A STUDY ON IMPACT OF

REWARDS AND RECOGNITION

OF EMPLOYEE IN
MADAVAMMAL COIR INDUSTRY
 CHAPTER – I

INTRODUCTION
 INTRODUCTION

1.1 INTRODUCTION OF THE STUDY:

1.1.1 REWARDS AND RECOGNITION OF EMPLOYEE:

In a competitive business climate, more business owners are looking at

improvements in quality while reducing costs. Meanwhile, a strong economy has
resulted in a tight job market. So while small businesses need to get more from
their employees, their employees are looking for more out of them. Employee
reward and recognition programs are one method of motivating employees to
change work habits and key behaviors to benefit a small business.

[Link] Reward vs Recognition

Although these terms are often used interchangeably, reward and

recognition systems should be considered separately. Employee reward systems
refer to programs set up by a company to reward performance and motivate
employees on individual and/or group levels. They are normally considered
separate from salary but may be monetary in nature or otherwise have a cost to the
company. While previously considered the domain of large companies, small
businesses have also begun employing them as a tool to lure top employees in a
competitive job market as well as to increase employee performance.

As noted, although employee recognition programs are often combined with

reward programs they retain a different purpose altogether. They are intended to
provide a psychological rewards a financial benefit. Although many elements of
designing and maintaining reward and recognition systems are the same, it is
useful to keep this difference in mind, especially for small business owners
interested in motivating staffs while keeping costs low.
[Link] Differentiating Rewards from Merit Pay And The Performance
Appraisal

In designing a reward program, a small business owner needs to separate the

salary or merit pay system from the reward system. Financial rewards, especially
those given on a regular basis such as bonuses, profit sharing, etc., should be tied
to an employee's or a group's accomplishments and should be considered "pay at
risk" in order to distance them from salary. By doing so, a manager can avoid a
sense of entitlement on the part of the employee and ensure that the reward
emphasizes excellence or achievement rather than basic competency.

1.1.2 TYPES OF REWARD PROGRAMS

There are a number of different types of reward programs aimed at both individual
and team performance.

Variable Pay

Variable pay or pay-for-performance is a compensation program in which a

portion of a person's pay is considered "at risk." Variable pay can be tied to the
performance of the company, the results of a business unit, an individual's
accomplishments, or any combination of these. It can take many forms, including
bonus programs, stock options, and one-time awards for significant
accomplishments. Some companies choose to pay their employees less than
competitors but attempt to motivate and reward employees using a variable pay
program instead.

Bonuses

Bonus programs have been used in American business for some time. They
usually reward individual accomplishment and are frequently used in sales
organizations to encourage salespersons to generate additional business or higher
profits. They can also be used, however, to recognize group accomplishments.
Indeed, increasing numbers of businesses have switched from individual bonus
programs to one which reward contributions to corporate performance at group,
departmental, or company-wide levels.

Profit Sharing

Profit sharing refers to the strategy of creating a pool of monies to be

disbursed to employees by taking a stated percentage of a company's profits. The
amount given to an employee is usually equal to a percentage of the employee's
salary and is disbursed after a business closes its books for the year. The benefits
can be provided either in actual cash or via contributions to employee's 401(k)
plans. A benefit for a company offering this type of reward is that it can keep fixed
costs low.

RECOGNITION PROGRAMS

For small business owners and other managers, a recognition program may
appear to be merely extra effort on their part with few tangible returns in terms of
employee performance. While most employees certainly appreciate monetary
awards for a job well done, many people merely seek recognition of their hard
work. For an entrepreneur with more ingenuity than cash available, this presents an
opportunity to motivate employees. Nor will the entrepreneur be far off the mark.
As Patricia Odell reported, writing for Promo, "Cash is no longer the ultimate
motivator." Odell cited data from the Forum for People Performance Management
and Measurement at Northwester University—which had discovered that non-cash
awards tend to be more effective; the exception was rewarding increasing sales.
1.2 INDUSTRY PROFILE:

Coir is the native name of the fibre extracted from coconut husk, the fibrous
mass surrounding coconut, the fruit of the perennial plant cultivated extensively in
the tropics'. There is every reason to believe that the word 'Coir' has its origin from
the Malayalam word 'Kayar' which means a cord, string or yarn spun out of fibre
extracted from the husk of the coconut Cocos fibre or coir extracted from the husk
of the coconut is classed among the industrial hard fibres which enter the world
market in the form of fibre, spun yarn or floor coverings. Kerala, the land of
coconut palm, got its name by this fact from the Sanskrit word 'Kera', the name for
coconut tree. The word coir was supplied to the European vocabulary by
MarcoPolo, the talia an trave1ler. The Coir Industry has a very long history in
India. Rope and Cordage made out of coconut fibre have been in use from ancient
times. Indian navigators who sailed the Seas to Malaya, Java, China, and to the
Gulf of Arabia, centuries ago, had been using coir as their Ships Cables. Arab
writers of the eleventh century referred to the extensive use of coir as ship cable,
fenders and riggings.

The remarkable international correspondent of ancient times, Marco Polo

commented on the uses to which coir was put in ship building in the Persian Gulf.
He later saw the land where Arabs bought their coir and recorded how it was made
out of the fibre extracted from the coconut husk.6 The Arabs have been trading
with the Malabar Coast of Kerala in India even in 13 century and there is evidence
that they were familiar with the use of coir in ship building and also as cord and
tug rope. There are legends establishing the trade of coir from Kerala by the
Europeans.

