A

SUMMER INTERNSHIP PROJECT

ON
“A STUDT OF IMPACT OF MONETARY AND NON-MONETARY BENEFITS ON
EMPLOYEE MOTIVATION’’
AT
NI-SAN CORDS PVT.LTD.KAREGAON (PUNE)
SUBMITTED BY
KHARE SANGHMITRA TANAJI

UNDER THE GUIDENCE OF

Prof. (DR). YOGESH W. BHOWTE
SUBMITTED
TO

SAVITRIBAI PHULE PUNE UNIVERSTY

IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD
OF THE DEGREE OF
MASTER OF BUISNESS ADMINISTRATION (MBA) THROUGH

R. M. DHARIWAL SINHGAD MANAGEMENT SCHOOL

KONDHAPURI, TAL-SHIRUR DIST-PUNE
MBA-SEM-III
(Batch 2023-2025)
 DECLARATION

I hereby declare that the project report titled “A Study of Impact of Monetary and Nonmonetary
Benefits on Employee Motivation” is an original piece of research work carried out by me under
the supervision and guidance of Prof (Dr.) Yogesh.W.Bhowte. The information has been collected
from genuine and authentic sources. The work has been submitted in partial of the fulfilment of the
requirement of Master of Business Administration (MBA) to Savitribai Phule University. This
work and no part therefore has been presented earlier to any University for the award of the Degree,
Diploma, Fellowship etc.

Date :- Signature

Place :- Khare Sanghmitra Tanaji

STUDENT-MBA-II
 ACKNOWLEDGEMENT

The making of the project needed co-operation and guidance of number of people. I therefore
consider it my prime duty to thank all those who had helped me and wish me for my bright future.

I am glad to express my profound sentiments of gratitude to all who rendered their valuable help for
the successful completion of this project report title “A Study of Impact of Monetary and Non-
monetary Benefits on Employee Motivation”. My grateful thanks go to Mr. Rahul Avhad (HR),
who had given me a chance to do a project under the rood of Ni-San Cords Pvt. Ltd. Industries
and given me an opportunity to work under his guidance. A big contribution from his team during
weeks is very great indeed.

It is my immense pleasure to express my gratitude to Prof.Dr. Yogesh .W. Bhowte as my guide. I

am very much grateful and thankful for his guidance, valuable suggestions and encouragement
during the project.

I express my gratitude to Director, RMDSMS and all teaching and non-teaching staff members for
giving their valuable time.

I am thankful to my family members and all my friends who are always there when needed.

Sanghmitra Tanaji Khare

STUDENT-MBA-II
 INDEX

Chapter No. Content Page no.

Ⅰ Introduction

1.1 Introduction to the study

1.2 Objective of the study

1.3 Need for study

1.4 Scope and Limitation

Ⅱ Organizational Profile

2.1 About the organization

2.2 Vision, Mission, Values of the organization

2.3 Historical background of the organization

2.4 Organizational structure

2.5 Environmental policies

Ⅲ Research Methodology

3.1 Research Design

3.2 Methods of Data Collection

3.3 Sampling

3.4 Methods of Data Analysis

Ⅳ Data Analysis & Interpretation

4.1 Graphical/ Tabular representation of data

analysis
Ⅴ Finding and conclusion

5.1 Findings

5.2 Conclusion

Ⅵ Suggestion / Recommendation

6.1 Appendix: - Questionnaire

6.2 Bibliography
Chapter -Ⅰ

Introduction
 1.1Introduction of the study

Management’s basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a wat to get maximum output to the enterprise and to develop the talent of people
at work to the fullest satisfaction. Motivation implies that one person, in organization context a
manager, includes another, say in employee, to engage in action by ensuring that a channel to
satisfy those needs and aspirations becomes available to the person.

