A STUDY ON IMPACT OF MOTIVATION PRACTICE EFFECTING

EMPLOYEE PERFOMANCE IN THE FURNITURE INDUSTRY WITH

THE SPECIAL REFERENCE TO POOKKOTTUMPADAM AREA

PROJECT REPORT
Submitted to the University of Calicut in partial fulfillment of the requirements
for the award of Degree in Master of Commerce

By

ABDUL BASITH K

Reg. No: (JNAUBBAR03)

UNDER THE GUIDANCE OF

Mrs.ANEESHA V.P

Assistant professor

PG Department of Commerce & Management Studies

JAMIA NADWIYYA ARTS AND SCIENCE COLLEGE

(Recognized by government of Kerala & affiliated to university of Calicut)

Salah Nagar, Edavanna 676541

MARCH 2023
 DECLARATION

I, ABDUL BASITH K BBA student in Jamia Nadwiyya Arts and Science

college Edavanna, hereby declare that the project report entitled “A STUDY IMPACT OF
MOTIVATION PRACTICE EFFECTING EMPLOYEE PERFOMANCE IN THE
FURNITURE INDUSTRY WITH THE SPECIAL REFERENCE TO
POOKKOTTUMPADAM AREA” is a record of bonfire research carried out by me for the
purpose of submitting to the university of Calicut in partial fulfillment of the requirement for
the award of Master of commerce degree.
I also declare that this is an original work done by me and this has not been
submitted by me fully or partially for the award of any degree or title of recognition anywhere
else earlier. The work has carried under the supervision and guidance of Mrs.ANEESHA V.P,
Assistant professor, PG Department of commerce and management studies JNASC
Edavanna.

DATE ABDUL BASITH K

PLACE JNAUBBAR03
 PG DEPARTMENT OF COMMERCE &

JAMIA NADWIYYA ARTS AND SCIENCE COLLEGE

(Recognized by government of Kerala & affiliated to university of Calicut)

Salah Nagar, Edavanna 676541

CERTIFICATE

This is to certify that the project report entitled “A STUDY ON IMPACT OF

MOTIVATION PRACTICE EFFECTING EMPLOYEE PERFOMANCE IN THE
FURNITURE INDUSTRY WITH THE SPECIAL REFERENCE TO
POOKKOTTUMPADAM AREA” has been prepared by Mr. ABDUL BASITH K under
my guidance and supervision. The work has been satisfactory and recommended for
consideration towards the award of Bachelor of Commerce degree of University of Calicut.

PLACE: Mrs.ANEESHA V.P

DATE Assistant professor in

Department of commerce & management studies
 PG DEPARTMENT OF COMMERCE JAMIA NADWIYYA ARTS
AND SCIENCE COLLEGE
(Recognized by government of Kerala &affiliated to university of Calicut)

Salah Nagar, Edavanna 676541

CERTIFICATE
This is to certify that Mr.ABDUL BASITH K is a bonafide student of the
Department of Commerce, Jamia nadwiyya arts and science college, Edavanna. The project
report entitled “A STUDY ON IMPACT OF MOTIVATION PRACTICE EFFECTING
EMPLOYEE PERFOMANCE IN THE FURNITURE INDUSTRY WITH THE
SPECIAL REFERENCE TO POOKKOTTUMPADAM AREA “ has been prepared by his
under the guidance and supervision of Assistant professor of Mrs.ANEESHA V.P, PG
Department of commerce, JNASC, Edavanna, in a partial fulfillment of the requirement for
award of Master of commerce degree. She is allowed to submit this project to the University
of Calicut for evaluation.

PLACE Mrs.ANEESHA V.P

DATE Head of Department of commerce
JNASC. Edavanna
 AKNOWLEDGMENT

No words are enough to thanks almighty ALLAH, still thank the supreme
for the blessing me to accomplish this endeavor.

I am greatly obliged to Dr.SEEDIKKOYA, Principal, Jamia Nadwiyya Arts and Science

College, Edavanna.

I am greatly obliged to Mrs.ANEESHA V.P, HOD of Department of

Commerce s, JNASC Edavanna.

I proudly utilize this privilege to express my thanks and sincere gratitude to

my inspiring guide Mrs.ANEESHA V.P, Assistant professor PG Department of Commerce,
JNASC, Edavanna for her kind supervision and valuable guidance and constant encouragement
in bringing out this report in time with a deep sense of involvement and confident.

I am also indebted to all the other faculty members of the Commerce

Department for their sincere cooperation and assistance.

I express my sincere thanks to the samples of my study for spending valuable

with me and, also thanks to all members of Pookkottumpadam area for the required data given
to me.

Besides, I would like to shower my sincere gratitude to the respondents for

spending their valuable time to cooperate with my project work. I am also thankful to my
beloved parents and friends for their sincere assistance and encouragement during my project
work.

ABDUL BASITH K
 LIST OF CONTENTS

CHAPTER PAGE NO
NO TITLE

1
CHAPTER 1 1.1 INTRODUCTION
2-3
COMPANY PROFILE
4
1.2 SIGNIFICANCE OF THE STUDY
4
1.3 STATEMENT OF THE PROBLEM
5
1.4 OBJECTIVES OF THE STUDY
5
1.5 SCOPE OF THE STUDY
6
1.6 RESEARCH METHODOLOGY
6
1.6.1 RESEARCH DESIGN
6
1.6.2 Descriptive analysis
6
1.6.3 SAMPLING DESIGN
6
1.6.4 SAMPLE SIZE
6

1.6.5 SOURCES OF DATA

7
1.6.6 PRIMARY DATA
7
1.6.7 SECONDARY DATA
 7

1.6.8 TOOLS FOR DATA COLLECTION

7
1.6.9 DATA ANALYSIS TOOLS
7
1.6.10 TOOLS FOR DATA PRESENTATION
7
1.6.11 PERIOD OF THE STUDY
8
1.6.12 CHAPTERIZATION
8
1.7 LIMITATION OF THE STUDY
9-13
CHAPTER 2 REVIEW OF LITERATURE
14-21
CHAPTER 3 THEORETICAL FRAME WORK
22-44
CHAPTER 4 DATA ANALYSIS AND INTERPRETATION
44-47
CHAPTER 5 FINDING,SUGGESTION,CONCLUSION
48
BIBLIOGRAPHY
49-51
APPENDIX
 LIST OF TABLE