The number of units which were a thousand in 1950 increased to 6456 in

1995-96 and it further increased to 9597 in 2004-05 and in 2009-2010 it is 13416.
The estimated annual growth between 2000-01 and 2009-10 worked out to 68.65
per cent. The rapid expansion of coconut cultivation in non-traditional areas
further accelerates the growth of this industry in India. The products from the
industry that are mainly foreign exchange earners, besides giving large-scale
employment, slowly, steadily and successfully are capturing the foreign markets.

THE CHEMICAL COMPOSITION OF COIR FIBRE

[Link] Item Percentage

1 Water Solubles 5.25
2 Pectin & Related compounds 3.30
3 Hemi-cellulose 0.25
4 Lignin 45.84
5 Cellulose 43.44
6 Ash 2.22

1.1.6 Varieties of Coir Fibre

Depending upon the method of extraction coir fibre is of two varieties

namely “white fibre” and “brown fibre”.

[Link] White Fibre

It is obtained by retting the green husks in saline water for 6 to 9 months.

This method of extracting white fibre is practised in the coastal line areas of Kerala
where natural brackish water facilities are available in the form of lakes and
lagoons. As they are comparatively lighter and flexible, they are spun into coir
yarn used for producing value-added products like doormats, mattings, carpets,
rugs and geo-textiles. This fibre is of superior quality and is unofficially branded
as “Golden Fibre”.

[Link] Brown Fibre

It is obtained from unretted dry or semi-dry husk. It is the result of a fully

machine-aided process. The fibre so extracted after socking the husk barely for
five days is called “Brown Fibre”. This fibre is tougher and resilient. It is used for
stuffing upholstery, manufacture of curled coir used in rubberized coir industry,
needled felt, nonwoven geo-textiles and coir ply.

1.1.7 Major Coir Products

The coir yarn, when woven into fabrics, takes various forms, namely
mattings, mats, rugs, maurzouks and carpets, according to the types of the material
used the pattern of weaving, texture and thickness. These products are used for
both decorative and functional purposes. The major coir products are discussed
below:

[Link] Coir Mats

Coir mat is an exemplary comfort material which is most popular and

widely used as rod mats, fibre mats, creel mats, loop mats, matting mats, sinnet
mats, corridor mats, rope mats, rubber tufted mats and P.V.C. tufted mats.

[Link] Coir Mattings

Coir matting is made on handlooms of sturdy construction and it is primarily

used as a floor furnishing material. .

1.3 Company Profile

Madavammal Coir industry is a performance oriented and customer centric

organization, found to Provide impeccable coir products and also produces a
comprehensive assortment of Coconut Products, made from supreme quality
coconut. We offer unbeatable quality of Coir Fiber, Pith and Curled Coir Rope.
We are supported by an experienced team and well equipped manufacturing plant,
which has enabled us to stand as one of the leading Coir Fiber Manufacturers &
Suppliers. The coconuts we use for the production of various Coconut Products are
processed by using latest technology, which not only enhances the production
capacity but also provides Excellent Quality to our Products. We have a team of
quality inspectors, which conducts stringent check in all stages of production.
Customer satisfaction is one of the pillars of our company. We always strive to
come up with innovative technical ideas to ensure that our customers get the best.
Our transparency in deals and good will relation with our customers makes us one
of the favorites of our clients.

Madavammal Coir industry was started by our Co-Founder Munirathinam,

in the year 1979. Initially we were involved with the production of coir fibers.
Later in 1984, we started the production of Curled coir. An excellence of 33 years
in the field of Coir Production has made us feel more confident where we always
prove our quality. Our company is always involved in the upgrading the Machines
to the latest, which leads to the increase in production and also the Quality of our
products. The managing partner of Sree Nagarajan, Mr. M. Bhakthavatchalam, a
graduate of [Link]. Has been successfully leading this business with extensive care,
which has lead to this benchmark in this Coir industry.

Our industry has also been awarded by THE COIR BOARD as the “BEST
CURLED COIR MANUFACTURER”, which makes our company to be placed in
the lime light of Tamilnadu Coir Industry.

Products - Coir Fibre

Madavammal Coir industry is a leading manufacturer of natural Coir Fiber.

Coir Fiber is obtained from fully ripe brown coconut husks after the wet-Dry
method. It is then processed into the finest fibers. The Brown Fiber is the outcome
of fully Matured Coconuts which lose their green color in the process. The Brown
Fiber is widely used for fabrication of doormats, brushes, mattresses and especially
upholstery padding. We also see to that the impurities are completely removed
from the coir fiber and then it’s dried properly and packed into bales. Our Coir
Fiber is baled with the assistance of rust free Iron Hoops (or) plastic straps, to
ensure its high quality and utility.

