A STUDY ON ROLE OF LEADERSHIP IN WORK FOR CEAT

P S AUTOMOTIVE, CHENNAI
A Group Project Report Submitted in Partial Fulfillment the Requirements for the Award of
Degree
In

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by

MAHIRA (21101243)
SUGANYA .B (21101222)
MUKESH KUMAR .P (21101202)

Under the guidance of

Dr. HARIHARA SHANMUGAM A R MBA., Ph.D.,
Assistant Professor
Department of Bachelor of Business Administration

VELSINSTITUTEOFSCIENCE,TECHNOLOGY &ADVANCEDSTUDIES VISTAS

[Link]
VAITHIYALINGAMROAD,PALLAVARAM, CHENNAI-600
00117

2023 - 2024
 CERTIFICATE

This is to certify that the project work titled “A STUDY ON EMPLOYEE

MOTIVATION TOWARDS IN TRAC FUJICO [Link]” is a bonafide
record work carried out by Mahira (21101243), Suganya B (21101222),
MukeshKumar P (21101202), of Department of Business Administration, Vels
Institute Of Science, Technology & Advanced Studies (VISTAS) which is submitted
in fulfillment for the award of degree of Bachelor of Business Administration during the
academic year 2024 under our guidance.

PROJECT GUIDE HEAD OF THE DEPARTMENT

(Dr. HARIHARA SHANMUGAM A R) (Dr.P. MURUGAN)

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

I do hereby declare that the project titled “A STUDY ON ROLE OF

LEADERSHIP IN WORKFORCE AT P S AUTOMOTIVE, CHENNAI ”
submitted to the department of Business Administration, VELS INSTITUTE OF
SCIENCE, TECHNOLOGY AND ADVANCED STUDIES (VISTAS), for
the partial fulfillment of the bachelor degree in Business Administration is a
faithful record of bonafide and the original research work carried out by me under
the guidance and supervision of Dr. HARIHARA SHANMUGAM A R Assistant
Professor, Department of Business Administration, VELS INSTITUTE OF
SCIENCE, TECHNOLOGY AND ADVANCED STUDIES, CHENNAI.

Place: Chennai Mahira (21101243)

Date: Suganya B (21101222)
MukeshKumar P (21101202)
 ACKNOWLEDGEMENT

I am very much grateful to our Chancellor- Dr. Ishari K Ganesh, Our Pro-Chancellor
(P &D) - Dr. A JothiMurugan, our Pro Chancellor (Academics)-Dr. Arthi K
Ganesh and Ms. Preethaa Ganesh-Vice President Vels Group for giving us an
opportunity to study and for their encouragement throughout all our efforts during the
program.

I would like to express my gratitude to our Vice Chancellor- Dr. S. Sriman Narayanan,
Our Registrar- Dr. P. Saravanan, [Link], Pro Vice Chancellor and Dr. A.
Udayakumar, Controller of Examinations for their entire endeavour in educating us in
this esteemed organisation.

I wish to express my gratefulness to Dr. P. R. Ramakrishnan, Dean- School of

Management Studies, and Commerce for his encouragement and guidance during the internship.
I would like to thank Dr. P. MURUGAN - Professor & Head, Department of Business
Administration, for nurturing with a conductive environment and for his professional
insights and updates to complete my project successfully.

I wish to express my humble thanks to Dr. HARIHARA SHANMUGAM A R,

Assistant Professor - School of Management Studies, VISTAS, for his guidance during
the project and to all the faculty members, who mentored and made us learn about
managing ourselves and business organisations.

NAME OF THE STUDENT: Mahira

(21101243)

NAME OF THE STUDENT: Suganya B

(21101222)

NAME OF THE STUDENT: Mukesh Kumar P

(21101202)
 TABLE OF CONTENTS

PAGE NO
CHAPTER CONTENTS

LIST OF TABLES

LIST OF CHARTS

1 INTRODUCTION

1.1 Introduction to the topic 1

1.2 Industry profile 16

1.3 Company profile 17

1.4 Identified problem 19

1.5 Objective of the study 20

1.6 Need for the study 21

1.7 Scope of the study 22

1.8 Limitations of the study 24

2 REVIEW OF LITERATURE 25

3 RESEARCH METHODOLOGY 27

3.1 Definition of research 27

3.2 Research design 27

3.3 Data collection 28

3.4 Tools used for data collection 28

3.5 Tools used for data analysis 28

4 DATA ANALYSIS AND INTERPRETION 29

5 CONCLUSION 53

5.1 Findings, Suggestions and Conclusion 53

5.2 Suggestions and recommendations 55

5.3 Directions for future research 56

5.4 Conclusion 58

APPENDIX 59

Questionnaire 62

Bibliography 65
 LIST OF TABLES

[Link] TITLE PAGE NO

1 Demographic profile of respondents 29

2 Employee motivation 32

3 Work performance 34

4 Job goals 36
5 Career development 38
6 Working condition 40
7 Job Security 42
8 Promotion 44
9 Rewards 46
10 Benefits 48
11 Correlations 50
12 Regression 52
 LIST OF CHARTS

[Link] TITLE PAGE NO

1 Demographic profile of respondents 31
2 Employee motivation 33
3 Work performance 35
4 Job goals 37
5 Career development 39
6 Working condition 41
7 Job Security 43
8 Promotion 45
9 Rewards 47
10 Benefits 49
 ABSTRACT

Employee motivation is a critical factor influencing organizational

success and performance. This study delves into understanding the intricacies of
motivation among employees at TRAC Fujico Pvt. Ltd, a leading player in the
sector. Utilizing a mixed-methods approach, data was gathered through surveys,
interviews, and observations to comprehensively analyze the motivational drivers
and challenges within the organization.

The findings reveal multifaceted aspects influencing employee

motivation, including intrinsic factors such as job satisfaction, recognition, and
career advancement opportunities, as well as extrinsic factors such as
compensation and benefits. Moreover, the study identifies the significance of
organizational culture, leadership styles, and employee engagement initiatives in
fostering a motivational work environment.

Furthermore, the research uncovers potential areas for improvement,

highlighting the need for tailored motivational strategies aligned with the diverse
needs and preferences of TRAC Fujico Pvt. Ltd's workforce. Recommendations
include the implementation of performance-based incentives, fostering transparent
communication channels, and nurturing a culture of continuous learning and
development.

Ultimately, this study contributes to the existing literature on employee

motivation by providing actionable insights specific to TRAC Fujico Pvt. Ltd,
while also offering valuable implications for organizations aiming to enhance
employee motivation and overall organizational performance.
 CHAPTER – I
INTRODUCTION

1.1 Introduction
Motivation constitutes a central element when going through the process of human
learning. If the organization does not possess the ability to motivate its employees, the
knowledge within the organization is not practically used to a maximum. Therefore, it
becomes the aim of every learning organization to find the factors that enable it to motivate
its employees to continuous learning and to take advantage of this knowledge to ensure its
living.