In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees
and harness them in a manner that would be fun Employee motivation is one of the major task of
every manager to motivate his subordinates or to create the ‘well to work’ among the subordinates.
It should also be remembered that a worker may be immensely capable of doing some work;
nothing can be achieved if he is not willing to work. A manager has to make appropriate use of
motivation to enthuse the employees to follow them. Hence this studies also focusing on the
employee motivation among the employees of Ni- San Cords Pvt. Ltd.

According to Maslow (1970): motivation is state or condition that activates behaviour and gives it
direction. It desires or want that energizes and directs goal-oriented behaviour. It influences of
needs and desire on the intensity and direction of behaviour.
According to Dickson (1973): This study found employees is not motivated solely by money and
employee behaviour is linked to their attitudes.

According to Bodleian (1993): the Hawthorne Studies began the human relations approach to
management, whereby the needs and motivation of employees become the primary focus of
managers.

According to Myers: Motivation is a needs or desire to reinforce a behaviour or to orient it

towards a goal.

According to Reinter Kinaki:- There are various kinds of rewards and non can be said to be the
best in motivating employees because according to the need to the different Kinds of individuals at
the workplace, people are motivated by varying and different rewards. Thus, the challenge to the
manager is to establish what works for whom. For this to happen, the manager has to. Understand
and appreciate the different needs that employees try to meet. Mc Shane and Von Glinow define
needs as “goal directed forces that people experience.” According to Kinicki and Fugate the
perspective of total rewards include compensation such as pay increase, base pay, promotion,
incentives and merit pay; benefits such health, welfare, retirements and paid time off benefits; and
personal growth such as through career development and training. Phillips and Gully also concede
that rewards are among the “most powerful motivational tools managers have at their disposal,”
adding for one to accept a job offer and decide how much effort to exert, the rewards being offered
play a big role in the final decision. Phillip and Gully therefore agree that rewards motivate
employees.

Cole and Kelly define job satisfaction as “an attitude or internal or state which is associated with
the working experience and working working experiences”. From an studies done on over 1,000
workers, there was a noted “significant positive relationship between motivation and job
satisfaction.” According to Robbins and Judge, pay is noted as one of the major facets of job
satisfaction. The two authors’ state that the relationship between a salary and job satisfaction is
rather interesting especially for those who live below the poverty mark in that pay correlates with
their overall happiness and job satisfaction.

According to Quinn et al 2010, performance evaluation can be defined based on the assumptions of
traditional control values which are mostly used by organizations in the performance evaluation
process or from the values that are rooted in communication, trust and involvement. From the
traditional perspective, Quinn et al. define performance evaluation as an annual formal process
panned for employee performance evaluation, an organizational requirement procedure, a time to
clarify certain standards and other issues, confront poor performance, and an opportunity to provide
direction, control and they point out that evaluation is “only as good as the organization’s forms”
(p59). When looked at from the aspect of an organization that enjoys trust, involvement and
communication.

According to Gallagher and Einkorn (1976), whether supervising an expansion of a firm’s activities
or cutting back on policies in response to sagging demand, a manager continually strives to draw a
better return on his capital investment. When this effort is directed towards the human portion of
the firm’s capital the manager focuses on a recurrent problem in Business activity- “employee
motivation”.
Rewards can serve the purpose of attracting prospective job applicants, achieving human
resource objectives and obtaining competitive advantage (Bratton & Gold, 2007). This is
particularly important in a competitive hybrid sector where the mining companies are
struggling for high-Caliber employee in order to improve the quality of work and gaining
excellent reputation.

Motivation is defined as the process that accounts for an individua’s intensity, direction and
persistence of effort toward attaining a goal (page, 2008).

According to Tosi, Mero and Rizzo (2000), motivation has both psychological and
managerial meaning. The psychological meaning of motivation refers to the internal mental
state of a person that relates to the initiation, direction, persistence, intensity and termination
of behaviour. The managerial meaning of motivation on the manager which conforms to a
relationship between motivation, ability and performance.