PRODUCT SPECIFICATIONS:

Color Brown Fiber

Fiber Length 10-20 cms
Impurities Below 3%
Package 110-120 Kg bales
Load Ability 20 Tonnes in 40’HC FCL
Moisture Less than 15%
Bale Size 48’x16’x22’
Compression Ratio 5:1

ORGANISATION STRUCTURE

PROPREITOR

MANAGER
SALES ACCOUNTS WORKSHOP
DEPARTMENT DEPARTMENT DEPARTMENT

SALES
Supervisor
Accountant
MANAGER

Worker

Fig 1.3.1 organization structure

 CHAPTER 2

2. REVIEW OF LITERATURE
2.1INTRODUCTION
 Literature review is a systematic, explicit and reproducible method for
identifying, evaluating and synthesizing the existing body of completed and
recorded work produced by researcher, scholars and practitioners. Literature
review established the theoretical knowledge and methodological contributions to
concern on my study. This chapter is stated to discuss the issues regarding the aim
and objectives of my study field through previous literature based on this study.
1. Khawaja Jehanzeb This study aims to examine the impacts of rewards and
motivation using perceived amount of rewards on job satisfaction in both
public and private banks of Saudi Arabia. In this study 568 employees were
participated from both sectors. To conduct the study regression analysis was
developed to test the relationship between rewards, motivation and job
satisfaction. Results indicate that (1) rewards have positive significance on
motivation, (2) motivation is positively related to the job satisfaction (3)
rewards have a positive significant effect on job satisfaction. The results are
inconsistent with previous studies conducted to analyse the relationship of
rewards, motivation and job satisfaction in different contexts.
2. Peter Agyekum Boateng, The main aim of the study was to examine the
impact of reward and recognition on job satisfaction and motivation. The
specific objectives were to assess the relationship between reward and work
motivation and job satisfaction; to identify academic staff’ and
administrators’ perceptions about reward and recognition and to explain
challenges of reward implementation in private tertiary institutions. The
study employed descriptive survey design in gathering data from 157
academic staff, from a total number of seven private tertiary institutions
which were selected through stratified sampling. Respondents from these
seven private tertiary institutions were conveniently and purposively
selected. The study observed that rewards had a positive impact on work
motivation but no significant relationship existed between reward and job
satisfaction. Again, both academic staff and university administrators
 perceived rewards as fair. Challenges facing private tertiary were the lack of
funds, pressure from unions and other interest groups, existence of many
qualified people for rewards at a particular time coupled with academic staff
emphasizing direct monetary rewards.
3. Rizwan Qaiser Danish, Human resources are the most important among all
the resources an organization owns. To retain efficient and experienced
workforce in an organization is very crucial in overall performance of an
organization. Motivated employees can help make an organization
competitively more value added and profitable. The present study is an
attempt to find out the major factors that motivate employees and it tells
what is the relationship among reward,recognition and motivation while
working within an organization. The data were collected from employees of
diverse type of organizations to gain wide representation of sectoral
composition. In all, 250 self administered questionnaires were distributed
among the employees of different sectors and they returned 220 completed
useable questionnaires for response rate of 88%. The participation in survey
was voluntary and confidentiality of responses was ensured. The statistical
analysis showed that different dimensions of work motivation and
satisfaction are significantly correlated and reward and recognition have
great impact on motivation of the employees. Implications of the study for
managers and policy makers in the context of human resource practices have
been discussed. Limitations and guidelines for future research are also
provided.
4. Ayesha Binte Safiullah, In the age of globalization organizations have
realized the importance of their human resources and become increasingly
interested in managing employees in such a way that can enhance business
performance. To ensure competitive advantage, people who are working for
the organization should be motivated by providing a well-balanced reward
and benefit system. The purpose of this study is to identify the relationship
 between rewards (extrinsic and intrinsic) and their impact on employee
performance and actions to motivate the employees of Telecommunication
industry. The data was collected from 81 employees of different
telecommunication companies and was analyzed using mean values and
frequency percentage tables. The result concludes that, with the
advancement in the career path, income level and age intrinsic rewards
become the vital factor for the employee motivation. However,
organizations should consider for a more structured reward system that
considers both intrinsic and extrinsic rewards which in turn prospers high
performance culture in the telecom industry.
5. Muhammad Ibrar, A reward system is important for the employee
performance. As employee performance will be more effective to high
reward system. That how to be high performance is base high reward vice
versa. Job performance is also part of human resources management.
Performance is an important for the organization succession and achieving
the goals. There is so much changing occurring in the school education in
the world an every school has much relay on employee’s good performance.
Rewards are considered an important tool to check the employee’s
performance in every organization. Management use rewards for employees
motivations. So we can say that effective reward system attract new
employees for organization and motivate existing employees to perform
high levels. Employee’s good work is necessary to achieve the specific
goals. Employees give their good efforts for achieving goals and good effort
depends on rewards. In other words we can say that good rewards are most
important way to engage the employees with their work and with their
organization.
6. Schuler and Jackson (1996), the connection and relationship between
rewards, motivation and job satisfaction of employees have much
significance to success of both public and private sectors. Employees want
to get both types of rewards means financial and nonfinancial rewards.
Some employees of school prefer the financial rewards and other are
nonfinancial rewards that opportunity to take an important tasks and
projects, attention and encouragement of leadership. In this way employees
feel that they are being valued by the employers and also feel that the
company is seriously involved in employee’s career and development. So
these rewards contribute to improve the satisfaction level of workers,
different employees have different needs about rewards. Some employees
consider cash is sufficient to fulfill their needs and some others wants to
material incentives like car, house, and some prefer holidays and some
prefer nonmaterial incentives. Public sector employees much
 CHAPTER 3

3. RESEARCH METHODOLOGY

3.1 INTRODUCTION
 Research is an art of scientific investigation. Research as a careful
investigation or inquiry, specializes through search for new fact in any branch at
knowledge there is a need for a methodology to do research in all field of study
thus the research utilize the following method for conducting this study.