TABLE NO TITLE PAGE NO

4.1 22
GENDER WISE CLASSIFICATION
4.2 23
AGE WISE CLASSIFICATION
4.3 24
EDUCATION WISE CLASSIFICATION
4.4 25
OCCUPATION WISE CLASSIFICATION
4.5 26
CLASSIFICATION ON THE BASIS OF YEARS SERVED
4.6 27
CLASSIFICATION ON THE BASIS OF INCOME
4.7 28
TECHNOLOGY USE IMPROVES PRODUCTON
4.8 29
MOTIVATIONS FROM THE COMPANY
4.9 30
CLASSIFICATION ON THE BASIS OF PREFERED MOTIVATION
4.10 31
INTRINSIC MOTIVES WISE CLASSIFICATION
4.11 32
TYPES OF EXPECTED REWARD FROM THE COMPANY
4.12 33
CLASSIFICATION ON THE BASIS OF MOTIVATONAL EFFICIENCY
4.13 34
FACTORS MOTIVATING TO IMPROVE PERFORMANCE
4.14 35
CLASSIFICATION ON THE BASIS OF MONETORY REWARDS
4.15 36
CLASSIFICATION ON THE BASIS OF NON MONETORY REWARDS
4.16 37
SUPPORT FROM HR DEPARTMENT
4.17 38
CLASSIFICATION ON THE BASIS OF JOB SECURITY
4.18 39
ENCOURAGED TO LEARN FROM THEIR MISTAKES
4.19 40
OPINION ON AVAILABILTY OF EFFECTIVE PERFORMANCE
APPRAISAL SYSTEM AND CARRER ADVANCEMENT
4.20 41
CLASSIFICATION ON THE BASIS OF APPRAISAL SYSTEM
4.21 42
CLASSIFICATION ON THE BASIS OF EMPLOYEE PARTICIPATION
IN DECION MAKING
4.22 43
SATISFACTION LEVEL OF MOTIVATION PROVIDED BY THE
COMPANY
4.23 44
OPINION ABOUT THE PRESTIGE OF THE COMPANY IS GOOD
OUTSIDE
 LIST OF FIGURES

FIGURE NO TITLE PAGE NO

4.1 22
GENDER WISE CLASSIFICATION
4.2 23
AGE WISE CLASSIFICATION
4.3 24
EDUCATION WISE CLASSIFICATION
4.4 25
OCCUPATION WISE CLASSIFICATION
4.5 26
CLASSIFICATION ON THE BASIS OF YEARS SERVED
4.6 27
CLASSIFICATION ON THE BASIS OF INCOME
4.7 28
TECHNOLOGY USE IMPROVES PRODUCTON
4.8 29
MOTIVATIONS FROM THE COMPANY
4.9 30
CLASSIFICATION ON THE BASIS OF PREFERED MOTIVATION
4.10 31
INTRINSIC MOTIVES WISE CLASSIFICATION
4.11 32
TYPES OF EXPECTED REWARD FROM THE COMPANY
4.12 33
CLASSIFICATION ON THE BASIS OF MOTIVATONAL EFFICIENCY
4.13 34
FACTORS MOTIVATING TO IMPROVE PERFORMANCE
4.14 35
CLASSIFICATION ON THE BASIS OF MONETORY REWARDS
4.15 36
CLASSIFICATION ON THE BASIS OF NON MONETORY REWARDS
4.16 37
SUPPORT FROM HR DEPARTMENT
4.17 38
CLASSIFICATION ON THE BASIS OF JOB SECURITY
4.18 39
ENCOURAGED TO LEARN FROM THEIR MISTAKES
4.19 40
OPINION ON AVAILABILTY OF EFFECTIVE PERFORMANCE
APPRAISAL SYSTEM AND CARRER ADVANCEMENT
4.20 41
CLASSIFICATION ON THE BASIS OF APPRAISAL SYSTEM
4.21 42
CLASSIFICATION ON THE BASIS OF EMPLOYEE PARTICIPATION
IN DECION MAKING
4.22 43
SATISFACTION LEVEL OF MOTIVATION PROVIDED BY THE
COMPANY
4.23 44
OPINION ABOUT THE PRESTIGE OF THE COMPANY IS GOOD
OUTSIDE
 CHAPTER 1
INTRODUCTION

1
1.1 INTRODUCTION

Employees are the heart of any organization. For any organization to operate
smoothly and without any interruption, employee cooperation cannot be replaced
with anything else. It is of utmost importance that the employees of an
organization not only have a good relationship with the top management, but also,
they maintain a healthy and professional relationship with their coworkers. The
following study is a self-conducted research on how motivational tools impact the
performance of employee for betterment. The study also focused on demotivation
factors affecting employee performance negatively. A sample of individuals was
selected and was interviewed with a self-administrated questionnaire to obtain
primary data. The data was analyzed using descriptive statistical analysis methods.
The results obtained indicate that if employees are positively motivated, it
improves both their effectiveness and efficiency drastically for achieving
organizational goals.

What makes the employees of any organization “go the extra mile” to provide
excellent service? The answer to this question lies in this self-conducted research
paper. Motivation is a combination of factors that operate within each and requires
a combination of approaches. In general sense, motivation can be referred as a
combination of motive and action. Vroom (1964) has suggested that performance
can be thought of a multiplicative function of motivation and ability. The major
determinant is his motivation level. "G. Jones and J. George from the book
"Contemporary Management." Steers et al. (2004), asserted that employee
motivation plays a vital role in the management field; both theoretically and
practically.

It is said that one of the important functions of human resource manager is to

ensure job commitment at the workplace, which can only be achieved through
motivation (Petcharak, 2002) There is general agreement that people are
opportunities for career and knowledge growth. Heneman and Schwab have
stated, "A central concern of industrial relations is the identification and
measurement of factors associated with individual differences in employee job
performance.”

2
1.2 STATEMENT OF THE PROBLEM

In the modern competitive world, business organizations are facing

evergrowing challenges regarding commitment, engagement, belief, recruitment
and retention of their employees. Motivation is about giving your staff the right
mixture of guidance, direction, resources and rewards so that they are inspired
and keen to work in the way that you want them to.

1.3 OBJECTIVES OF THE STUDY

The objective of the study is to explore how different key variables motivate
employee and assist an organization () to rise and ascend as an economic
superpower. The main intentions of this study are:

• To understand the impact of motivational factors effecting employee

performance.
• To investigate the condition of motivation in our furniture industry.
• To analyze the influences and outcomes of motivation on employee
performance
• To explore how motivation has been able to meet employee prospect.
• To identify the factors as well as hindrances are still holding back
employee’s resolution

1.4 SIGNIFICANCE OF THE STUDY

The study is significant because it will help to uncover some of the problems
facing employees in the furniture industry in kottakal. It is also significant since it
will help manager in that sector to adopt proactive strategies to motivate their
employees in other to improve their performance. Again, the study will serve as a
reference point for future researchers.

Why do we need motivated employees? The answer is survival (Smith, 1994).