Since there is a wide variety of methods available for motivating staff, from recognizing the
employee’s achievements by simply saying “think you” to more complex schemes which
combine and set targets with fixed rewards (Torrington, Hall & Taylor, 2008), it will however
look ridiculous for the team responsible for motivation in the mining companies to attempt to
motivate their employees when they don’t know what motivates the employee. Motivation of
employees in the work place still remains one of the sensitive subjects that determine the
level of input that employees will in the organization to commit to good performance. This
means that motivation either intrinsic or extrinsic contribute to employee satisfaction and
thus enhance performance and productivity and it is expressed by Lawler that in the twenty-
first century, treating people right is not an option but a necessity.
1.2 Objective of the Study

1. To study whether reward affect employee motivation and performance at Ni-San

Cords industry.
2. To study the factors which needed motivation is related to performance.
3. To study it performance appraisal and feedback affect employee monetary and
nonmonetary benefits on employee motivation.
4. To study the impact of authorized motivation on productivity.

1.3 Need for the study

Effective employee motivation is and has been one of the most important yet difficult duties
of management and that is success has become more important now than ever especially in
light of the global competition for organization produce lower priced yet better quality
products while still managing a diverse workforce. The authors further note that to motivate
and satisfy employees, managers should first consider each individual’s difference and not
use just one general approach especially considering that motivation is just but one of other
factors that could influence performance. Employees tend to feel more motivated when they
are involved in making effective strategic contribution in their organization and are also
committed to the achievement of major objective when they are involved. Therefore, well
motivated employees are bound to influence the efficiency of an organization towards
achieving its goals. The purpose of this study is to determine the factors that affect employee
motivation and how this affect employee performance Ni-San Cords industry.

1.4 Scope and Limitation of the study

The study is related to one company. The study was conducted to analyse the motivation of
the employees. The project work consists of factors that motivate the employees and to what
extent these factors to influence them. The study relates to understanding the opinion
employee regarding the performance appraisal and motivation factors undertaken by the
company to motivate the employee. It would also improve employee relationship with top
management.

1.5 Limitation

 The time limit for completing project was very short.

 The respondent does not give proper response due to afraid to their management.

 The survey form is half time due to have

 Chapter Ⅱ

Organizationl

Profile
 2.1 About The Organization
Ni-San Cords Pvt. Ltd leading wire Hraness Components Manufacturer the journey to
excellence began in 1967, when the Ni-San Cords group entered in to the realm of Wire
Harness with the establishment of a small tool room for manufacturing machined component-
co-axial spaces for telecommunication cables, developed with the support of UN aided tool
room, made history in India and European Countries. STS London, the original collaborators
of the Indian Manufactures of Co-axial cables, was fully satisfied with the characteristics and
performance of the product and they recommended our name to their licenses in Europe. We
started exporting to Finland, Austria, Italy and UK maintaining monopoly for several years.
This made us win import- substitution award in 1987. Ni-San Cords strong quality culture
delivers highest quality products conforming to individual customer needs worldwide. Our
total Quality Management monitors quality control right from the initial stages of design and
development to finishing and packing to ensure reliability of the highest order.

We control process parameters at each stage of production to ensure consistent quality in our
products, which earns us the invaluable confidence of our OEM customers, who buy our
components under their self- certification scheme.

Ni-San Cords Pvt. Ltd.

(Fig.2.1)
2.2 Our mission/ vision

Our Mission:

To product high quality cables, power cords & Wire Harnesses that ensure safety & reliability
of Appliances & Equipment’s.

Our Vision:

To become country’s most sought-after source for-

o Quality Cables.
o Poer Cords.
o Wire Harness.

Year of Establishment:

Ni-San Cords Private Limited year of establishment in Sep 2007

Total workforce: 250

Company turnover: 500 -1000 crore.