Barton and Martin (1998) have classified the major theories in motivation into three
categories, needs theory, cognitive theory, and reinforcement theory.
The most popular needs theory is owing to Abraham Maslow (Maslow, 1970) and it is
known as Maslow’s motivation theory of hierarchical needs. The hierarchy includes five
basic levels of needs, which should be satisfied consecutively.
Individuals are concerned not only with the absolute amount of rewards they receive for
their efforts, but also with the relationship of this amount to what others receive. Based on
one’s inputs, such as effort, experience, education, and competence, one can compare
outcomes such as pay, recognition and other factors. When people perceive an imbalance
in their outcome-input ratio relative to others, tension is created.
The goals should be specific and measurable, challenging but attainable, relevant to the
organization and must be accomplished within a specific period of time. It is usually
considered as a powerful motivational tool. Public employee perceptions of weak
relationship between reward and performance, greater procedural constraints and goal
ambiguity may have a determined effect on their work motivation. The frustration may
develop from dissatisfaction which prevents staff from doing a good job, including poor
timetable organization, inadequate maintenance of educational equipment, or too
[Link] constitutes a central element when going through the process of human
learning. If the organization does not possess the ability to motivate its employees, the
knowledge within the organization is not practically used to a maximum.

Therefore, it becomes the aim of every learning organization to find the factors that enable
it to motivate its employees to continuous learning and to take advantage of this knowledge
to ensure its living. Barton and Martin (1998) have classified the major theories in
motivation into three categories, needs theory, cognitive theory, and reinforcement theory.
The most popular needs theory is owing to Abraham Maslow (Maslow, 1970) and it is

1
known as Maslow’s motivation theory of hierarchical needs. The hierarchy includes five
basic levels of needs, which should be satisfied consecutively.

Individuals are concerned not only with the absolute amount of rewards they receive for
their efforts, but also with the relationship of this amount to what others receive. Based on
one’s inputs, such as effort, experience, education, and competence, one can compare
outcomes such as pay, recognition and other factors. When people perceive an imbalance
in their outcome-input ratio relative to others, tension is created. The goals should be
specific and measurable, challenging but attainable, relevant to the organization and must
be accomplished within a specific period of time. It is usually considered as a powerful
motivational tool. Public employee perceptions of weak relationship between reward and
performance, greater procedural constraints and goal ambiguity may have a determined
effect on their work motivation. The frustration may develop from dissatisfaction which
prevents staff from doing a good job, including poor timetable organization, inadequate
maintenance of educational equipment, or too many.
assorted demands on their time. It was found that good pay and recognition were the
mosteffective motivator but on the other hand, benefits, working environment, co-workers
also have effects on motivation but not as strong as the previous two. The programs adopted
are job security, performance-based appraisal system, extrinsic recognition through
employee suggestion system, giving performance feedback, training in problem solving,
etc to improve the motivation of employees.
The female entrepreneurs are motivated to undertake entrepreneurship mainly by factors
that relate to economic reasons and self-fulfilment, including the needs for creativity,
autonomy, and independence. The younger executives working in the public sector have
higher level of career motivation and are striving to attain additional responsibility and
authority in workassignment, while senior executives are concerned with holding their
previous accomplishment and competence in their occupational role.
The more the ambiguity and uncertainty exist, in the government offices, the lesser is the
level of career motivation. The three factors, monetary incentive, human resource
development, and job autonomy that play as motivators to the knowledge workers working
in the financial sector. The motivation to learn in training was found to be significantly and
positively related with affective, narrative, and overall organizational commitment
If an employee lacks skill, appropriate training can be employed. If there is an
Environmental problem, altering the environment to promote higher performance is the
Key. However, if motivation is the problem, the solution is more complex and more
Challenging. For motivational problems, the best source of information is the employee
himself/herself. Employees must be asked on a regular basis what sparks and sustains their
desire to work. Their responses may lead the employer to redesign jobs, increase.

2
AN OVERVIEW OF EMPLOYEE MOTIVATION

“Motivation refers to the way in which urges, drives, desires, aspirations, strives, or
needs direct, control or explain the behaviour of human beings”.

Motivation can be defined in a variety of ways, depending on whom you ask. If you
ask someone on the street, you may get a response like, ‘’it’s what drives us’’ or
‘’motivation is what makes us to do the things we do.’’ As far as a formal definition,
motivation can be defined as ‘’forces within in an individual that account for the level,
direction, and persistence of effort expended at work,’’ according to schemer horn, et
al. This is an excellent working definition for use in business.

In order to understand the concept of motivation, we have to examine three terms: motive,
motivating and motivation and their relationship. Motive Based on the Latin word mover,
motive (need) has been defined as follow; “a motive is an inner state that energies, actives,
or moves (hence motivation), and that directs behaviour towards goals”.

Motivating
Motivation is the term which implies that one person in the organization context, a
manager, induces anther, say employee to engage in action (work behaviour) by ensuring
that a channel to satisfy the motive become available and accessible to the individual in
addition To channelize the strongest motive in a direction that is satisfying both the
organization and the employee, the manger can also active the latest motivation in
invidious and harness them in a manner that would function for the organization.
Motivation While a motive of engineer of action, motivation is the canalization and
activation of motive, motivation is the work behaviour itself. Motivation depends on
motives and motivating therefore, it becomes a complex process.

3
Nature of motivating Based on the definition of motivation, we can derive its nature
relevant for human behaviour in organization. The following characteristics of motivation
clarify its nature: Based on motive Motivation is based on the individual’s motives which
are internal to the individuals.

These motives are in the form of feelings that the individual lacks something. In order to
overcome this feeling of laziness, the employee tries to behave in a manner which helps in
overcoming this feeling. Affected by motivating Motivation is affected by the way the
individual is motivated. The act of motivating channelizes needs satisfaction.

Besides, it can also activate the latent needs at Motivating Activating needs and Providing
need satisfaction Motive Engagement in work Behaviour Motivation Needs in the
individual, that is, the needs that are less strong and somewhat dormant, and harness them
in a manner that would be functional for the organization. Goal-directed behaviour
Motivation leads to goal directed behaviour. A goal-directed behaviour is one which
satisfies the causes for which behaviour take place.

Motivation has profound influence on human behaviour; in the organizational

requirements. Related to satisfaction Motivation is related to satisfaction. Satisfaction
refers to the contentment experiences of an individual which he drives out of need
fulfilment. Thus, satisfaction is a consequence of rewards and punishments associated with
the past experiences. It provides means to analyse outcomes already experienced by
individual. Persons motivated in totality A person is motivated in totality and not in part.

4
Each individual in the organization is a self-contained unit and his needs are interrelated.
These affect his behaviour in different ways. Moreover, feelings of needs and their
satisfaction is a continuous process. As such, these create continuity in behaviour.

Complex process
Motivation is a complex process; complexity emerges because of the nature of needs and
the type of behaviour that is attempted to satisfy those needs. These generate complexity
in motivation process in the following ways. 21

✔ Needs are internal feelings of individuals and sometimes even they, may not be quite
aware about their needs and the priority of these. Thus, understanding of human needs and
providing means for their satisfaction becomes difficult.

✔ Even if needs are identified, the problem is not over here as a particular need may result
into different behaviours from different behaviours from different result into different
behaviours from different needs of individuals because of their differences. For example,
the need for promotion may be uniform for different individuals may not engage in similar
type of behaviour; they may adopt different routes to satisfy their promotion needs.

✔ A particular behaviour may emerge not only because of the specific need but it may be
because of a variety of needs. For example, hard work in the organization may be due to
the need for earning more money to satisfy psychological needs, or to enjoy the
performance of work itself and money becomes secondary, or to get recognition as a hard-
working person.

✔ Goal directed behaviour may lead to goal attainment. There may be many cons buses in
situation which may restring the goal attainment of goal directed behaviour. This may lead
to frustration in an individual creating lot of problems. Motivation and behaviour
Motivation causes goal- directed behaviour. Felling of a need by an individual generates a
feeling that he lacks something.