3.2 TITLE OF THE STUDY

A study on customer relationship management in Madavammal Coir Industry

at Palappallam.

3.3 SCOPE OF THE STUDY

 The study is intended to evaluate motivation of employees in the

organization.
 A good motivational program procedure is essential to achieve goal of the
organization. If efficient motivational program of employees are made not
only in this particular organization but also any other organization
 The organizations can achieve the efficiency also to develop a good
organizational culture.

3.4 OBJECTIVES OF THE STUDY

 To assess the relationship between reward and work motivation and job
satisfaction.
 To identify academic staffs’ and administrators’ perceptions about reward
and recognition.
 To find out challenges private tertiary institutions encounter in rewarding
and recognizing employees.

3.5 TYPE OF RESEARCH

 In this study research design is descriptive in nature descriptive research
involves survey of facts, findings and enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs as it exists at
present the main characteristics of this method of the research are that the
researcher has no control over the variables.

3.6 METHODS OF RESEARCH DESIGN

3.6.1 PRIMARY DATA

A questionnaire was used to conduct the whole survey to control the

response bias and to increase the reliability of the data, a structural pattern of
question was also used in the questionnaire. The advantage of this specified
construction of the questionnaire are being administrative simplicity and easy in
data processing analysis, and the interpretation. The questionnaire consist of
dichotomous and the multi choice question to allow as possibilities to be covered.
The question was asked directly to the consumer and in the direct disguised form
so as to avoid confusion and to get the best and reliable answer.

3.6.2 SECONDARY DATA

Secondary data’s are in the form of finished products as they have already
been treated statistically in some form or other. The secondary data mainly consist
of a data and information. The secondary data collected from records, company
websites and also discussion with the management of the organization. Secondary
data was also collected from journals, magazines and books.

3.7 SAMPLE SIZE

Sample size taken for this study is 50

3.8 SAMPLING METHOD

 A convenience sample is a type of non- probability sampling method
where the sample is taken from a group of people easy to contact or to reach. For
example, standing at a mall or a grocery store and asking people to answer
question would be an example of a convenience sample. this type of sample is also
known as grab sampling or availability sampling. there are no other criteria to the
sampling except that people be available and willing to participate. in addition ,
this type of sampling method does not require that a simple random sample is
generated, since the only criteria is whether the participants agree to participate.

3.9 TOOLS USED FOR ANALYSIS:

 Correlation analysis
 Percentage analysis
 ‘Chi square analysis

3.9.1 CORRELATION COEFFICIENT:

Correlation coefficient ,a measure of a strength of the linear

relationship between two variables that is defined in terms of the (sample)
covariance of the variables divided by their (sample) standard deviations.

3.9.2 PERCENTAGE ANALYSIS

Percentage analysis is a frequency distribution to display the data

that specifies the percentage of observation that exist for each data point or
grouping of data points. It is particularly useful method of expressing the relative
frequency of survey responses and other data. Many times, percentage frequency
distributions are displayed as tables and as pie chart.

3.9.3 CHI SQUARE ANALYSIS

 The chi square statistic is commonly used for testing relationship
between categorical variables. The null hypothesis of the chi square test is that no
relationship exist on the categorical variables in the population, they are
independent.

3.10 LIMITATION OF THE STUDY

 Some of the information given by the respondents may not be reliable (bias).
 The validity of the study depends on reliability of the primary data.
 Time constrain is unavoidable limitation of my study.
 CHAPTER 4

4. DATA ANALYSIS AND INTERPRETATION

The data collected from the responses to the questionnaire was tabulated and
appropriate statistically methods were applied to it. Frequency distribution of
various responses for each question was analyzed using chart. Analyse was done
by percentage analysis, chi square analysis, and correlation coefficient.
4.1AGE OF THE RESPONDENTS

Table 4.1 Age of the Respondents

Options No. of Respondents %

21-30 Years 15 30
 31-40 Years 15 30
41-50 Years 20 40
Total 50 100

Chart 4.1 Age of the Respondents

30%
40%
21-30
31-40
41-50

30%

INTERPRETATION:

The above Table 4.1 shows that, the 30% of the respondents are belongs to
the age group of 21-30 years, 30% of the respondents are belongs to the age group
of 31-40 years and remaining 40% of the respondents are belongs to the age group
of 41-50 years.

4.2 GENDER OF THE RESPONDENTS

Table 4.2 Gender of the Respondents

Options No. of Respondents %

Male 22 44
Female 28 56
 Total 50 100

Chart 4.2 Gender of the Respondents

Gender

Male
44%
Female
56%

INTERPRETATION:
The above Table 4.2 shows that, the 44% of the respondents are male and
remaining 56% of the respondents are female.

4.3INCOME OF THE RESPONDENTS

Table 4.3 Income of the Respondents

Options No. of Respondents %

Below 10000 16 32
 10500-20000 26 52
20500-30000 8 16
Total 50 100

Chart 4.3 Income of the Respondents

Income

16%
32% Below 10000
10500-20000
20500-30000

52%

INTERPRETATION

The above table 4.3 shows that, the 32% of the respondents are comes under
the income below 10000, 52% of the respondents are comes under the income
10500-20000 and the remaining 16% of the respondents are comes under the
income 20500-30000.