Motivated employees are needed in our rapidly changing workplaces. As we are
3
still a developing country, for our continuous growth, it is important that our
economy be well governed and we can provide our maximum effort in
workplaces, so we need to know where are we standing right now in case of
employee motivation and what else we need to do to ensure more efficient
performance from our employee. We also need to compare with others to find
out where they are for individual benefits. So, the significance of this study is
undeniable. It is also required to know about employee psychology and
expectations, so that the top management can ensure more and more facilities
for them.

1.5 SCOPE OF THE STUDY

Employee motivation is defined as the level of energy, commitment, persistence
and creativity that a company's workers bring to their jobs. It goes without saying
that higher employee motivation leads to better engagement and productivity.
The scope of the study is confined to an in-depth analysis of the perception of
employees who are working in the industry in pookkottumpadam. This research
was conducted in kottakal district only. 50 employees of were selected for the
study.

4
1.6 RESEARCH METHODOLOGY
A research methodology is systematic plan for conducting research method draw
on variety of both quantitative and qualitative method

1.6.1 RESEARCH DESIGN

The research design refers to overall strategy that you choose to integrate the
different components of the study in logical way ensuring it will address problem.

1.6.2 SAMPLING DESIGN

A sample design is the framework, or road map, that serves as the basis for the
selection of a survey sample and affects many other important aspects of a
survey as well. Random sampling is used here. Random sampling is a part of the
sampling technique in which each sample has an equal probability of being
chosen. A sample chosen randomly is meant to be an unbiased representation of
the total population

1.6.3 DATA COLLECTION TECHNIQUES

1.6.3.1 PRIMARY DATA

Primary data are those collected by the investigator himself for the first-time
primary data is collected through direct interview telephone etc. This research is
conducted with the help of a questionnaire.

1.6.3.2 SECONDARY DATA

Secondary data are second hand data that are collected from already published
data. Data collected from website, book, etc.

1.6.4 TOOLS USED FOR DATA COLLECTION

• Questionnaire

5
1.6.5 TOOLS USED FOR DATA ANALYSIS
• Simple statistical method
• Percentage analysis

1.6.6 TOOLS USED FOR PRESENTATION

• Tables
• Diagrams
• Percentage analysis
1.7 AREA OF STUDY
Pookkottumpadam

1.8 PERIOD OF THE STUDY

A study on impact of motivation practice effecting employee performance in the
furniture industry with the special reference to Pookkottumpadam area, the
duration of study was 21 days.

1.9 LIMITATION OF THE STUDY

1. Study is limited to pookkottumpadam area only
2. Time constraint was the main problem
3. Certain respondents are not ready give necessary information.
4. Lack of reliable respondents.
5. Covid-19 protocols were another limitation.

6
1.10 CHAPTERIZATION

CHAPTER 1 – INTRODUCTION

• Introduction to the cashless economy, statement of the problem,

research methodology (research design, sources of data), objectives of
the study, scope of the study, sample design and limitation of the study.

CHAPTER 2 – REVIEW OF LITERATURE

• In the second study the researcher collects study related with the topic
CHAPTER 3 – INDUSTRIAL PROFILE AND THEORITICAL FRAMEWORK

• This chapter explains about the impact of motivation on employee in the

furniture industry ()
CHAPTER 4 – ANALYSIS AND INTERPRETATION

• This chapter analyses various kind of graphs and tables according to the
questionnaire and research conducted

CHAPTER 5 – SUMMARY,FINDING AND CONCLUSION

• The researchers finding and conclusion are included in this chapter

7
 CHAPTER 2
REVIEW OF LITERATURE

8
REVIEW OF LITERATURE
This chapter presents the literature review on the study. It is concentrated on the
definition of motivation, types of motivation, theories on motivation, and factors
that motivates employees. Also, it discusses performance, intrinsic motivators
and extrinsic motivators, and concludes with the development of a conceptual
framework. It provides an insight of other people's thoughts and opinions on the
effects of motivation on employees and how it affects their performance level

Riggio, A social skills model for understanding the foundations of leader

communication (2014)
According to his study - Any discussion of work behavior there is motivation in the
center because it is believed that it has a direct link and lead to a good work
performance; it is assumed that motivated worker is the productive worker

Vineet, Sinha and Bajaj, Employee Relationship Management: an effective

means to develop Public Sectors (2013)

According to their study - Vineet, Sinha and Bajaj stated that Good and strong
relationships with managers help in creating commitment, confidence and
coworkers in the organization. It's ensures the performance, stability, growth and
advancement of employees for improving an organization's competitive edge.
Also, it reduces organizational conflict, promotes trust and understanding
amongst workers. It offers motivational incentives and aids to employee while
improving the quality of work-life balance and minimizing stress. It's not only
inspires higher levels of performance on the part of the workers of the workforce
but also on the organizational productivity levels as a whole.

Chintallo and Mahade, (2013)

According to their study -Motivation plays the most important role for every
organizations and all organization encounter the matter of motivation whether

9
the sector is private or public. For the any organization to achieve its own
objective and goal motivation is essential
George and Jones, Understanding and Managing Organizational
Behavior (2012)
According to George and Jones work motivation can be defined as self- induced
forces that control and manage the directions and behavioral patterns of the
workforce in an organization by taking account of their levels of commitment and
enthusiasm towards the successful accomplishment of set goals or objectives.

Sandhya and Kumar, Employee retention by motivation (2011)

According to their study - Employee motivation is one of the key factors that can
help the employer to improve organizational performance and employee.
Motivation determines the efficiency and Effectiveness of an organization
performance, and it is a basic part in the process of management and every
manager must motivate his/her workers to create in them the spirit to work

Cole and Kelly, Management Theory and Practice (2011)

According to their study - Cole and Kelly describe performance as a constant
process for improving the performance of employees or individuals by supporting
the actual performance with that desired (and with the strategic goals of the
organization) through a several of means such as appraisal and evaluation both
informally, day-to-day, standard-setting, and formally/systematically through
appraisal interviews and goal-setting.

Salanova and Kirmanen, EMPLOYEE SATISFACTION AND WORK MOTIVATION

(2010)

According to their study - The significance of motivation even led some known
scholars and researchers to build up some motivation theories such as; Abraham
Maslow's Hierarchical, Arrangement of Needs, Hertzberg's Motivational Factors
and Vroom's Expectancy theory. All these scholars tried to explain the complex
and abstract concept of motivation both from outside and from within the
employees themselves.
James and Stoner, EFFECT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL

10
PRODUCTIVITY (2009)

According to James and Stoner definition motivation it is one of the psychological

characteristics of humans that give to an individual's level of commitment
towards objective or goal.