This lack of something creates tension in the pin of the individual. Since the tension is not
an ideal state of mind, the individual tries to overcome this by engaging himself in a
behaviour through which he satisfies his needs.

5
Goal – directed behavior
leads to goal fulfilment and the individual succeeds in fulfilling his needs and there by
overcoming his tension in the favourable environment. Satisfaction is one need leads to
feeling of another need, either same need after the lapse of certain time or different need
and goal – directed behaviour goes on. Thus, goal – directed behaviour is a continuous
process.

Motivation and performance

Motivation is necessary for work performance because if people do not feel inclined to
engage themselves in work behaviour, they will not put in necessary efforts to perform
well. However, performance of an individual in the organization depends on a variety of
factors besides motivation.
Therefore, it is desirable to identify various factors which affect individual performance
and the role that motivation plays.

Factors of motivation
i. Financial factors

ii. Non- financial factors Financial factors

⮚ Rewards
⮚ Benefits

⮚ Promotion Non-financial factors

⮚ Job security

⮚ Career development
⮚ Working condition 23

⮚ Job goals

The importance of motivation in an organization may be summed up as follows:

High performance level

Motivated employees put together performance as compared to other employees. In a study

it was found that motivated employees worked at close 80-90% of their ability. The further
6
suggested that hourly employees could maintain their jobs, if they were not fired, by
working approximately 20to30% of their ability. The high performance is a must for an
organization being successful and this performance comes by motivation.

Low employee turnover and absenteeism

Motivated employees stay in the organization and their absenteeism is quite low. High
turnover and absenteeism create many problems in the organization. Recruiting, training
and developing large number of new personnel into a working team take years.

In a competitive economy, this is almost an impossible task. Moreover, this also effects the
reputation of the organization unfavourably.

Acceptance of organizational changes

Organizations are created in the society. Because of changes in the society changes in
technology, value system etc., and organization has to incorporate those things to come up
with the requirement of the time. When these changes are introduced in the organization,
there is a tendency to a resist these changes by the employees. However, if they are properly
motivated, they accept, introduce and implement these changes keeping the organization
on the right track of progress.

7
Empowerment

Empowerment is the process of enabling or authorizing an individual to think, behaves,

take action, and control work and decision making in autonomous ways. It is the state of
feeling self-empowered to take control of one’s own destiny. Empowerment rules as a
development strategy.

Along with motivation job design, empowerment is also used as a technique for motivation.
Most of work organizations have a number of employees who believe that they are
dependent on others and their own efforts have little impact on the performance. Sense of
this powerless creates frustration in employees and they start developing feeling that they
cannot perform successfully or make meaningful contributions. In order to overcome this
feeling of employees and involving them in their jobs, the idea of empowerment has been
introduced. The basic those of empowerment have emerged from

the proponents of total quality management (TQM) which has gained acceptance
throughout the world.

McClelland’s need theory

Another well-known need-based theory of motivation, as opposed to hierarchy of needs of

satisfaction-dissatisfaction, is the theory developed by McClelland and his associates’.
McClelland developed his theory based on Henry Murray’s developed long list of motives
and manifest needs used in his early studies of personality. McClelland’s need-theory is
closely associated with learning theory, because he believed that needs are learned or
acquired by the kinds of events people experienced in their environment and culture.

He found that people who acquire a particular need behave differently from those who do
not have. His theory focuses on Murray’s three needs; achievement, power and affiliation.

8
Need for achievement

This is the drive to excel, to achieve in relation to a set of standards, and to strive to succeed.
In other words, need for achievement is a behaviour directed toward competition with a
standard of excellence. McClelland found that people with a high need for achievement
perform better than those with a moderate or low need for achievement, and noted regional
/ national differences in achievement motivation

the proponents of total quality management (TQM) which has gained acceptance
throughout the world.

9
McClelland’s need theory

Another well-known need-based theory of motivation, as opposed to hierarchy of needs of

satisfaction-dissatisfaction, is the theory developed by McClelland and his associates’.
McClelland developed his theory based on Henry Murray’s developed long list of motives
and manifest needs used in his early studies of personality. McClelland’s need-theory is
closely associated with learning theory, because he believed that needs are learned or
acquired by the kinds of events people experienced in their environment and culture.

He found that people who acquire a particular need behave differently from those who do
not have. His theory focuses on Murray’s three needs; achievement, power and affiliation.

Need for achievement

This is the drive to excel, to achieve in relation to a set of standards, and to strive to succeed.
In other words, need for achievement is a behaviour directed toward competition with a
standard of excellence. McClelland found that people with a high need for achievement
perform better than those with a moderate or low need for achievement, and noted regional
/ national differences in achievement motivation.

McClelland identified the following three characteristics of high-need achievers:

✔ High-need achievers have a strong desire to assume personal responsibility for

performing a task for finding a solution to a problem.

✔ High-need achievers tend to set moderately difficult goals and take calculated risks.

✔ High-need achievers have a strong desire for performance feedba

10
Need for power

The need for power is concerned with making an impact on others, the desire to influence
others, the urge to change people, and the desire to make a difference in life. People with
a high need for power are people who like to be in control of people and events. This results
in ultimate satisfaction to men.

People who have a high need for power are characterized by,

✔ A desire to influence and direct somebody else.

✔ A desire to exercise control over others.

✔ A concern for maintaining leader-follower relations.

Need for affiliation

The need for affiliation is defined as a desire to establish and maintain friendly and warm
relations with other people’. The need for affiliation, in many ways, is similar to Maslow’s
social needs.
The people with high need for affiliation have these characteristics,

They have a strong desire for acceptance and approval from others.

✔ They tend to conform to the wishes of those people whose friendship and companionship
they value.

✔ They value the feelings of others.

11
 Maslow HerzbergMcClelland

The work itself: Need for

Self- Responsibility
Low

Motivational factors
Growth achievement
actualisation
order
Advancement
Esteem
need Achievement
Socialization Recognition
s Need for power

Quality of
Safety
order

interpersonal
Security relationship Need for affiliation
Psychological Job security
needs
High

Working condition
Salary
Hygiene factors

The chart shows the parallel relationship between the needs in each of the theories. Maslow
refers to higher- lower order needs, whereas Herzberg refers to motivation and hygiene
factors.

12
McGregor’s participation theory

Douglas McGregor formulated two distinct views of human being based on participation
of workers. The first basically negative, labelled Theory X, and the other basically positive,
labelled Theory Y

13
Theory X is based on the following assumptions,

✔ People are by nature indolent. That is, they like to work as little as possible.

✔ People lack ambition, dislike responsibility, and prefer to be directed by others.

✔ People are inherently self-centred and indifferent to organisational needs and goals.

✔ People are generally gullible and not very sharp and bright.

On the contrary, Theory Y assumes that,

✔ People are not by nature passive or resistant to organisational goals.

✔ They want to assume responsibility.

✔ They want their organisation to succeed.

✔ People are capable of directing their own behaviour.

✔ They have need for achievement.

14
McGregor tried to dramatize through his theory X and Y is to outline the extremes to draw
the fencing within which the organisational man is usually seen to behave. The fact remains
that no organisational man would actually belong either to theory X or theory Y. In reality,
he/she shares the traits of both. What actually happens is that man swings from one set or
properties to the other with changes in his mood and motives in changing. environment.

