drive-
reduction theory, Cognitive dissonance, Herzberg's two-factor theory, Alderfer's ERG theory, Self-
determination theory, Temporal motivation theory, Achievement motivation, Cognitive theories, Goal-setting
theory, Conscious motivation, Unconscious motivation , Thematic Apperception Test , Intrinsic motivation,

Perception:
Perception is a manner in which an individual understands something/anything. Perception can be shaped by
many other factors such as education, peers, family, society, media, etc. Perceptions are molded in different
ways for different individuals. Perception is deterred by three key factors; Selective Attention, Selective
Distortion and Selective Retention.

Learning:
Learning comes through experience. An individual comes to know about a product and service after they use the
same. An individual who is satisfied with a particular product/service will show a strong inclination towards
buying the same product again. Yet again, an individual may learn the experience from another direct user of the
product as well.

Beliefs and Attitude:

Beliefs and attitude play an essential role in influencing the buying decision of consumers. Individuals create a
certain image of every product or service available in the market. Every brand has an image attached to it, also
called its ‘brand image’. Consumers purchase products/services based on their opinions which they form
towards a particular product or service. A product might be actually superior, but if the consumer feels it is
insignificant, they would never buy it.

FINDINGS:
Based on Socio-demographic characteristics:
• 54.0% of the respondents are in the age of 25 to 35 years.
• 78.0% of the respondents are Female.
• 52.0% of the respondents have Four members.
• 56.0% of the respondents are married.
• 90.0% of the respondents are SSLC Qualified.
• 72.0 % of the respondents are getting their wages on weekly basis.
• 84.0 % of the respondents have their experience Less than 2 Years.

Based on Dimension of employee motivation:

• 64.0% of the respondents feels somewhat motivated in their Current Job.
• 66.0% of the respondents Strongly Agree that Management Shows interest for them to get Motivated.
• 50.0% of the respondents Agree that Management gives importance to the personal aspects of employees
for them to get motivated.
• 38.0% of the respondents Agree that achieving task and recognition by management influence them to get
motivated.
• 58.0% of the respondents Strongly Agree that Appreciation for the Work done made them to feel
Motivated.
• 48.0%of the respondents Strongly Agree that Increase in employee morale helps them to get motivated.
• 50.0% of the respondents Agree that they are satisfied with the Salary.
• 44.0% of the respondents strongly agree that they are satisfied with present salary and wages paid.
• 42.0% of the respondents Agree that management revise salary periodically.
• 66.0% of the respondents strongly agree that Present Job provides them Satisfaction.
• 44.0% of the respondents Agree that Career development opportunities provided made them to get
Motivated
• 46.0% of the respondents Agree that they feel Secured regarding their Job.
• 62.0% of the respondents Strongly Agree that they are satisfied with the support from the Management.
• 66.0% of the respondents Strongly Agree that they have and maintain cordial relationship with their co-
workers and able to seek Support from the co-workers is helpful for them to get Motivated.
• 46.0% of the respondents Strongly Agree that they are recognized and respected for my experience, age and
Qualification.

Distribution of the Respondents Based On Job Motivation:

Table 1. Source: Author’s Compilation
S.NO JOB NO. OF PERCENTAGE
MOTIVATED RESPONDENTS
• VERY 18 36.0
MOTIVATED
• SOME WHAT 32 64.0
MOTIVATED
Total 50 100.0

Chart Depicting Distribution Of Respondents Based On Satisfaction With The Present Salary / Wages
Diagram 2 Source: Author’s Compilation

SUGGESTIONS:
A man could be involved in his job more comfortably when he is satisfied with the organization. A whole-
hearted person will help the company to achieve its goals. A few suggestions based on the study have been
prepared to make the employees even more comfortable, happy and therefore more productive. To employ
employee satisfaction, JVM Textiles Company could:
• Recognize Employees: By way of Spot Awards, Annual Achievement awards, outstanding performance
award, Best Employee award etc.
• Communicate clear goals and expectations to your employees – The majority of employees want to be a
part of a compelling future, want to know what is most important at work and what excellence looks like.
 • Encourages open communication -You can get insight into what things are important to the employee by
using surveys, suggestion boxes and team meetings. Be open-minded and encourage them to express their
ideas and perspectives without criticism.
• Trust - Employees need to trust each other as well as their leadership.
• Build engagement – Show that you’re genuinely concerned about employees’ opinions and use social
media as a communications tool to build engagement.
• Encourages innovation -Engaged employees are innovative. They’re always looking for a better way.
• Create a strong team environment - Strong employee engagement is dependent on how well employees
get along, interact with each other and participate in a team environment.
• Provide constant feedback on the positives -When people know what they’re doing well, they’ll keep
doing it – or, even better, do more of it.
• Give immediate feedback – Feedback is two way communications. It is the opportunity to share opinions
and find solutions.
• Support employees in their work and growth –The Company can support employee growth by providing
education and learning opportunities, cross training, coaching, and any other interactions that support
employees’ personal development.
• Incentives – Incentives that should be matched to accountability and results.

CONCLUSION:
This study is an attempt to gain insight into the employee motivation in their job. The employees of J.V.M
Textiles company Private Limited, Karur are exerting a great effort to perform because the present motivational
techniques adopted by the company are proving to be in the desired direction. A satisfied employee will
contribute more to the organization when compared to an unsatisfied employee.

To achieve motivate work force may take some time. But managers have many tools to help them to give
motivation for employees. Employees are more motivated when they believe they are responsible for identifying
and satisfying the needs of the customers, and when they believe the organization has the best interests of its
customers in mind. Once the employee satisfaction is achieved, managers will find comfort knowing employee
motivation is close at hand. Both satisfaction and motivation have direct effects on employee behavior.

When employees are motivated full heartedly, it will increase the performance as well as morale of employees
in the organization. Suggestions were made to further improve the satisfaction and motivation level of the
employees at J.V.M Textiles Company Private Limited, Karur.

REFERENCES:
1. Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-96.
2. Mike W. Peng (2006) Global Strategy. International Student Edition. Thomson South-Western
3. Philip Kotler, Marketing Management: Analysis, Planning, and Control, Prentice-Hall, 1967. (Subsequent editions 1971, 1976, 1980,
1984, 1988, 1991, 1994, 1997, 2000, 2003, 2006, 2009). Kevin Lane Keller Joined as co-author in 2006.
4. Ricky W. Griffin & Michael W. Putsay (2010) International Business. 6th edition. New Jersey. Pearson

Received on 23.06.2017 Modified on 02.08.2017

Accepted on 18.08.2017 © A&V Publications all right reserved
Asian J. Management; 2017; 8(4):1216-1220.
DOI: 10.5958/2321-5763.2017.00184.6