Yang, The Relationship between Reward Management System and Employee

Performance with the Mediating Role of Motivation
(2008)

According to his study Reward management system helps the organizations to

attract, capture, retain and motivate employees with high potential and in return
get high levels of performance. Reward management system consists of both
extrinsic and intrinsic rewards; where former involves financial rewards (salary,
bonus etc.) and the later includes non-financial rewards like recognition, security,
title, promotion, appreciation, praise, decision making involvement, flexible
working hours, work design, social rights etc.

Jennifer and George, Understanding and Managing Organizational Behavior

(2006)
According to their study - Jennifer and George defined motivation as a mental
force that manage the direction of an individual's behavior in an organization, an
individual's level of effort, and level of determination when faced with difficulty.
She also stated that even with good strategies and administrative structures in
organization, an organization can only be productive if its employees are highly
motivated to perform at higher levels

Bruggeman, An Organizational Study and a Study on Employee Motivation

11
(2006)
in his study developed and illustrated a model of the relationship between
strategic alignment, motivation and organizational performance in a BSC context
and find that effective strategic alignment empowers and motivates working
executives. Leaders motivate people to follow a participative design of work in
which they are responsible and get it together, which make them responsible for
their performance.

Williams, The Social Context of Performance Appraisal

(2004)
According to his study - An interest in the task itself driven by individual internally
rather than external forces and reliance on external rewards refers to intrinsic
motivation. Organizations continuously need something to keep their workers
working including salary alone or bonuses etc., but motivation is the very
important factor to keep the workers engage and involve in their work so that
their quality and quantity of work and productivity does not deteriorate.

Rabby, Motivation is response

(2001)
According to his study - The ingredients of motivation lie within all and the
internalized drive toward the dominant thought of the moment (). Motivation
directly links to individual performance that gain to organization performance
and as a catalyzer for all individual employees working for an organization to
enhance their working performance or to complete task in much better way than
they usually do. Organization runs because of people working for it, and each
person contributes toward achieving the ultimate goal of an organization.

Stoke, (1999)
According to him -The Motivation refers to the resolution of achieving a goal,
marked by a goal-directed behavior. When we refer to someone being motivated,
12
we imply that the individual is trying hard to perpetrate a certain task. However,
motivation alone can’t suffice what we require to consummate that task with
utmost efficiency. Ability having the skill and knowledge to perform that task is
also significant in this regard. Sometimes it becomes the determinant of
effectiveness.

Megginson, Personnel and Human Resources Administration (1977)

According to his study - The MARS model is a model that explains individual
behavior as a result of internal and external factors or influences acting 3
together. MARS stands for motivation, abilities, Role perception and situational
factors These factors are highly interrelated in organization. Unless all of the
MSRS model are satisfied, employees' behavior and performance will be affected
and negatively impacted. For example, enthusiastic and employee with high
motivation level who is skilled in running the work (ability), and understand the
job duties (situational factors). So, developing human resources, upgrading their
skills, extending their knowledge and competencies would lead to organizational
development which as a result will enhance a great impact on performance,
Megginson.

13
 CHAPTER 3
INDUSTIAL PROFILE AND THEORETICAL
FRAMEWORK

14
INDIAN FURNITURE INDUSTRY
Indian Furniture Industry is considered as a "non organized" sector, with
handicraft productionaccounts for about 85% of the furniture production in India.
The furniture sector only makes amarginal contribution to the formation of GDP,
representing just a small percentage. In the year 2000, India ranked 48th among
furniture exporters and 49th among importers. This was due to thehigh import
duty applied, and on the other hand, from the low technological level of
Indiancompanies and the local tastes and traditions that influence the style of the
products offered, makingthem difficult to export.

During 2005, data for index of industrial production, asmany as 14 of the 17

industry groups have shownpositive growth as compared to the the previous
years.However, Wood Products; Furniture and Fixtures haveshown a negative
growth of 16.7%. Today in India WoodProducts, Furniture and Fixtures carry a
weight of 27.01% in the total manufacturing sector. This category hashowever
shown a decline in recent some years. Thevisible consumption of furniture in
India is estimated tobe 15 USD per year per inhabitant but this averagehides wide
variation in populations and in cities. Indiahas a favorable outlook to sell furniture
and one expectsthe furniture industry to grow further in the coming years

KERALA FURNITURE INDUSTRY

Nilambur Furniture, one of the trusted Kerala furniture manufacturers, is located in Cochin
since 1998 with years of experience, totaling over 23 years, in the furniture trade. At Nilambur
Furniture, our goal is to provide top-quality customized furniture Kerala and accessories at the
best Kerala furniture price, while at the same time providing a great customer experience. Our
production unit is located in Varapuzha.

Our facilities consist of imported machinery for standard wood processing as well as customer-
made machines. We are one of the best furniture shops in Kerala, furniture store in Kochi and
the reason behind it is that we have the expertise to develop an individual sense of style into
the perfect furniture of our dreams. Styles can also be customized to the size and comfort that
you desire. The best combination of Visualizers, Carpenters, and creative skilled workers here
at our furniture shops in Kochi creates charming and outstanding designs for customers.

A visit to our Flagship furniture shops in Ernakulam can help you decide on the furniture and
interior needs of your upcoming projects, residential or commercial.
15
THEORETICAL FRAME WORK

MOTIVATION
Motivation is such a scheme which is applied to inspire, increase stamina and
work ability by mentally conciliating the employees or workers to their work or
job in an organization. In brief, Motivation is something which inspires one to
work self-intentionally.

Many contemporary authors have defined the concept of motivation. Motivation

has been defined 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 inner
force that drives individuals to accomplish personal and organizational goals.
Glueck said about Motivation as “Motivation is the inner state that energizes
channels and sustains human behavior."

In Encyclopedia of Management “Motivation refers to the degree of readiness of

an organism to pursue some designed goal and implies the determination of the
nature and locus of forces inducing the degree of readiness." Joe Kelly defined
Motivation as "Motivation is a process whereby needs instigate behavior directed
towards the goals that can satisfy those needs."

FEW INTERRELATED TERMS

• MOTIVE:
A motive is an inner state or desire which energizes an individual to move or to
behave towards achievement of goal. Motive arises out of needs of an individual.
When a motive emerges in an individual. It causes restlessness as he wants to
fulfill his motive. For example, motive to earn induces an individual to search for
job or work. Individual searches for food to fulfill the motive of hunger.

• MOTIVATION
16
It is a process of inducing people to perform to their best ability to accomplish the
goal.

• MOTIVATORS
Motivators are the incentives or techniques used to motivate the people in an
organization. Common motivators used by the managers are increment, bonus,
promotion, recognition, respect etc.