15
1.1 Industry profile

TRAC FUJICO has its name among the Top Ten HVAC Contractors in India who
undertake Mega Projects for various HVAC applications with design expertise. We have
been thriving in the industry with a strong reputation by consistently doing a variety of
projects for more than 27 years. TRAC FUJICO had played an integral part in the building
of the first GreenBuilding project in India, the Platinum rated building which also gained
the "LEEDS" certification is located in GBC, Hyderabad.

The HVAC project we executed for Olympia Tech Park, an IT Complex of 12 [Link].
area, is one amongst the Biggest Green Buildings in India to get the Golden LEED
certification. Ours are the magic hands behind the designing and building of 1120 TR Air
Conditioning System for TCS, Chennai A spray pond system in lieu of Cooling tower for
400 TR AC Load was designed for Xansa India Limited (Currently Known as Steria India
Limited) which is comparatively very few of this kind in India.

We have executed a Highly Critical Ventilation System to store Radiation waste forAtomic
Energy Generation using -10mm Negative Pressure @ Kalpakkam We had been a part of
First Fitout Green Building Project for ABN AMRO @ Chennai We are obliged to our
clients who keep coming back to us with larger orders which include XANSA, HEWLETT
PACKARD, TCS, KHIVRAJ TECH PARK,VERIZON, ABN AMRO, HEWITT, SHELL,
BARCLAYS, IGCAR, CTS, SAI MIRRA, MADRAS MEDICAL MISSION, NTPC,
VALUE LABS, ALEXANDRIA, IITM, SUTHURLAND, and so on

16
1.3 COMPANY PROFILE

TRAC FUJICO AIR SYSTEMS LLP is the Turnkey HVAC Contracting

Companyestablished in 1989. The team who has been around for more than two decades
in the field is insured as to provide you the best Cooling & Comfort system ever with
utmost care. This is a professional association with the latest energy efficient models of
design packages, software and equipments for the Design, Engineering, Procurement,
Planning, Installation, Testing & Commissioning of Air conditioning & Ventilation
systems of all ranges in Industrial, Commercial and Residential areas as a Perfect Solution
Providers We have a full-fledged infrastructure with well-trained technical and commercial
workforce for the timely execution of projects of any magnitude.

We are preferred by people for the prompt after sales services we render. Our knowledge
about the architectural concepts and eminent solutions for both the interior and the exterior
restores your comfort system beyond limits. We follow clearly defined, comprehensive and
highly formalized policies at TRACFUJICO to provide Quality Service to our Customers.
Our execution process can be explained precisely in four steps: Documentation and
feedback We set and achieve the targets entrusted with us by our clients through our
incomparableattitude and commitment.

The key to our success remain in these positive elements:

Focus on Clients' requirements Innovative, Cost-effective & On-Time Services Consistent
on Quality Improvments Building a team of motivated, competent & innovative individuals
thru' ContinuousTraining & Developments & other initiatives Motivated and well trained
resources working round the clock Amicable atmosphere for the employees to work in
Continuous evaluation of the market to explore challenging areas of operation.

Safety, Health & Environment

Policy TRAC FUJICO is committed to ensuring the health and safety of all its employees
and contractors at the workplace. We aim to eliminate accidents and ailments at the work
sites. The operations of the company are assessed and planned to minimize the impact on
the surrounding. The company fully complies with the applicable "Environmental and
Occupational Health and Safety Legislation and Regulations" The EHS Policy has been
implemented in all our project locations. We meet the International standard norms by
providing the required information, instruction, training and supervision while also
17
allocating adequate resources to comply with the applicable laws, local EHS regulations
and requirements of the site condition We motivate employees to conduct their activities
in a safe & environmentally responsible manner. Furthermore, we periodically report to
the executive operation management about the EHS performance of our operations.
Objectives and targets are setwithin the organization to measure the progress of the
company.

Business Ethics

Firmly establish the highest respect for the heating, ventilation and air
conditioningcontracting (HVAC) profession; Comply with all laws, regulations and
ordinances concerned with the HVAC industry andbusiness operations endorsed by
governments; Design, install and repair heating, ventilation and air conditioning systems
in accordancewith accepted industry norms; Adopt proper equipments to assure customers
of safe and steady performance; Ensure quality, honesty and integrity in business practices,
including sales, advertising,installations and service of HVAC systems; Advocate a
respectable and well-identified space of business commensurate with highstandards of the
industry; Increase the efficiency of the industry by encouraging constant refinement and
training ofemployees; Maintain high quality service and foster long-term relationships with
customers; Stimulate business development to provide high-level services to end-users;
Implement responsible equipment management (REM) by ensuring all equipment
isdeactivated and unloaded off in an environmentally sound manner; Uphold the virtue and
status of the business without engaging in any practices that couldbring dishonour to the
industry; Employment Policy Our Code of Ethics equally applies to all employees; We
adhere to the rules and regulations irrespective of where we conduct our business; We
enforce the law that prohibits the employment of children below 18 years of age
inhazardous processes. We oppose corruption of any kind; We are against engaging in
insider trading; We ensure that our records are valid, comprehensive and retained in
accordance with thelaws and industry practices; We utilize the resources of the company
such as email, internet, telephones andcomputers responsibly and virtuously; We act in the
best interest of the company and spend its money solely for its businesspurposes; We
pledge to provide safe and quality products and services;We do not conceal risks and faults;
We protect the privacy of all the employees; We value freedom of association and abide
by the rules and regulations on working hoursand remuneration; We do not employ
unethical means to compete in the market; We safeguard the health and safety of our team
members; We support the fellow members in realizing their potential; We protect the
confidential information of the company and that of our competitors; We give due regard
to the safety of the environment while carrying out our profession
18
Organization structure

1.4 Identified Problem

1. Measurement and Assessment: Many studies rely on self-reported measures of
motivation, which can be subjective and prone to biases. Research could focus on
developing more objective measures or combining multiple assessment methods
for a comprehensive understanding of employee motivation.
2. Cross-cultural Differences: Motivation can vary greatly across different cultural
contexts. Investigating how cultural factors influence motivational strategies and
their effectiveness in diverse workplaces could provide valuable insights.

3. Technology and Remote Work: With the rise of remote work and digital platforms,
there's a need to explore how technology impacts employee motivation. Research
could examine the effects of virtual communication, flexible work arrangements,
and digital tools on motivation levels.

4. Generational Dynamics: Different generations have unique values, expectations,

and preferences regarding motivation in the workplace. Understanding how
motivational strategies can be tailored to accommodate different generational
cohorts (e.g., Millennials, Gen Z, Baby Boomers) could be a fruitful area of study.
5. Psychological Well-being: Employee motivation is closely linked to psychological
well-being. Research could explore the relationship between motivation and factors
such as job satisfaction, work-life balance, stress, and burnout, and how

19
 organizations can foster environments conducive to positive mental health and
motivation.