4.4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Table 4.4 Educational Qualification of the respondents

Education No. of Respondents %

S.S.L.C 26 52
H.S.C 18 36
 GRADUATE 6 12
Total 50 100

Chart 4.4 Educational Qualification of the respondents

Educational Qualification

12%

S.S.L.C
H.S.C
GRADUATE
52%
36%

INTERPRETATION

The above Table 4.4 shows that 52% respondent had their educational
qualification up to Secondary level, 36% respondent had their educational
qualification up to Higher secondary level and only 6% respondent had their
educational qualification up to graduate level.

4.5 NEEDS CLEARLY FULFILLED

Table 4.16 Needs clearly fulfilled

Options No. of Respondents %

Highly Satisfied 36 72
Satisfied 12 24
Neutral 2 4
Total 50 100
 Chart 4.16 Needs clearly fulfilled

Needs clearly fulfilled

4%

Highly Satisfied
24%
Satisfied
Neutral

72%

INTERPRETATION
The above table shows that, 72% of the respondents are highly satisfied with
the customer needs were clearly fulfilled, 24% of the respondents are satisfy with
the needs were clearly fulfilled, 4% of the customers are having neutral option.

4.6 FINANCIALLY RELATED REWARD SYSTEM

Table 4.18 Financially Related Reward Systems

Options No. of Employee response %

Strongly agree 32 64
Agree 10 20
Uncertain 5 10
Disagree 2 4
Strongly disagree 1 2
 Total 50 100
Chart 4.18 Financially Related Reward Systems

Financially Related Reward Systems

4% 2%

10% Strongly agree

Agree
Uncertain
Disagree
20% Strongly disagree
64%

INTERPRETATION
Above table shows that 64% respondent with strongly agree, 20%
respondent with agree, 10% respondent with uncertain,4% respondent with
disagree,2% respondent with strongly disagree.

4.7 WORKING CONDITIONS ARE CLEAN, PLEASANT & SAFE OF

RESPONDENT

Table 4.18 Working Conditions Are Clean, Pleasant & Safe of Respondent

Options No. of Employee response %

Strongly agree 40 80
Agree 8 16
Uncertain 2 4
Disagree 0 0
 Strongly disagree 0 0
Total 50 100
Chart 4.18 Working Conditions Are Clean, Pleasant & Safe of Respondent

Working Conditions Are Clean, Pleasant & Safe of

Respondent
4%

Strongly agree
16% Agree
Uncertain
Disagree
Strongly disagree

80%

INTERPRETATION
Above table shows that 80% respondent with strongly agree, 16%
respondent with agree, 4% respondent with uncertain, 0% respondent with
disagree, 0% respondent with strongly disagree.

4.8 WELFARE FACILITIES PROVIDED BY THE COMPANY

Table 4.18 Welfare Facilities Provided By the Company

Options No. of Employee response %

Strongly agree 37 74
Agree 8 16
Uncertain 1 2
Disagree 2 4
 Strongly disagree 2 4
Total 50 100
Chart 4.18 Welfare Facilities Provided By the Company

Welfare Facilities Provided By the Company

4% 4%
2%

Strongly agree
Agree
16% Uncertain
Disagree
Strongly disagree

74%

INTERPRETATION
Above table shows that 74% respondent with strongly agree, 16%
respondent with agree, 2% respondent with uncertain, 4% respondent with
disagree, 4% respondent with strongly disagree.

4.9 RELATION WITH MY SUPERIOR AND SUBORDINATES OF

RESPONDENT
Table 4.18 Relation with My Superior and Subordinates of Respondent

Options No. of Employee response %

Strongly agree 26 52
Agree 12 24
Uncertain 0 0
 Disagree 6 12
Strongly disagree 6 12
Total 50 100
Chart 4.18 Relation with My Superior and Subordinates of Respondent

Relation with My Superior and Subor-

dinates of Respondent

12% Strongly agree

Agree
Uncertain
12%
Disagree
52% Strongly disagree

24%

INTERPRETATION
Above table shows that 52% respondent with strongly agree, 24%
respondent with agree, 0% respondent with uncertain, 12% respondent with
disagree,12% respondent with strongly disagree.

4.10 SUPERVISOR TAKE INTEREST IN OUR PROBLEM, WELL BEING

FUTURE

Table 4.18 Supervisor Take Interest in Our Problem, Well Being Future

Options No. of Employee response %

Strongly agree 35 70
Agree 14 28
Uncertain 1 2
Disagree 0 0
 Strongly disagree 0 0
Total 50 100
Chart 4.18 Supervisor Take Interest in Our Problem, Well Being Future

Supervisor Take Interest in Our Problem, Well Be-

ing Future
2%

Strongly agree
Agree
28% Uncertain
Disagree
Strongly disagree

70%

INTERPRETATION
Above table shows that 70% respondent with strongly agree, 28%
respondent with agree, 2% respondent with uncertain, 0% respondent with
disagree, 0% respondent with strongly disagree.