Maslow’s Hierarchy of needs

Human behavior is goal-directed. Motivation cause goal-directed behavior. It is
through motivation that needs can be handled and tackled purposely. According
to Maslow’s Hierarchy, needs were categorized into 5 types/ levels from lower to
higher order of needs. Individuals must satisfy lower order of needs before they
approach higher order. Satisfied needs will no longer motivate. Motivating a
person depends on knowing at what level the person is at of hierarchy.
Lower Order (External): Physiological, Safety etc.

Higher Order (Internal): Social, Esteem, Self-actualization etc.

• Physical needs: Need for food, water, shelter, clothing, sexual satisfaction
etc.
• Safety and security needs: Need to be free from physical danger and the
fear of
• Social needs: Need for love and affection, acceptance by fellows and the
like.
• Ego-need: Need for power, prestige, status and self-confidence.
• Self-actualization need: Desire to become what one is capable of
becoming-to maximize one's potential and to accomplish something’s

17
McGregor’s theory X and theory Y
Theory X assumes that, workers have little ambition; dislikes work, avoid
responsibility and require close supervision. People don’t like to work and try to
avoid it. So, managers have to control and threaten people to get them to work.
People prefer to be directed and tend to resist change. People are gullible and not
bright.

Theory Y assumes that, workers can exercise self-direction, desire responsibilities

and like to work. People don’t naturally dislike work and work is natural part of
their lives. People are internally motivated to reach objectives to which they are
committed to. People are also committed to goal attainment. They will both seek
and accept responsibility under favorable condition. People have capacity for
innovation in solving problems. According to this theory democratic management
is preferable.

Herzberg’s Motivation Hygiene theory

18
Job satisfaction and dissatisfaction are created by different job factors. They are –

• Motivators: Achievement, Recognition, Work itself, Responsibility,

Advancement, Growth etc.

• Hygiene factors: Supervision, Company policy, Relation with supervisors,

working condition Salary status, Security, Relation with peers, Subordinate
etc.

Three needs theory

McClelland’s three needs theory refers that, every person has one of three driving
motivators. Those are the need for achievement, affiliation or power. They aren’t
inherent; we develop them through culture and life experience.

IMPORTANCE OF EMPLOYEE MOTIVATION

Employee motivation is key to an organization's success. It's the level of commitment,
drive and energy that a company's workers bring to the role every day. Without it,
companies experience reduced productivity, lower levels of output and it's likely that the
company will fall short of reaching important goals too.

• Motivation helps to change negative attitude to positive

Without motivation the employees try to perform minimum activities in the
organization. But the motivation fills in the desire to perform to their maximum level.
All the resources of the organization are of no use unless and until the employees use

these resources. The motivated employees make best use of the resources.

• The motivation improves the efficiency level of employees

which means the employees start performing the job to the best of their
ability with minimum wastage of time and resources because motivated
employees always go for best utilization of resources. The motivation bridges
19
 the gap between the ability to work and willingness to work and willingness
always improves efficiency

• Motivation creates supportive work environment

In motivation the relations between superior and subordinates are always

improved. When the employees get their need satisfied or get the recognition
and respect in the organization then they always offer a supportive hand to
superiors.

McClelland’s theory of needs

McClelland affirms that we all have three motivating drivers, and it does not
depend on our gender or age. One of these drives will be dominant in our
behavior. The dominant drive depends on our life experiences.

The three motivators are:

• Achievement: a need to accomplish and demonstrate own competence

People with a high need for achievement prefer tasks that provide for
personal responsibility and results based on their own efforts. They also
prefer quick acknowledgement of their progress.
• Affiliation: a need for love, belonging and social acceptance People with a
high need for affiliation are motivated by being liked and accepted by
others. They tend to participate in social gatherings and may be
uncomfortable with conflict.

• Power: a need for control own work or the work of others People with a
high need for power desire situations in which they exercise power and
influence over others. They aspire for positions with status and authority
and tend to be more concerned about their level of influence than about
effective work performance.

20
Vroom’s theory of expectancy
Victor Vroom stated that people will be highly productive and motivated if two
conditions are met:

1) people believe it is likely that their efforts will lead to successful results

2) those people also believe they will be rewarded for their success.

People will be motivated to exert a high level of effort when they believe there
are relationships between the efforts they put forth, the performance they
achieve, and the outcomes/ rewards they receive

Hertzberg’s two factor theory

Hertzberg classified the needs into two broad categories namely hygiene factors
and motivating factors

Hygiene factors are needed to make sure that an employee is not dissatisfied.
Motivation factors are needed for ensuring employee's satisfaction and
employee’s motivation for higher performance. Mere presence of hygiene factors
does not guarantee motivation, and presence of motivation factors in the
absence of hygiene factors also does not work.

The motivation process is determined on the basis of the factors

discussed below:

• Adequate Financial Incentive:

Provisions should be made for fair and adequate remuneration of the employees
of the enterprise. Remuneration must be fixed in such a way that the employees
are satisfied. If they are not well paid, they will not be motivated to perform their
21
work with sincere efforts. Therefore, proper arrangements are to be made for
sufficient number of wages and salaries, bonus, various allowances, etc. in order
to encourage the employees.

• Congenial Work Environment:

Conducive work environment is needed for motivating the employees effectively.
If favorable working conditions are not created, the process of motivation will not
be fruitful. A suitable work environment means proper arrangements for
ventilation and lighting, cleanliness and healthy atmosphere at the work place.

• Provision for Promotion:

The employees are motivated through their promotion in future. Arrangement for
promotion should be based on seniority or efficiency of the employees.

• Non-monetary Facilities:
Besides financial incentives, some non-monetary facilities like the provisions for
travelling, education, accommodation and medical treatment of the employees—
free of cost—should be arranged for motivation.

. Retirement Benefits:

Retirement benefits of the employees should be satisfactory for influencing them

to work more. Arrangement of the important retirement benefits like the
provisions of provident fund, pension, gratuity, etc. are to be made.

• Unity among the Employees:

Through the establishment of unity among the employees, motivation can be
created. For this purpose, cordial relationship should be made among them. Equal

22
and impartial behavior to the employees of all levels and improvement of working
relation are also necessary

23
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

24
 CLASSIFICATION ON THE ASIS OF GENDER OF RESPONDENTS
TABLE 4.1
Gender Number of respondents Percentage (%)

Male 43 72%

Female 17 28%

Total 60 100

Source: Primary Data

CLASSIFICATION ON THE ASIS OF GENDER OF

RESPONDENTS

80%
70%
60%
50%
40%
30%
20%
10%
0%
MALE FEMALE

Series 1 Column2 Column1

FIGURE 4.1
INTERPRETAION
The above graph shows that 72% of respondents are male and else of them are
female.