6. Leadership Styles: Investigating the impact of different leadership styles on

employee motivation could provide valuable insights for organizational
management. Research might explore the effectiveness of transformational,
transactional, or servant leadership approaches in motivating employees.
7. Intrinsic vs. Extrinsic Motivation: While both intrinsic (internal) and extrinsic
(external) motivations play a role in employee engagement, the balance between
the two and their relative effectiveness may vary across individuals and contexts.
Research could delve into how organizations can effectively leverage both types of
motivation to maximize employee engagement and performance.
8. Employee Voice and Empowerment: Empowering employees by giving them a
voice in decision-making processes and providing opportunities for autonomy and
self-direction can be powerful motivators. Research could explore the relationship
between employee empowerment, motivation, and organizational outcomes.
9. Motivation in Non-traditional Work Arrangements: With the gig economy
expanding, there's a need to understand how motivational strategies apply to
freelancers, independent contractors, and temporary workers. Research could
explore unique challenges and opportunities for motivating individuals in non-
traditional employment arrangements.
10. Long-term Sustainability: Effective motivation strategies should not only drive
short-term performance but also contribute to long-term sustainability and
organizational success. Research could investigate the durability and long-term
effects of different motivational interventions and practices.

1.5 Objectives of the study

 To study the employee motivation in TRAC FUJICO PVT LTD.

 To know the employee benefits, provide by the organization.

 To identify the various factors affecting and influencing the motivational level.

 To analyze the overall employee growth and career development.

 To suggest effective measures to improve the motivation level.

20
1.6 Need for the study

Motivation is an important function of the management to motivate the people working in

the organization to perform the work assigned to them effectively and efficiently. The
management has to understand the human behaviour if it has to provide maximum
motivation to the personnel. The need and role of motivation is to develop and intensify
the desire in every member of organization. The main aim of this study is to find out the
employee motivation in TRAC FUJICO AIR SYSTEMS LLP Chennai as motivation is an
important factor which increases the desire willingness in employees to apply their great
potentialities for the achievement of goals. Scope of the study It is always essential for a
concern to access its strategies and reshape its destiny. It is necessary for every organization
to study the different aspects that effects theorganization development. Every study has a
clear and specific scope. The scope of this study is limited to TRAC FUJICO AIR
SYSTEMS LLP In this survey, the emphasis ison the motivation of employees. The scope
of study involves the preparation of questionnaire and data of the company.

21
1.7 Scope of the Study

1. Motivational Theories: Investigate various theories of motivation such as Maslow's

Hierarchy of Needs, Herzberg's Two-Factor Theory, Expectancy Theory, Equity
Theory, and Self-Determination Theory. Analyze their applicability in different
organizational contexts and their effectiveness in explaining and improving
employee motivation.

2. Motivational Strategies: Examine different motivational strategies and techniques

implemented by organizations, such as financial incentives, recognition and
rewards programs, career development opportunities, job enrichment, flexible work
arrangements, and organizational culture initiatives. Evaluate their impact on
employee motivation, engagement, and performance.

3. Leadership and Management Styles: Explore the role of leadership and

management styles in fostering employee motivation. Investigate how
transformational, transactional, and servant leadership styles, as well as
participative and autocratic management styles, influence employee motivation
levels and organizational outcomes.

4. Employee Engagement: Investigate the relationship between employee motivation

and engagement. Explore how motivated employees contribute to higher levels of
engagement, productivity, job satisfaction, and organizational commitment.
Examine strategies for measuring and enhancing employee engagement through
motivational interventions.

5. Individual Differences: Consider how individual differences, such as personality

traits, values, attitudes, and demographics, influence employee motivation. Explore
how organizations can tailor motivational approaches to accommodate diverse
workforce characteristics and preferences.
6. Organizational Culture and Climate: Analyze the impact of organizational culture
and climate on employee motivation. Investigate how factors like organizational
values, norms, communication patterns, and work environment shape employees'
motivational experiences and perceptions.
7. Technology and Work Design: Examine the role of technology and work design in
motivating employees. Investigate how technologies like gamification,
performance management systems, and virtual collaboration tools can be leveraged
to enhance employee motivation and engagement.

22
8. Work-Life Balance and Well-being: Explore the relationship between work-life
balance, employee well-being, and motivation. Investigate how initiatives
promoting work-life balance, wellness programs, and mental health support
influence employees' motivation levels, job satisfaction, and overall performance.

9. Global and Cultural Perspectives: Consider how cultural factors and global
differences impact employee motivation. Investigate cross-cultural variations in
motivational preferences, values, and expectations, and explore strategies for
effectively motivating a culturally diverse workforce.

10. Impact of External Factors: Examine how external factors such as economic
conditions, industry trends, regulatory changes, and societal developments
influence employee motivation. Investigate how organizations can adapt their
motivational strategies in response to external challenges and opportunities.

23
1.8 Limitations of the study
⮚ There were some limitations with this research. The study was limited to shortperiod
only.
⮚ The primary limitations are related to the generalization of the research results. The data
depends totally on the respondent's view, which may be biased.
⮚ The sample size is 110. Greater sample size may produce more results. This studyis
limited to TRAC FUJICO AIR SYSTEMS LLP Chennai, only

Conceptual framework

24
 CHAPTER II
REVIEW OF LITRATURE

One of the most important functions of management is to create willingness amongst the
employees to perform in the best of their abilities. Therefore the role of a leader is to arouse
interest in performance of employees in their jobs. In a complex and dynamic environment,
leader of the organization used to create the environment in which employee feel trusted
and are empowered to take decisions in the organization which leads to enhance motivation
level of employee and ultimately organizational performance are enhanced. Fredrick W
Taylor was one of the first theorists to attempt to understand employee motivation. His
theory of scientific management, also referred to as Taylorism, analyses the productivity
of the workforce. Taylor's basic theory of motivation is that workers are motivated by
money.

He viewed employees not as individuals, but as pieces of a larger workforce; in doing so

his theory stresses that giving employee's individual tasks, supplying them with the best
tools and paying them based on their productivity was the best way to motivate them.
Taylor's theory developed in the late 1890s and can still be seen today in industrial
engineering and manufacturing industries. In the mid-1920s another theorist, Elton Mayo,
began studying the workforce. His study of the Hawthorne Works, lead him to his
discovery of the Hawthorne effect. The Hawthorne effect is the idea that people change
their behaviour as a reaction to being observed. Mayo found that employee's productivity
increased when they knew they were being watched.

He also found that employees were more motivated when they were allowed to give input
on their working conditions and that input was [Link] and Rupp stated that
performance is a role of individual motivation, organizational strategy, and structure and
resistance to change, is an empirical role relating motivation in the [Link],
advancement of human resources through rewards, monetary incentives, and
organizational behaviour modification has generated a large volume of debate in the human
resource and sales performance field. According to Orpen better the relationship between
mentors and mentees in the formal mentoring program, the more mentees are motivated to
work hard and committed to their organization.

25
Likewise, Malina and Selto conducted a case study in one corporate setting by using
balance score card (BSC) method and found out that organizational outcomes would be
greater if employees are provided with positive motivation (2001).

The establishment of operations-based targets will help the provision of strategic feedback
by allowing the evaluation of actual performance against the operations-based targets. Goal
directed behaviour and strategic feedback are expected to enhance organizational
performance. Kunz and Pfaff stated no substantive reason to fear an undermining effect of
extrinsic rewards on intrinsic motivation (2002). Decoene and Bruggeman in their 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 (2006).

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.
Monetary rewards can be a very powerful determinant of employee motivation and
achievement. Garg and Rastogi identified the key issues of job design research and practice
to motivate employees’ performance and concluded that a dynamic managerial learning
framework is required to enhance employees’ performance to meet global challenges.
Vuori and Okkonen stated that motivation helps to share knowledge through an intra-
organizational social media platform which can help the organization to reach its goals and
objectives (2012). Den and Verburg found the impact of high performing work systems,
also called human resource practices, on perceptual measures of firm performance (2004).