4.11 Level of Agreeability on Employees believes that the reward have a

positive effect on performance

Table 4.18 Reward have a positive effect on performance

Options No. of Employee response %

Strongly agree 26 52
Agree 9 18
 Uncertain 13 26
Disagree 1 2
Strongly disagree 1 2
Total 50 100
Chart 4.18 Reward have a positive effect on performance

Reward have a positive effect on performance

2% 2%

Strongly agree
26% Agree
Uncertain
Disagree
52% Strongly disagree

18%

INTERPRETATION
Above table shows that 52% respondent with strongly agree, 18%
respondent with agree, 26% respondent with uncertain, 2% respondent with
disagree, 2% respondent with strongly disagree.

4.12 Level of Agreeability of the Employees about the need for the
improvement on Reward and Recognition System.

Table 4.18 Need for the improvement on Reward and Recognition System.

Options No. of Employee response %

Strongly agree 32 64
Agree 15 30
 Uncertain 1 2
Disagree 1 2
Strongly disagree 1 2
Total 50 100
Chart 4.18 Need for the improvement on Reward and Recognition System.

Need for the improvement on Reward and

Recognition System
2% 2% 2%
Strongly agree
Agree
Uncertain
30% Disagree
Strongly disagree

64%

INTERPRETATION
Above table shows that 64% respondent with strongly agree, 30%
respondent with agree, 2% respondent with uncertain, 2% respondent with
disagree, 2% respondent with strongly disagree.

4.13 Level of Agreeability of the employee on being motivated in the

organization

Table 4.18 The employee on being motivated in the organization

Options No. of Employee response %

Strongly agree 28 56
 Agree 19 38
Uncertain 0 0
Disagree 3 6
Strongly disagree 0 0
Total 50 100
Chart 4.18 the employee on being motivated in the organization

The employee on being motivated in the organiza-

tion

6%
Strongly agree
Agree
Uncertain
Disagree
38% Strongly disagree
56%

INTERPRETATION
Above table shows that 56% respondent with strongly agree, 38%
respondent with agree, 0% respondent with uncertain, 6% respondent with
disagree, 6% respondent with strongly disagree.

4.14 Level of Agreeability of the Employee that they feel positive commitment
and loyalty.

Table 4.18 Employee that they feel positive commitment and loyalty

Options No. of Employee response %

Strongly agree 42 84
 Agree 6 12
Uncertain 1 2
Disagree 1 2
Strongly disagree 0 0
Total 50 100
Chart 4.18 Employee that they feel positive commitment and loyalty

Employee that they feel positive commitment

and loyalty
2% 2%
Strongly agree
12% Agree
Uncertain
Disagree
Strongly disagree

84%

INTERPRETATION
Above table shows that 84% respondent with strongly agree, 12%
respondent with agree, 2% respondent with uncertain, 2% respondent with
disagree, 0% respondent with strongly disagree.

4.15 Should Labour productivity be the primary objective while designing

Rewards and recognition programmes in your organization

Table 4.18 Should Labour productivity be the primary objective while

designing Rewards and recognition programmes
 Options No. of Employee response %
Strongly agree 26 52
Agree 9 18
Uncertain 12 24
Disagree 2 4
Strongly disagree 1 2
Total 50 100
Chart 4.18 Should Labour productivity be the primary objective while
designing Rewards and recognition programmes

Should Labour productivity be the primary

objective while designing Rewards and
recognition programmes
4% 2% Strongly agree
Agree
Uncertain
24% Disagree
Strongly disagree
52%

18%

INTERPRETATION
Above table shows that 52% respondent with strongly agree, 18%
respondent with agree, 24% respondent with uncertain, 4% respondent with
disagree, 2% respondent with strongly disagree.

4.16 Is the current Rewards and recognition programmes adequate to

increase labour productivity
Table 4.18 Is the current Rewards and recognition programmes adequate to
increase labour productivity
 Options No. of Employee response %
Strongly agree 45 90
Agree 3 6
Uncertain 1 2
Disagree 0 0
Strongly disagree 1 2
Total 50 100
Chart 4.18 Is the current Rewards and recognition programmes adequate to
increase labour productivity

Is the current Rewards and recognition pro-

grammes adequate to increase labour productivity
2%
6%
2% Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

90%

INTERPRETATION
Above table shows that 90% respondent with strongly agree, 6% respondent
with agree, 2% respondent with uncertain, 0% respondent with disagree, 2%
respondent with strongly disagree.

4.17 Does Rewards and Recognition contribute to evaluation of labour

productivity in the organization?

Table 4.18 Does Rewards and Recognition contribute to evaluation of labour

productivity in the organization
 Options No. of Employee response %
Strongly agree 41 82
Agree 5 10
Uncertain 3 6
Disagree 2 4
Strongly disagree 1 2
Total 50 100
Chart 4.18 Does Rewards and Recognition contribute to evaluation of labour
productivity in the organization

Does Rewards and Recognition contribute to

evaluation of labour productivity in the or-
ganization
4% 2% Strongly agree
6% Agree
Uncertain
10% Disagree
Strongly disagree

79%

INTERPRETATION
Above table shows that 82% respondent with strongly agree, 10%
respondent with agree, 6% respondent with uncertain, 4% respondent with
disagree, 2% respondent with strongly disagree.