Organizational structure: Hierarchy

2.3 Awards:
➢ ISO 9002 CERTIFICATION IN THE YEAR 1997.
➢ RECOMMENDED FOR QS 9002 IN SEP. 2000.
➢ TS- 16949 CERTIFICATION IN DEC. 2004.
➢ ISO- 14001 CERTIFICATION IN MARCH 2005.
➢ SUCCESSFUL AND EXTENSIVE ISO 9002 CERTIFICATION IN THE YEAR 1997.
➢ USE OF “KAIZEN” AND “5-S” ACTIVITIES IN PRODUCTION SHOPS.
➢ MS CERIFICATION FROM FORD INDIA [IN JAN, 2007]
➢ RECOMMENDATION FOR B GRADE DURING ASES AUDIT CONDUCTED BY RNTBCI TEAM IN SEP.08.
➢ RECOMMENDATION FOR MMOF CERTIFICATION FORD INDIA DURING AUDIT IN DECEMBER 2008.
➢ ISO/IES- 27001:2005 CERTIFICATION IN DEC. 2009.
➢ CERTIFICATION OF APPRECITION FROM RENAULT NI-SAN IN THE YEAR 2010.
➢ SUPPLIER EXCELLENCE AWARD FROM MOLEX (INDIA) PRIVATE LIMITED IN THE YEAR 2018.
➢ SPECIAL SUPPORT AWARD FROM MSIL IN THE 2012 AT BANKOK.

2.4 Company history

Ni-San cords was born out of decades of experience and zeal to bring quality products to an
ever-growing electric cable and wire markets in India.

What started as a power cord manufacturing business in 1986 is today the most preferred and
trusted partner of leading OEMs in India. Ni-San we have worked closely with our customers
ford decades, understanding their requirements offering solutions and products that best suit
their needs.

In addition to manufacturing power cords, we also manufacture general-purpose cables for

domestic usage. We have recently entered the arena of manufacturing wire harnesses

With two plants in Kolhapur and a new, modern manufacturing plant in Pune, Ni-San Cords
is expending by leaps and bounds in developing and manufacturing quality products
2.5 ORGNIZATIONAL HIERARCHY / CHART
 (Fig 2.1.2)

2.6 Other Health, Welfare and safety facilities provided by Ni-San Cords
Industry.

Safety Facilities:

1. Earplug and hand gloves

 2. Aprons and goggles
3. Well-being checks up
4. First aid appliance

Welfare Works:

As per Factory act, 1948 general welfare of employees was carrying out in every organization
here. This organization governed and all rules and regulation of this organization.

Welfare facility:

1. Drinking facility
2. Latrines and urinals Restrooms
3. Canteen / Dining hall

2.7 Environmental policy

This shall be achieved through effective implementation of environmental management

system ensuring:

➢ Focus on prevention of population and compliance to applicable legal and other

requirement.
➢ Conservation of resources and reduction of wastage.

We shall strive for ensuring health and safety of all employees and other interested parties at
our work by:

1. Complying with all applicable occupation health and legislation and other
requirement.
2. Providing safe and healthy working environment.
Chapter Ⅲ
Research
Methodology
3.1 Research design
The research design that will be used for the study is a descriptive research design. Research
design basically comprises of the blueprint for collection, measurement as well as the
analysis of data. It is the plan or overall research program that helps the researcher obtain
answers to the research question; it includes an outline of what the researcher will do right
from writing the hypothesis to the analysis of the data; it outline the research problem
structure by showing the relationship of the of the different variables of the study and
research plan that is a used to acquire empirical evidence on the various relationships. In this
study, the descriptive research design will answer the research questions using the cross
sectional technique whereby the chosen population sample will be interviewed once. The
researcher believes that a descriptive research design is appropriate for the study because the
study is concerned with finding out which factors affect employee motivation at the work
place is employee motivation while the independent variables are reward, achievement an
recognition and performance appraisal and feedback.

3.2 Method of Data collection

• Sources of data

The data were collected through Primary and secondary sources.

3.2.1 Primary sources

The primary sources are discussion with employees, data are collected through questionnaire.