Ashmos and Duchon recognizes that employees have both a mind and a spirit and seek to
find meaning and purpose in their work, and an aspiration to be part of a community, hence
making their jobs worthwhile and motivating them to do at a high level with a view to
personal and social development(2000).

Rensis Likerthas called motivation as the core of management. Motivation is the core of
managemen . Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his subordinate
or to create the will to work among the subordinates .It should also be remembered that the
worker may be immensely capable of doing some work, nothing can be achieved if he is
not willing to work .creation of a will to work is motivation in simple but true sense of tern.
Motivation is an important function which very manager performs for actuating the people
to work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .
26
A manager has to make appropriate use of motivation to enthuse the employees to follow
them. Effective motivation succeeds not only in having an order accepted but also in
gaining a determination to see that it is executed efficiently and effectively. In order to
motivate workers to work for the organizational goals, the managers must determine the
motives or needs of the workers and provide an environment in which appropriate
incentives are available for their satisfaction .

If the management is successful in doing so; it will also be successful in increasing the
willingness of the workers to work, This will increase efficiency and effectiveness of the
organization .There will be better unlization of resources and workers abilities and
[Link] satisfaction is a fulfilling or optimistic expression consequential of the
consideration of one’s activity (Azash et al, 2011). Organizations today have realized the
importance of motivated and satisfied employees as important contributors towards long
term objectives. It has made organizations to cater to the expectations and needs of the
employees and could expect the similar response. Motivation also positively influences
performance at individual and group level ultimately affecting the organizational
performance (Risambessy et al 2012)

It has been long thought that learning new things and competency development
opportunities raises the morale and satisfaction of the employees but it is also realized that
the significant effect on the motivation and job satisfaction is created by goal achievement
(Lather and Jain, 2005).

Also the managers and the supervisors support towards encouraging employee
participation, mutual commitment, and understanding of the diversity issues play a
significant role in motivating and enabling performance (Snyder et al, 2004).The
prerogative lies with the organization management, in order to extract performance should
create an alignment between the organizational and employee goals and objective.

It is the organizational behavior represented by the organizational senior management

which effects the level motivation and satisfaction through its beliefs, principle and
underlying values which are closely followed by organization (Roos, Van Eeden, 2008).

27
Organizations core potential lies in its motivated and satisfied employees who consistently
contribute towards organization goals and objective. Effective HRM system could be a
great deal of assistance in keeping employee morale high (Kumar and Garg, 2011). It is
not possible for any division to solely motivate and satisfy employees without support of
the senior management active participation and interest (K R. Solanki, 2013Elizabeth Boye
et al (2016) focussed on the risk factors associated with the mining industry, management
has to ensure that employees are well motivated to curb the rate at which employees embark
on industrial unrest which affect performance, and employees are to comply with health
and safety rules because the industry contribute hugely to the Gross Domestic Product
(GDP) of the country.

28
 CHAPTER III
RESEARCH METHODOLOGY

3.1 Definition of Research

Research is a systematic method of finding solutions to problems. It is essentially an
investigation, a recording and an analysis of evidence for the purpose of gaining
knowledge.

3.2 Research design

The information required for the solution of some specified problem. It provides a scientific
framework for conducting some research investigation. This investigation, with the help of
a structured questionnaire to gather primary information as much possible, then the most
appropriate research design for the study is “Descriptive research design”. Research
problem The research problem here in this study is associated with the motivation of
employeesTRAC FUJICO AIR SYSTEMS LLP Chennai.

There are a variety of factors that can influence a person’s level of motivation; some of
these factors include,

✔ The level of pay and benefits,

✔ The perceived fairness of promotion system within a company,

✔ Quality of the working conditions,

✔ Leadership and social relationships,

✔ Employee recognition

✔ Job security

✔ Career development opportunities, etc.

29
Motivated employees are a great asset to any organization. It is because the motivation and
Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation
in the organization.

3.3 Data Collection

Primary Data
Primary data The primary data was collected from employees through structural questions
and personal interviews with the employees who have attended the training programs.

3.4 Tools used for Data Collection

Questionnaire
A questionnaire is a sheet of paper containing questions relating to contain specific aspect,
regarding which the researcher collects the data. Because of their flexibility the
questionnaire method is by far the most common instrument to collect primary data. The
questionnaire is given to the respondent to be filled up.

Sample size
A number of the sampling units selected from the population is called the size of the
sample. A sample of 110 respondents was obtained from the population. Sampling
procedure The procedure adopted in the present study is probability sampling, which is
also known as chance sampling. Under this sampling design, every item of the frame has
an equal chance of inclusion in the sample.

3.5 Tools used for Data Analysis

Tools for representation
The tools used for representation are charts, graphs and tables.

30
 CHAPTER – IV
DATA ANALYSIS & INTERPRETATION

Data analysis and interpretation

[Link] Demographic variable No of respondents Percentage

1 Gender Male 86 78

Female 24 22

2 Age
Below 25 30 27
age

26-35 age 51 46

36-50 age 27 25

Above 50 2 2
age
3 Marital
status Married 62 56

Unmarried 48 43

4 Qualificatio
n SSLC 12 10

HSC 5 5

UG 66 60

PG 27 25

31
 5 Fami
ly Nuclear family 67 61

patte Joint family 43 39

rn

Table 1 Demographic profile of respondents

Source: primary data Interpretation It shows that the maximum numbers of employees are
male as the organisation contains much of male oriented jobs than female, and it is a male
garment industry. So, there are minority of female employees. Most of the employees are
under the category 26-35 years and a smaller number of employees in 36-50 years, this
may be due to the efficiency of work level of employees and the basis of work. Many of
the employees in the company are married as the working conditions and nature of the
work in the company is accepted and made applicable for the employees. Smaller number
of employees is unmarried as there are no sufficient aspects required by an employee. The
maximum number of employees in the company is graduated employees as they would be
aware of the basic knowledge and process of business in the company. Few of the
employees are the ones completed HSC as required for the jobs of their capability. More
number of employees are of nuclear family in the company is due to the comfort state and
conditions and balancing of the work and life is easier compared to the employees from
joint families, which is less in number as there is no balancing of work in the company.

32
Chart 1

33
Table 2 Employee motivation

Attributes No. of. respondents Percentage

Strongly agree 44 40

Agree 40 36

Neutral 16 14

Disagree 5 5

Strongly disagree 5 5

TOTAL 110 100

Source: primary data Interpretation It shows that majority of the employees the
organization strongly agrees with the motivation factors provided by the company as they
get motivated and improved their skill, only few employees disagrees with that as they are
not motivated by the company due to lack of utilisation of the motivational factors.

34
Chart 2

35
Table 3 Work performance

Attributes No of respondents Percentage

Strongly agree 41 37

Agree 40 36

Neutral 23 21

Disagree 4 4

Strongly disagree 2 2

TOTAL 110 100

Source: primary data Interpretation It shows that most of the employees get strongly agreed
with their work performance due to the aspects and availability of motivational skills given
by the company and low number of employees gets disagreed as they are not benefited by
it and capable of using.