4.18 Does an increase in Rewards and Recognition Spending results in

increasing labour productivity

Table 4.18 Does an increase in Rewards and Recognition Spending results in

increasing labour productivity
 Options No. of Employee response %
Strongly agree 37 74
Agree 7 14
Uncertain 1 2
Disagree 2 4
Strongly disagree 3 6
Total 50 100
Chart 4.18 Does an increase in Rewards and Recognition Spending results in
increasing labour productivity

Does an increase in Rewards and Recogni-

tion Spending results in increasing labour
productivity
6% Strongly agree
4%
2% Agree
Uncertain
Disagree
14%
Strongly disagree

74%

INTERPRETATION
Above table shows that 74% respondent with strongly agree, 14%
respondent with agree, 2% respondent with uncertain, 4% respondent with
disagree, 6% respondent with strongly disagree.

4.19 Does increase recognition of creativity and innovation helps to enhance

labour productivity?
Table 4.18 Does increase recognition of creativity and innovation helps to
enhance labour productivity
 Options No. of Employee response %
Strongly agree 29 58
Agree 19 38
Uncertain 1 2
Disagree 1 2
Strongly disagree 0 0
Total 50 100
Chart 4.18 Does increase recognition of creativity and innovation helps to
enhance labour productivity

Does increase recognition of creativity and

innovation helps to enhance labour productiv-
ity
2% 2% Strongly agree
Agree
Uncertain
Disagree
38% Strongly disagree
58%

INTERPRETATION
Above table shows that 58% respondent with strongly agree, 38%
respondent with agree, 2% respondent with uncertain, 2% respondent with
disagree, 0% respondent with strongly disagree.

4.20 Does periodic evaluation of Rewards and Recognition programmes helps

to enhance effectiveness of labour productivity?
Table 4.18 Does periodic evaluation of Rewards and Recognition programmes
helps to enhance effectiveness of labour productivity
 Options No. of Employee response %
Strongly agree 24 48
Agree 10 20
Uncertain 11 22
Disagree 3 6
Strongly disagree 2 4
Total 50 100
Chart 4.18 Does periodic evaluation of Rewards and Recognition
programmes helps to enhance effectiveness of labour productivity

Does periodic evaluation of Rewards and

Recognition programmes helps to enhance ef-
fectiveness of labour productivity
6% 4% Strongly agree
Agree
Uncertain
Disagree
22%
48% Strongly disagree

20%

INTERPRETATION
Above table shows that 48% respondent with strongly agree, 20%
respondent with agree, 22% respondent with uncertain, 6% respondent with
disagree, 4% respondent with strongly disagree.

4.2 CORRELATION

Hypothesis:
H0: There is no significant relationship between the fulfilment of customer needs
and the loyalty of customer towards Madavammal Coir Industry.

H1: There is a significant relationship between the fulfilment of customer needs

and the loyalty of customer towards Madavammal Coir Industry.

Table 4.2.1

Correlation Between Fulfilment of Needs and Customer Loyalty

Correlations
Customer Need
Loyalty Fulfilled
Pearson 1 .120
Customer Correlation
Loyalty Sig. (2-tailed) .407
N 50 50
Pearson .120 1
Correlation
Need Fulfilled
Sig. (2-tailed) .407
N 50 50

 Correlation is significant at the 0.05 level (2-tailed)

INTERPRETATION:
The above Table 4.2.1 shows that, the correlation value is 0.120 and which
less than 0.96. So there is a significant relationship between the fulfilment of
customer needs and the loyalty of customer towards Madavammal Coir Industry.

4.3 CHI SQUARE TEST

AIM:
 To test significant relationship between the customer suggestion of
Madavammal Coir Industry to their friends/relatives and reason for suggestion.

Null hypothesis H0: There is a significant relationship between the customer

suggestion of Madavammal Coir Industry to their friends/relatives and reason for
suggestion.

Alternative hypothesis H1: There is no significant relationship between the

customer suggestion of Madavammal Coir Industry to their friends/relatives and
reason for suggestion.

Table 4.3.1 Suggest this showroom to your friends

Suggest this showroom to your friends

Observed Expected Residu
N N al
Yes 50 50.0 .0
Total 50a

a. This variable is constant. Chi-Square

Test cannot be performed.
Table 4.3.2 Reasons

Reasons
Observed Expected Residual
N N
Quick Response 12 12.5 -.5
Trust 26 12.5 13.5
Worthiness
Timely 8 12.5 -4.5
Response
Friendly 4 12.5 -8.5
Atmosphere
 Total 50

Table 4.3.3 Test statistics

Test Statistics
Reasons
Chi-Square 22.000a

Df 3
Asymp. Sig. .000

 0 cells (0.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 12.5.
INTERPRETATION:

The expected value is less than the level of significance. So that there is a
significant relationship between the customer suggestion of Madavammal Coir
Industry to their friends/relatives and reason for suggestion
 CHAPTER 5

[Link]