24
 AGE CLASSIFICATION OF RESPONDENTS
TABLE 4.2
Age Number of respondents Percentage (%)

Below 25 4 6%

25-35 7 12 %

35-45 18 30 %

45-55 12 20 %

Above 55 19 32 %

Total 60 100

Source: Primary Data

FIGURE 4.2

CLASSIFICATION ON THE BASIS OF

GENDER OF RESPONDENTS

32%
35% 30%
30%
25% 20%
20%
12%
15%
10% 6%
5%
0%
BELOW 25 25-35 35-45 45-55 ABOVE 55

25
INTERPRETAION
The above table and chart shows age wise classification of respondents. Majority
of respondents (32%) belongs to age group above 55 age category only 6%
respondents are belongs to below 25 years.
EDUCATIONAL QUALIFICATION OF RESPONDENTS
TABLE 4.3
Educational Qualification Number of respondents Percentage (%)

SSLC 20 34%

Higher Secondary 18 30%

Graduate 14 24%

Post-Graduate 8 12%

Total 60 100

Source: Primary Data

FIGURE 4.3

EDUCATIONAL QUALIFICATION OF RESPONDENTS

SSLC HIGHER SECONDARY GRADUATE POST GRADUATE

12%
34%
24%

30%

26
INTERPRETATION

The above table and chart shows 34% respondents are below SSLC and only 6% of
respondents were Post-Graduate.

OCCUPATION OF RESPONDENTS
TABLE 4.4
Occupation Number of respondent Percentage (%)

TAILOR 11 18%

CARPENTAR 12 20%

POLISHER 13 22%

DRIVER 8 14%

SANITATION WORKER 16 26%

Total 50 100

Source: Primary Data

FIGURE 4.4

OCCUPATION OF RESPONDENTS

TAILOR CARPENTAR POLISHER DRIVER SANITATION WORKER

18%
26%

20%
14%

22%

27
INTERPRETATION

The above table and chart shows 26% respondents were sanitation workers and
only 14% of respondents were drivers itself.
YEARS SERVED IN CURRENT SECTOR
TABLE 4.6
YEAR Number of respondents Percentage (%)

0-3 19 32%

4-6 23 38%

7-10 12 20 %

Above 10 6 10 %

Total 60 100

Source: Primary Data

FIGURE 4.5

YEARS SERVED IN CURRENT SECTOR

40%

35%

30%

25%

20%

15%

10%

5%

0%
0-3 4-6 7-10 ABOVE 10

INTERPRETATION

The above table and chart shows 38% of respondents have served 4-6 years in the
company and only 10% of the respondents served above 10years.

28
 ANNUAL INCOME OF RESPONDENTS
TABLE 4.6
Annual income (Rs) Number of respondents Percentage

BELOW 25000 20 34%

25000-50000 23 38%

50000-75000 10 16%

ABOVE 75000 7 12%

Total 60 100

Source: Primary Data

FIGURE 4.6

ANNUALY INCOME OF RESPONDENTS

BELOW 25000 25000-50000 50000-75000 ABOVE 75000

12%
34%
16%

38%

INTERPRETATION

The above table and chart shows 38% of respondents earns between

25000-50000 annually and only 12% earn above 75000 .

29
 TECHNOLOGY USE IMPROVES FASTER PRODUCTION
TABLE 4.7

OPINION Number of respondents Percentage (%)

YES 55 92%

NO 5 8%

Total 60 100

Source: Primary Data

FIGURE 4.7

TECHNOLOGY USES IMPROVES FASTER PRODUCTION

100% 92%
90%
80%
70%
60%
50%
40%
30%
20%
8%
10%
0%
YES NO

INTERPRETAION
The above table shows that 92% of respondents opined yes and rest of them said
no (8%)

30
 MOTIVATIONS FROM THE COMPANY
TABLE 4.8
Opinion Number of respondents Percentage (%)

Yes 50 84%

No 10 16%

Total 60 100

Source: Primary Data

FIGURE 4.8

MOTIVATIONS GET FROM COMPANY

90% 84%
80%
70%
60%
50%
40%
30%
20% 16%

10%
0%
MONETORY REWARD ONLY NON MONETORY REWARDS ONLY

INTERPRETAION
The above table and chart shows 84% of respondents opined monetary rewards
only and 16% of them stated non monetary rewards itself.

31
 CLASSIFICATION ON THE BASIS OF PREFERED MOTIVATION
TABLE 4.9
Opinion Number of respondent Percentage (%)

INTRINSIC 12 20%

EXTRINSIC 12 20%

BOTH 36 60%

Total 60 100

Source: Primary Data

FIGURE 4.9

CLASSIFICATION ON THE BASIS OF PREFERED MOPTIVATION

INTRINSIC EXTRINSIC BOTH

20%

60% 20%

INTERPRETAION
The above table and chart shows 10% of respondents states Intrinsic and
Extrinsic and 60% of other respondents state both Intrinsic and Extrinsic.

32
CLASSIFICATION ON THE BASIS OF PROVIDED INTRINSIC MOTIVES
TABLE 4.10
Opinion Number of respondent Percentage (%)

PERSONAL ACHIEVEMENTS 24 40%

PROFESSIONAL GROWTH 12 20%

BOTH 24 40%

Total 60 100

Source: Primary Data

FIGURE 4.10

CLASSIFICATION ON THE BASIS OF

PROVIDED INTRINSIC MOTIVES

40% 40%
PERSONAL ACHIEVEMENTS
PROFESSIONAL GROWTH
BOTH

20%

INTERPRETAION
The above table and chart shows that 40% of the respondents stated that
personal achievements, 20% of them state professional growth and 40% state
both professional achievement and professional growth.

33
 TYPE OF EXPECTED REWARD FROM THE COMPANY
TABLE 4.11
Opinion Number of respondent Percentage (%)

MONETORY REWARD ONLY 16 20%

NON MONETORY REWARD 24 40%

ONLY
BOTH 24 40%

Total 60 100

Source: Primary Data

FIGURE 4.11

TYPE OF EXPECTED REWARD FROM COMPANY

MONETORY REWARD ONLY NON MONETORY REWARD ONLY BOTH

20%
40%

40%

INTERPRETAION
The above table and chart shows 20% of respondents expect monetary reward
only , 40% of the respondents expect non monetary reward and 40% of
remaining respondents were expecting both monetary and non monitory reward.