36
Chart 3

37
Table 4 Job goals

Attributes No. Of. Respondents Percentage

Strongly agree 49 45

Agree 44 40

Neutral 15 13

Disagree 1 1

Strongly disagree 1 1

TOTAL 110 100

Source: primary data Interpretation It shows that majority of the employees agree with the
goals of the jobs as they get to accomplish it by the help of the company and also by the
benefits provided by it which helps to attain the target and goal. Few employees feel neutral
and disagree due to the goals of the employee which may not be relative or applicable in
the job and the lack of performance of work toward their job goals.

38
Chart 4

39
Table 5 Career development

Attributes No of respondents Percentage

Strongly agree 38 35

Agree 41 37

Neutral 21 20

Disagree 7 6

Strongly disagree 3 2

TOTAL 110 100

Source: primary data Interpretation It shows that the many of the employees agrees with
security for the job provided by the company which makes them to improve their working
period and performance as the company provides safety measures to the employees. Some
employees feel neutral and disagree because they expect more security by the job as they
rely on it.

40
Chart 5

41
Table 6 Working condition

Attributes No of respondents Percentage

Strongly agree 25 23

Agree 31 28

Neutral 25 23

Disagree 13 12

Strongly disagree 16 14

TOTAL 110 100

Source: primary data Interpretation It shows that maximum number of employees in the
company agree with the conditions provided by the company for their working and skills
for the development of their working which is accepted by the employees. Minimum
number of employees do not agree with this as they are not comfortable with the working
condition which may not make them to work more and get improved.

42
Chart 6

Working condition
40
37

35
33

30

25

20
17

15

10 9

5
3

0
Strongly agree Agree Neutral Disagree Strongly disagree

43
Table 7 Job Security

Attributes No of respondents Percentage

Strongly agree 25 23

Agree 31 28

Neutral 25 23

Disagree 13 12

Strongly disagree 16 14

TOTAL 110 100

Source: primary data Interpretation It shows that the many of the employees agrees with
security for the job provided by the company which makes them to improve their working
period and performance as the company provides safety measures to the employees. Some
employees feel neutral and disagree because they expect more security by the job as they
rely on it.

44
Chart 7

45
Table 8 Promotion

Attributes No of respondents Percentage

Strongly agree 44 40

Agree 42 38

Neutral 20 18

Disagree 3 3

Strongly disagree 1 1

TOTAL 110 100

Source: primary data Interpretation It shows that majority of respondents agrees that the
organization gives promotion to the employees according to their work analysis and only
few disagree with that due to their low performance level which leads to non-promotional
job

46
Chart 8

Promotion
45

40
40
38

35

30

25

20
18

15

10

5
3

1
0
Strongly agree Agree Neutral Disagree Strongly disagree

47
Table 9 Rewards

Attributes No of respondents Percentage

Strongly agree 38 34

Agree 44 40

Neutral 22 20

Disagree 4 4

Strongly disagree 2 2

TOTAL 110 100

Source: primary data Interpretation It shows that majority of the employees in the
organization strongly agrees with the benefits provided by the company as the benefits
helps them to improve their capabilities and develop their working and also induces to
work better. Few employees feel neutral and disagree because they require more benefits
by the company regularly to improve their work performance by getting motivated.

48
Chart 9

Rewards
45

40
40

35 34

30

25

20
20

15

10

5 4

0
Strongly agree Agree Neutral Disagree Strongly disagree

49
Table 10 Benefits

Attributes No of respondents Percentage

Strongly agree 46 42

Agree 43 39

Neutral 16 14

Disagree 3 3

Strongly disagree 2 2

TOTAL 110 100

Source: primary data Interpretation It shows that majority of respondents agrees that the
organization gives promotion to the employees according to their work analysis and only
few disagree with that due to their low performance level which leads to non-promotional
job.

50
Chart 10

51
CORRELATION

Table 11

Correlations
Career

development Benefits
Career Pearson 1 .390**
development
correlation

Sig. (2-tailed) .000

N 110 110

Benefits Pearson .390** 1

correlation
Sig. (2-tailed) .000

N 110 110

Correlation is significant at the 0.01 level (2-tailed).

INFERENCE The above table reflects the correlation between career development and
benefits of the employees. The coefficient of correlation is 0.390 which implies that there
is positive relationship between the career development and benefits provided by the
company.

52
REGRESSION
Table 12

Model Summary

R Adjusted Std. Error of the

Model R Square R Square Estimate

1 .193a .037 .028 2.029

a. Predictors: (Constant), rewards

b. Dependent Variable: employee motivation

ANOVA

Sum of Mean

Model Squares Df Square F Sig.

1 Regressi 17.137 1 17.137 4.163 .044b

on

Residual 444.536 108 4.116

Total 461.673 109

A. Dependent variable: employee motivation

B. Predictors: (constant), reward

53
Coefficient

Standar
dized
Coefficie
Unstandardized nts 95.0% Confidence
Coefficients Interval for B

Std. Lower Upper

B Error Beta Bound Bound

Model T Sig.
1 (Const 8.644 .624 13. .000 7.407 9.881

ant) 851

Rewar .203 .099 .193 2.0 .044 .006 .400

ds 40

a. Dependent Variable: employee motivation

INFERENCE

The above regression shows that employee motivation has

significant relationship with career development (𝖰 =. 𝟏𝟗𝟑, p<0.01). the
R2 value for the above model is 0.037. It represents that 3.7% of the
variation is explained by these predictor variables. Remaining 96.3% of
variation is unexplained. The F value of the above model is 10.198 and
also significant at 0.05 significance level.

54
 CHAPTER – V
FINDINGS, SUGGESTIONS & CONCLUSION

5.1 FINDINGS

⮚ Majority of the employees in the organization strongly agrees with the motivation factors
provided by the company as they get motivated and improve their skill, only few employees
disagrees with that as they are not motivated by the company.

⮚ Most of the employees gets strongly agreed with their work performance due to the
aspects and availability of motivational skills given by the company and low number of
employees gets disagreed as they are not benefited by it.

⮚ Majority of the employees agree with the goals of the jobs as they get to accomplish it
by the help of the company and also by the benefits provided by it which helps to attain the
target and goal.

⮚ That a greater number of employees strongly agrees with the aspects and skills provided
by the company to make the career of the employee better and also to improve their
performance.

⮚ Many of the employees agrees with security for the job provided by the company which
makes them to improve their working period and performance as the company provides
safety measures to the employees.

⮚ Maximum number of employees in the company agree with the conditions provided by
the company for their working and skills for the development of their working which is
accepted by the employees. Minimum number of employees do not agree with this as they
are not comfortable with the working condition.

55
⮚ Many numbers of employees agree with the reward given by the company for their
working as it motivate the employees to work more and better. Less number of employees
disagrees with this aspect as they are not satisfied with the rewards provided by the
company.

⮚ Majority of the employees in the organisation strongly agrees with the benefits provided
by the company as the benefits helps them to improve their capabilities and develop their
working and also induces to work better.

⮚ Majority of respondents agrees that the organization gives promotion to the employees
according to their work analysis and only few disagree with that due to the post they are
been offered.

56
5.2 SUGGESTIONS

⮚ It is very important for the company to motivate the employees through appropriate
compensation package and periodical promotions.

⮚ The increase in employees of all age categories could motivate all the employees to work
better and experience more as there are only few numbers of employees in the age category
below 25 and 36-50 years.

⮚ Employee motivation can also be created not only by providing motivating factors and
benefits but also providing them a good designation level and better work place.

⮚ Adequate aspects can be provided by the company for the employees to improve their
work performance as some of the employees are not much improved in their performance.