 Majority of the respondent, about54% belongs to the category of 31years

to40 years.
 It is found that 76% of the respondents are male.
 It is found that 80% of the respondents are under the income level 10500-
20000.
 98% of the respondents are come to know about the Madavammal Coir
Industry from their friends.
 98% of the respondents are satisfied the dealer communication .
 50% of the respondents are highly satisfied the staffs responsiveness
towards Madavammal Coir Industry
 54% of the respondents are highly satisfied the satisfaction level
 54% of the respondents are highly satisfied towards the behaviours of
service executives.
 54% of the respondents are highly satisfied with the financial facilities
provided by the Madavammal Coir Industry.
 86% of the respondents are highly satisfied the additional benefits provided
by the Madavammal Coir Industry.
 50% of the respondents are satisfied with the overall experience among
Madavammal Coir Industry.
 50% of the respondents are satisfied with the service time of the two
wheelers.
 90% of the respondents are get service for their two wheelers at once a
month.
 98% of the respondents are satisfied to get the periodical remainder from
the showroom.
 66% of the respondents are highly satisfied the level of loyalty towards
Madavammal Coir Industry.
 58% of the respondents are highly satisfied with their needs were
clearly fulfilled.
 64% of the respondents are highly satisfied to clarify their complaints.
 64% of the respondents are highly satisfied with the customization of
the product/service.
 68% of the respondents are highly satisfied after leaving their two
wheeler for service without any inconvenience factors.
 56% of the respondents are highly satisfied after sales/service
experience.
 90% of the respondents are say yes to shorting out the problems on
two wheelers.
 100% of the respondents are say yes to suggest the Madavammal Coir
Industry to their friends and relatives.
 52% of the respondents are suggest this showroom for the reason of
trust worthiness.
 CHAPTER 6

6.1 SUGGESTION
 In the madavammal coir industry employees feel that the salary structure is
very good but give amount is not satisfactory. 55%of the employees are
satisfied by their salary and increment, financial reward. as it is very low
rate
 The higher number of employees (85%) has given strongly agree. It means
in madavammal coir industry the belongingness employees are very good.
They have a good relationship with everyone.
 65% of employees are satisfied with recognition programs and performance
appraisal system. But 35%of the employee is still feeling that the
performance appraisal system and recognition programmer are not proper.
The higher numbers of employees have given positive response but still
there is scope for improvement.
 The HR department should make the job more challenging. Exciting and
meaningful by the factor like goal setting. Creative work. Job rotation. Skill
diversity.
 CHAPTER 7

7.1 CONCLUSION

Motivation is an aspect which covers almost all the employee from the
managing directors to his peon. The motivation is a live issue for all. Motivation is
psychological concept. Motivation is not a cause but rather the effect or result of
many going awry. Motivation drifters from person to person, industry to industry,
level of education age, nature of work etc. Motivation may be range from very
high to very low. By this study it is clear that various faction which influences
motivation and productivity of the employees each as Social Security measures,
welfare facilities, salary status, Bonus, heath condition, shift system and
recognition of work are getting much importance. Several approaches to
motivation are available. Early theories are too simplistic in their approach towards
motivation. To conclude employee motivation plays very important role in every
organization. Good employee motivation helps to success of the organization.
Unless an employee has poor motivation if always a possibility of employee
disharmony and also affect some thrumming of the organization. From the
financial and nonfinancial reward system make motivation in complete picture.
Form this we learn that how we applied the concept of motivation for the
progressive result of company

BIBLIOGRAPHY

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November 2010
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QUESTIONNAIRE

As a part of my dissertation, I am conducting a research on motivation. This

questionnaire is part of the research project & I solicit your co-operation for the
same. I assure that the information will be used for academic purpose only and
shall be kept confidential.

1) Name :

(2) Sex : male [ ] female [ ]

(3) Age :

(4) Designation :

(5) Education :

a. Sslc [ ]

b. Hsc [ ]

c. Graduate [ ]

d. Post graduate [ ]

e. Other [ ]

(6) Work on span:

a. 1 to 5 years [ ]
b. 6 to 10 years [ ]
c. 11 to 15 years [ ]
d. More than 15 years [ ]

(7) I am satisfied with the present salary and increment given to me.

a. Strongly agree [ ]
b. Agree [ ]
 c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(8) I think that financial or financially related reward system in my organization is

fair and satisfactory.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(9) I feel that working conditions are clean, pleasant & safe in my organization.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(10) I feel that my welfare facilities provided by the company are adequate and
provide satisfaction to me.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(11) I am aware with policies and procedures to the company and I find that
satisfactory.

a. Strongly agree [ ]
 b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(12) My relation with my superior peers and subordinates are good.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(13) Supervisors take interest in our problem, well being and feature.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(14) I enjoy setting and achieving challenging goal.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(15) I am recognized and praised for my good performance.

a. Strongly agree [ ]
 b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(16) There is a clear and effective system of performance appraisal & career
development.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(17) I feel that my job has enough learning opportunities which will help me in
career advancement.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(18) I think there are right opportunities in this organization for my personal
growth and promotion.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]
(19) My organization helps me in all possible way to know my abilities,
capabilities, present performance and prospect for improvement.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(20) In our organization we are a given a chance to our present our ideas & the
same is given due weight age in decision making.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(21) The management of our calls for active participation of the employees in the
day to day functions of the organization.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(22)The prestige of my organization outside company is good.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
 e. Strongly disagree [ ]

(23) I feel that I am getting maximum pleasure from my work.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(24) I feel that the added authority and responsibility to present job will be more
interesting and rewarding.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]

(25) Delegation of authority to encourage juniors is quite common in my

organization.

a. Strongly agree [ ]
b. Agree [ ]
c. Uncertain [ ]
d. Disagree [ ]
e. Strongly disagree [ ]