• Questionnaire:
In the questionnaire demographic details of the employee was taken in to consideration.
Questions relating to monetary and non-monetary motivation factors was considered. Study
was conducted to what extent reward affect employee’s motivation and performance.
Similarly to what extent does achievement and recognition affect employee’s motivation and
performance. Does performance appraisal and feedback affect employee’s motivation and
performance.
3.2.2 Secondary Sources

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

3.3 Sampling Techniques

In this research convenience sampling techniques were used.

Sample size:

Sample of 50 employees were obtained from the population.

3.4 Method of Data Analysis

Data analysis is the process of editing and reducing accumulated data to a manageable size,
developing summaries, looking for patterns, and applying statistical techniques. Cooper and
Schindler state that what managers need is information and not raw data. It is therefore the
duty of the researcher to generate the needed information through analysis of the collected
data. Data analysis according is done in four stages namely; Description (The researcher
describes what is in the data), Interpretation (The researcher describe at this stage will state
what they think the data means), conclusions (at this stage, The researcher also uses the data
to draw a minor conclusion about the data), and Theorization (this is theorization of the
analysis which should contribute to theory and the knowledge body).

In this study, before processing the response, data preparation will be carried out on the
completed questionnaires through editing and cleaning the data. To establish the relationship
and strength between the dependent (employee motivation) before settling on the most
appropriate of these methods. The study result will be form of figures and tables.
For the purpose of data analysis tables were formed and interpreted ranking method was the
used to understand the important factor that related to intrinsic factors of motivation. Analysis
was done to understand the satisfaction level through five point like scale.

• Extract of research methodology:

Type of research Descriptive

Typer of data source Primary and secondary

Typer of Questionnaire Structured questionnaire

Sampling techniques Convenience sampling

Sample size 50
Chapter Ⅳ
Data Analysis and
Interpretation
4.1 Demographic Details

Item Number of %
respondents

21-30 25 50
Age 31-40 20 40

41-50 5 10
50 Above 0 0
Total 50 100
Male 30 60
Gender Female 20 40
Total 50 100
Certificate / Diploma 30 60
Bachelor degree 15 30
Educational Master degree 3 6
Level Professional 2 4
Total 50 100
Manager 5 10
Supervisor 10 20
Position Clerk 2 4
held Technical staff 3 6
Workers 30 60
Total 50 100
1-5 years 25 50
Experience 5-10 years 10 20
10-15 years 12 24
Above 15 years 3 6
Total 50 100
1) Age of the respondents (employee) has been classified in four age bracket categories
ranging from 21 years to 51 years and above. It is observed that 50 percent
respondents belonged to age group between 21-30 years, 40 percent were in the age
group between 31-40 years, 10 percent were in the ate group between 41-50 years,
and no one the respondents were in the age group above 51 years.
2) It is observed that 60 percent respondent were male and 40 percent respondent was
female.
3) Educational level of the respondents (employee) has been classified in four bracket
categories ranging from Diploma, Bachelor Degree, Master Degree, and Professional.
It is observed that 30 percent respondents were bachelor degree holder. 60 percent
were certificate / diploma holder. 6 percent had master degree, and the remaining (4
percent) respondents were professional degree holder.
4) Position held of the employee shows that there is a representation of the result that
were obtained when the respondents were classified according to the position they
held at the organization. From the study, it was found that managers constitute only 10
percent of the respondents, supervisors made up 20 percent, the clerks made up 4
percent of the total, technical staff constituted 6 percent and workers were 60 percent.
While the majority of the respondents were from the workers which constituted 60
percent of the respondents.
5) The respondents were also classified according to the years each has workers at the
Ni-San Cords. The responses from the respondents indicates that majority (50
percent) have been in the organization for between 1-5 years, 20 percent have worked
at the same place for 5-10 years, 24 percent have worked between 10-15 years. While
those who have worked at the Ni-San Cords for over 15 years account for 6 percent of
the respondents.
 Data Analysis and Interpretation

❖ The effects of rewards on employee motivation at work.