34
 CLASSIFICATION ON THE BASIS OF WETHER MOTIVATION
INCREASES THE WORK EFFICIENCY
TABLE 4.12
Opinion Number of respondents Percentage (%)

Yes 58 96%

No 2 4%

Total 60 100

Source: Primary Data

FIGURE 4.12

CLASSIFICATION ON THE BASIS OF MOTIVATION

INCREASES THE WORK EFFICIENCY
120%
96%
100%

80%

60%

40%

20%
4%
0%
YES NO

INTERPRETAION
The above table and chart shows 96% of respondents states yes and only 4% of
the respondents state no.

FACTORS MOTIVATING TO IMPROVE PERFOMANCE

TABLE 4.13

35
 FACTORS NUMBER OF RESPONDENTS PERCENTAGE (%)

SALARY INCREASES 24 40%

PROMOTION 18 30%

WORK ENVIRONMENT 6 10%

REWARD AND RECOGNITION 12 20%

Total 60 100

Source: Primary Data

FIGURE 4.13

FACTORS MOTIVATES
TO IMPROVE PERFOMANCE

20%

40% SALARY INCREASES

PROMOTION
10%
WORK ENVIRONMENT
REWARD AND RECOGNITION

30%

INTERPRETAION
The above table and chart shows that 40% of respondents get motivated by the
case of salary increase and only 10% of the respondents on the basis of work
environment
TYPE OF MONETORY REWARDS RECEIVED OTHER THAN SALARY
TABLE 4.14

36
 TYPES OF MONETORY NUMBER OF RESPONDENTS PERCENTAGE (%)
REWARDS

BONUS 24 40%

PENSION 12 20%

COMMISSION 12 20%

INCENTIVES 6 10%

OTHERS 6 10%

Total 60 100

Source: Primary Data

FIGURE 4.14

TYPES OF MONETORY REWARDS

45%
40%
40%
35%
30%
25%
20% 20%
20%
15%
10% 10%
10%
5%
0%
BONUS PENSION COMMISSION INCENTIVES OTHERS

INTERPRETAION
The above table and chart shows that 40% of respondents gets bonus and 10% of
respondents gets incentives and other allowances.
TYPES OF NON-MONETORY REWARDS PROVIDED BY THE COMPANY
TABLE 4.15

37
TYPES OF NON MONETORY NUMBER OF RESPONDENTS PERCENTAGE (%)
REWARDS

FRINGE BENEFITS 18 30%

TRAINING 24 40%

RECOGNITION 6 10%

OTHER 12 20%

Total 60 100

Source: Primary Data

FIGURE 4.15

TYPES OF NON MONETORY REWARDS

PROVIDED BY THE COMPANY
45%
40%
40%
35%
30%
30%
25%
20%
20%
15%
10%
10%
5%
0%
FRINGE BENEFITS TRAINING RECOGNITION OTHER

INTERPRETAION
The above table and chart shows that 40% of the respondents gets training and
only 10% of respondents gets recognition.

38
 SUPPORT FROM HR DEPARTMENT OF THE COMPANY

TABLE 4.16
Opinion Number of respondents Percentage (%)

Yes 55 92%

No 5 8%

Total 60 100

Source: Primary Data

FIGURE 4.16

SUPPORT FROM HR DEPARTMENT OF THE COMPANY

100% 92%
90%
80%
70%
60%
50%
40%
30%
20%
8%
10%
0%
YES NO

INTERPRETAION
The above table shows that 92% of the respondents stated yes and 8% of them
states no.

39
 CLASSIFICATION ON THE BASIS OF COMPANY
PROVIDING HIGH JOB SECURITY
TABLE 4.17
OPINION NUMBER OF RESPONDENTS PERCENTAGE (%)

STRONGLY AGREE 24 40%

AGREE 18 30%

NEUTRAL 12 20%

DISAGREE 6 10%

STRONGLY DISAGREE 0 0%

Total 60 100

Source: Primary Data

FIGURE 4.17

CLASSIFICATION ON THE BASIS OF COMPANY

PROVIDING HIGH JOB SECURITY

STRONGLY AGREE AGREE NEUTRAL

DISAGREE STRONGLY DISAGREE

10%

20% 40%

30%

0%

INTERPRETAION
The above table and chart shows 40% of the respondents strongly agree that company is
providing high job security and only 10% of the respondents disagree.

40
 ENCOURAGED TO LEARN FROM THEIR MISTAKES

TABLE 4.18
Opinion Number of respondents Percentage (%)

Yes 55 92%

No 5 8%

Total 60 100

Source: Primary Data

FIGURE 4.18

ENCOURAGED TO LEARN FROM THEIR MISTAKES

YES NO

8%

92%

INTERPRETAION
The above table and chart shows 92% of the respondents stated yes and rest of
them stated no.

41
 OPINION ON AVAILABILITY OF EFFECTIVE SYSTEM OF
PERFOMANCE APPRAISAL AND CAREER ADVANCEMENT
TABLE 4.19
OPINION NUMBER OF RESPONDENTS PERCENTAGE (%)

STRONGLY AGREE 30 50%

AGREE 24 40%

NEUTRAL 4 6%

DISAGREE 2 4%

STRONGLY DISAGREE 0 0%

Total 60 100

Source: Primary Data

FIGURE 4.19

OPINION ON AVAILABILITY OF EFFECTIVE SYSTEM OF

PERFOMANCE APPRAISAL AND CAREER ADVANCEMENT

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

6% 4% 0%

50%
40%

INTERPRETAION
The above table and chart shows 50% of the respondents strongly agreed and
only 4% of them disagreed.

42
 TYPES OF APPRAISAL SYSTEM IMPROVE THE PERFOMANCE
TABLE 4.20
TYPES OF APPRAISAL NUMBER OF RESPONDENTS PERCENTAGE (%)
SYSTEM

CHECK LIST 19 32%

CRITICAL INCIDENT 13 22%

RANKING SCALE 16 26%

SCHEDULE 12 20%

Total 60 100

Source: Primary Data

FIGURE 4.20

TYPES OF APPRAISAL SYSTEM

IMPROVE THE PERFOMANCE

40% 32%
26%
30% 22%
20%
20%

10%

0%
CHECK LIST CRITICAL RANKING SCALE SCHEDULE
INCIDENT

INTERPRETAION
The above table and chart shows 32% of the respondents choose check list and
20% of them choose schedule.

43
 CLASSIFICATION ON THE BASIS OF EMPLOYEES
PARTICIPATION IN DECISION MAKING
TABLE 4.21
Opinion Number of respondents Percentage (%)

Yes 24 40%

No 36 60%

Total 60 100

Source: Primary Data

FIGURE 4.21

CLASSIFICATION ON THE BASIS OF EMPLOYEES

PARTICIPATED IN DECISION MAKING

70%
60%
60%
50%
40%
40%
30%
20%
10%
0%
YES NO

INTERPRETAION
The above table and chart shows 60% of the respondents states no and remaining

40% of them states yes

44
SATISFACTION LEVEL OF MOTIVATION PROVIDED BY THE COMPANY
TABLE 4.22
Opinion Number of respondents Percentage (%)

Yes 58 96%

No 2 4%

Total 60 100

Source: Primary Data

FIGURE 4.22

SATISFACTION LEVEL OF MOTIVATION PROVIDED BY

THE COMPANY
120%
96%
100%

80%

60%

40%

20%
4%
0%
YES NO

INTERPRETAION
The above table and chart shows 96% of the respondents chose yes and rest of
them chose no (4%).