⮚ The measures which make the employee feel secured in the job could be taken, as job
security to be made much better which is a non-financial factor, to develop the work
performance.

Reward system can be increased and provided in a such a way it motivates employee which
leads to better work performance, as some employees feel that it is neutral in the
organization.

57
5.3 DIRECTIONS FOR FUTURE RESEARCH

1. Cultural Context: Investigate how cultural differences influence the effectiveness

of various motivational strategies. Understanding how different cultural
backgrounds shape employees' responses to motivation could lead to more tailored
and effective approaches in diverse workplaces.

2. Long-term Effects: Examine the long-term effects of different motivation

techniques on employee engagement, satisfaction, and retention. Research could
focus on sustainable motivation methods that foster lasting commitment and
productivity, rather than short-term boosts.

3. Integration of Technology: Explore the role of technology in enhancing employee

motivation. This could involve studying the impact of gamification, digital rewards
systems, and remote work technologies on motivation levels, especially in the
context of hybrid or fully remote work environments.

4. Intrinsic vs. Extrinsic Motivation: Further investigate the balance between

intrinsic and extrinsic motivation factors. Understanding how to effectively
combine both types of motivation to maximize employee engagement and
performance could provide valuable insights for organizational leaders.

5. Leadership Styles: Investigate the relationship between different leadership styles

and employee motivation. Research could explore how transformational, servant,
or authentic leadership approaches impact employees' intrinsic motivation, morale,
and overall job satisfaction.

6. Psychological Factors: Dive deeper into the psychological factors that influence
employee motivation, such as self-efficacy, goal-setting, and psychological needs
fulfillment. Understanding these underlying mechanisms can inform the
development of more targeted interventions and strategies.

58
7. Well-being and Motivation: Examine the intersection between employee well-
being and motivation. Research could explore how factors like work-life balance,
mental health support, and organizational culture impact employees' motivation
levels and overall job performance.

8. Generational Differences: Investigate how motivation strategies need to adapt to

accommodate generational differences in the workforce. Research could explore
how preferences for recognition, feedback, and career development vary across
different age groups and how organizations can tailor their approaches accordingly.

9. Remote Work Dynamics: Given the increasing prevalence of remote work, study
how virtual work environments influence employee motivation. Research could
examine the unique challenges and opportunities for motivation in remote settings
and identify best practices for remote team management.

10. Cross-disciplinary Approaches: Encourage collaboration between disciplines

such as psychology, sociology, economics, and organizational behavior to gain a
comprehensive understanding of employee motivation. Integrating insights from
multiple fields can provide richer perspectives and more holistic solutions.

59
5.3 CONCLUSION

The present study has analysed that the employee in TRAC FUJICO AIR SYSTEMS LLPis

motivated with their work performance. In this study it is clear that variables which

influences employee motivation such as job goals, career development, working condition,

rewards, promotion. Both financial and non-financial are getting much importance. From

the statistical analysis, the researcher has found that the company has directed employees

in a motivated and goal-oriented manner which enables the employees to stay for longer

period in the organisation. We conclude that overall employee motivation is good in the

organization

60
 APPENDIX

QUESTIONNAIRE DEMOGRAPHIC INFORMATION

1. Name: ........................................................

2. Gender: a) male b) female

3. Age: a) below25 b)26-35 years c)36-50 years d) above 50 years

4. Marital status: a) married b) unmarried

5. Designation:

6. Educational qualification: a) SSLC b) HSC c) UG d) PG

7. Family pattern: a) nuclear family b) joint family

8. Year of experience:

61
INFORMATION PERTAINING TO STUDY

Please indicate your level of acceptance with the following statements in

regards work life conflict by making a tick mark on the appropriate box
(Please tick the box, SA = strongly agree, A = agree, N = Neutral response,
D = disagree, SD = strongly disagree)

EMPLOYEE MOTIVATION

S. No FACTORS AND ITEMS SA A N D SD

1 My organisation makes a real effort to
develop the employee’s skills
2 Sometimes I feel depressed
3 In general, I like working here
4 For the satisfaction I experience from taking
on interesting challenges
5 I am enthusiastic about my job

WORK PERFORMANCE

S. No FACTORS AND ITEMS SA A N D SD

1 Working to implement new ideas
2 Approaching supervisor with suggestions
for improvement when problems are
encountered in the work
3 I have the feeling that I can even
accomplishthe most difficult tasks at work
4 At work, people involve me in
social
activities

5 Doing things that helps others when it’s

not
part of your job

62
JOB GOALS

S. No FACTORS AND ITEMS SA A N D SD

1 It is important for me to have good career
perspectives
2 In general, it is a rise to a high position
3 Using my skills to make the world a
better place to live and work

REWARDS
S. No FACTORS AND ITEMS SA A N D SD
1 I will receive a reward in return for my
knowledge sharing
2 Fairly rewarded for the work you have done
well
3 I would send in more suggestions if there
would be rewarded more often

BENEFITS
S. No FACTORS AND ITEMS SA A N D SD
1 Competitive advantages among
the
employees
2 Positive effects on the work place with the
customers
3 This company’s employee can be trusted
completely

63
PROMOTION

S. No FACTORS AND ITEMS SA A N D SD

1 I feel like I have made progress towards

being successful in my job

2 Do you often do well at different things that

you try?

3 How often did you obey rules

and regulations that were
established by your
organisation?

64
 CAREER DEVELOPMENT

S. No FACTORS AND ITEMS SA A N D SD

1 I have a specific plan for achieving my
career
goals
2 I can detect a clear relationship between
job
performance and rewards
3 Do you spend your free time on activities
that will help your job

JOB SECURITY

S. No FACTORS AND ITEMS SA A N D SD

1 I will be able to keep my present job as
long
as I wish
2 If my job were eliminated, I would be
offered another job in my
current
organization
3 My job is not secure one

65
WORKING CONDITION

S. No FACTORS AND ITEMS SA A N D SD

1 Do you usually have sufficient and
suitable
training for your job
2 Do you experience tense situation
with
clients (to the point where it disturbs your
work)
3 There is a great organizational loyalty

66
BIBLIOGRAPHY

⮚ [Link]
⮚ [Link]

⮚ [Link]
⮚ [Link]

⮚ [Link]
⮚ R.L. (1984), “The psychology ofmotivation”, Marketing Communication,
May, pp. 29-32

⮚ Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory.
Life Science Journal, 14(5), 12-16.

⮚ Anderson, A. (2014). Maslow's hierarchy of needs. The Prairie Light Review, 36(2), pp. 7.

⮚ Datuk Dr. Mahamad Zubir bin Seeht Saad. (2018). The impact of employee motivaton on work
performance. International Journal of Scientific and Research Publications, 8(3), 295-308.

⮚ Lepper, M. R. & Greene, D. (2016). The hidden costs of reward. New York: Psychology Press.

⮚ McShane S. & Von Glinow M. (2016). Organizational behavior. (3rd ed.). New York: McGraw-Hill
Education.

⮚ Miner, J. B. (2015). Organizational behavior: Essential theories of motivation and

leadership. New York: Routledge.

⮚ Nilsson, K. (2017). The influence of work environmental and motivation factors on seniors’
attitudes to an extended working life or to retire. A cross sectional study with employees 55-74
years of age. Open Journal of Social Sciences, 5(07), pp. 30.

⮚ Pinder, C. C. (2008). Work motivation in organizational behavior. (2nd ed.). New York: Psychology
Press.

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