45
 OPINION ABOUT THE PRESTIGE OF THE
COMPANY IS GOOD OUTSIDE

TABLE 4.24
Opinion Number of respondents Percentage (%)

Yes 59 98%

No 1 2%

Total 60 100

Source: Primary Data

FIGURE 4.24
OPINION ABOUT THE PRESTIGE OF THE COMPANY IS GOOD IN
OUTSIDE

120%
98%
100% 80%
60% 40%
20%
0%
YES NO

2%

INTERPRETAION
The above table and chart shows that the 98% of the respondents opinioned yes
and remaining 2% of opined no.

46
 CHAPTER 5
SUMMARY, FINDING, SUGGESTION AND
CONCLUSION

47
 SUMMARY
The furniture industry encompasses the creation and sale of furniture for offices, hotels,
homes, schools and businesses. The industry also includes accompaniments for those pieces of
furniture, for instance, upholstery, mattresses, and furnishings. Skilled workers in the industry
use various machines, tools and CAD/CAM to contribute to the design and manufacture of the
furniture. A wide array of materials are used to create the furniture, including metal, plastic,
rattan, wood, and even silver. Wood furniture is often the most preferred in both production
and exportation.

FINDINGS

 Majority of the respondents were males. (72%)

 32% of the respondents belonged to the age group of above 55.
 38% of the respondents have served over 4-6 years in the company.
 92% of the respondents opinioned that the use of technology improves
faster production.
 84% of the respondents stated that monetary rewards as the popular
source of motivation from the company.
 60% of the respondents want both intrinsic and extrinsic form of
motivation.
 40% of the respondents expect both monetary and non-monetary rewards.
 Majority (96%) states that motivation increases work efficiency.
 40% of the respondents stated that increase in salary motivates them the
most.
 Majority (40%) of the employees get bonus as monetary rewards other
than salary.
 The respondents states that 40% of them get training while only 10% get
recognition.
 Majority (92%) states that they get support from the HR department.
 40% of the respondents strongly agree that the company provides high job
security.

50
 92% of the respondents states that the company encourages them to learn
from their mistakes.
 70% of the respondents states that work is very stressful.
 98% of the respondents believe that has good prestige outside.

SUGGESTIONS

• Provide more non-monetary rewards

• Provide pension for retired employees
• Provide better training and development for employees
• Give more entertainment activities
• inspects the extend up to which motivation has been able to meet
employee prospect expectation.

51
 CONCLUSION

I inferred to the conclusion based on the research conducted above and the
respondents ‘repercussion of the questionnaire supplied, that motivation indeed
has a momentous effect on employee performance. From the data analysis
presented above we can clearly come to the decision that the factors taken into
account during the survey (Extrinsic factors, Job enrichment and performance
appraisal, Relationships and job security, Authority in decision making, Growth
opportunity etc.), pragmatically dominates employees’ will to perform and achieve
goals of the respective organization. The factors considered under Extrinsic
motivation are salary, monetary incentives, and compensation package; the factors
considered under Job enrichment and performance appraisal are work
environment, responsibility, promotion and recognition and appreciation for work
done; the factors considered under Relationships and security are relationship with
superiors, peers and job security; Moreover, Authority to make decisions, Growth
opportunity and future prospects were also taken into account. The result evidently
represented the tangible sorting of how motivation is responsible for upliftment of
employee performance.

52
 BIBLIOGRAPHY

Web sites http://www.managementstudyguide.com/motivation-

articles.htm

http://bconsi.blogspot.com/2013/06/definition-of-motivation-what-
ismotivation.html http://www.shodhganga.com/
http://www.googlescholar.com/

BOOKS

The progress principle by Steven Kramer and Teresa Amabile

Essentials of management by Harold Konntz

Employee motivational journal by Soul Journal Business

53
APPENDIX

54
 QUESTIONNAIRE

“A STUDY ON THE IMPACT OF MOTIVATIONAL FACTORS ON

EMPLOYEE PERFORMANCE IN THE FURNITURE INDUSTRY WITH
SPECIAL REFERENCE TO POOKKOTTUMPADAM.”

NAME: ………………………………………………..

Please complete this section by ticking the applicable box

1. Gender:
MALE FEMALE

2. Age:
21-30 years 31-40 years 41 -50 years 51-
60years

3. Educational Qualification:
SSLC 12TH STD Graduate Post graduate

4. What is your occupation?

Tailor Carpenter Polisher Driver Sanitation worker

5. Number of years served in your current sector

0- 3years 4- 6years 7- 10years 10 Years
above

6. What is your annual income?

Below 25000 25000 – 50000 50000 – 75000 above
75000

55
7. Is technology used in the company to make production faster?
Yes No
If yes, specify different technology adopted by the company.
.
.
8. Do you get any motivation from the company?
Yes No
9. Which type of motivation do you prefer from your company?
Intrinsic Extrinsic Both

10. What are the intrinsic motivations provided by the company?

Personal achievements professional V

growth Sense of pleasure

11. Which type of external reward do you expect from your company for the
accomplishment of job?
Monetary reward only non-monetary rewards
both monetary and non- monetary rewards.

12. Does proper motivation increase your work efficiency?

Yes No

13. Which factor motivates you the most to improve your performance?
Salary increases promotion Work
environment
Reward and recognition

14. What type of monetary rewards are you getting other than salary?
Bonus Pension Incentives Commission
Others

15. What are the non- monetary rewards provided by the company?
56
 Fringe benefits Training Recognition
Others

16. Do you feel that employees get enough support from HR department?
Yes No

17. Do you agree that your company is providing high job security?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

18. Employees are encouraged to learn from their mistakes.

Yes No

19. There is a clear and effective system of performance appraisal and career
advancement.
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

20. Which type of appraisal system is followed by the company to improve your
performance?
Check list Critical incident Ranking scale
Schedule

21. Do the employees in the organization participate in decision making process?

Yes No

57
22. Are the employees satisfied with the motivation provided by the company?
Yes No

If No, why:

23. The prestige of our company outside is good.

Agree Disagree

24. Give your suggestions to improve employee performance with proper

motivation at .

…………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………………………………………….

58