1) I enjoy setting and achieving challenging goal.
Particular frequency Percentage (%)
Strongly Agree 15 30%
Agree 20 40%
Neutral 13 26%
Disagree 2 4%
Strongly disagree 0 0%
Total 50 100%
(Table 4.1)

4%

Strongly Agree
30%
26%
Agree
Neutral
Disagree
Strongly disagree
40%

(Graph 4.1)

Interpretation:-

From the study, it is found that, 30% employee were strongly agree, 40% were agree, 26%
were on neutral side, 4% disagree for enjoy setting and achieving challenging goal.
2)I feel my job has enough learning opportunities which will help me in career advancement.

Particular frequency Percentage (%)

Strongly Agree 10 20%
Agree 17 34%
Neutral 14 28%
Disagree 7 14%
Strongly disagree 2 4%
Total 50 100%
(Table 4.2)

4%

14% 20% Strongly Agree

Agree
Neutral
Disagree
28%
34% Strongly disagree

(Graph 4.2)

Interpretation:-

From the study, it is found that, 20% employees were strongly agree, 34% were agree, 28%
were on neutral side, 14% disagree and 4% strongly disagreeing for enough learning
opportunities which will help them in career advancement in their organization.

3)I think there are right opportunities in this organization for my personal growth and
promotion.
 Particular frequency Percentage (%)
Strongly Agree 17 34%
Agree 27 54%
Neutral 3 6%
Disagree 3 6%
Strongly disagree 0 0%
Total 50 100%
(Table 4.3)

6%
6%

Strongly Agree
34%
Agree
Neutral
Disagree
Strongly disagree
54%

(Graph 4.3)

Interpretation:-

From the study, it is found that 34% respondents strongly agree, 54% respondents agree, 6%
respondents were neutral platform, and remaining 6% respondent were disagreeing for right
opportunities, personal growth and promotion in their organization.

4)I receive a bonus a bonus every year which boots my morale.

Particular frequency Percentage (%)

 Strongly Agree 24 48%
Agree 11 22%
Neutral 10 20%
Disagree 3 6%
Strongly disagree 2 4%
Total 50 100%
(Table 4.4)

4%

6%
Strongly Agree

20% Agree
48% Neutral
Disagree
Strongly disagree
22%

(Graph 4.4)

Interpretation:-

From the study, it was revealed that, 48% respondents strongly agree, 22% respondents agree,
20% respondents were on neutral platform, 6% disagree and 4% strongly disagree. They are
receiving bonus every year which boots their moral in their organization.

5)Non-monetary rewards like paid vacation gift vouchers would greatly motivates me.

Particular frequency Percentage (%)

 Strongly Agree 15 30%
Agree 20 40%
Neutral 11 22%
Disagree 2 4%
Strongly disagree 2 4%
Total 50 100%
(Table 4.5)

4%

4%
Strongly Agree
30%
22% Agree
Neutral
Disagree
Strongly disagree
40%

(Graph 4.5)

Interpretation :-

From the study, it is concluded that 30% respondents strongly agree, 40% respondents agree,
22% respondents were on neutral platform, 4% disagree remaining 4% strongly disagreeing
for non-monetary rewards like paid vacation gift voucher would greatly motivates them in
their organization.
 ❖ Please give your opinion regarding achievement and recognition
system of the company.
1) My relation with my superior and subordinates are good.

Particular frequency Percentage (%)

Strongly Agree 19 38%
Agree 15 30%
Neutral 14 28%
Disagree 1 2%
Strongly disagree 1 2%
Total 50 100%
(Table 4.6)

2%

2%
Strongly Agree
28% 38% Agree
Neutral
Disagree
Strongly disagree
30%

(Graph 4.6)

Interpretation:-

From the study, it was revealed that, 38% respondents strongly agree, 30% respondents agree,
28% respondents were on neutral platform, and disagree/ strongly disagree 2% each for
relation with their superior and subordinates are good in their organization.
 2) My organization tries to make the job more challenge which prevents us from get
bored on the job.

Particular Frequency Percentage (%)

Strongly Agree 13 26%
Agree 26 52%
Neutral 7 14%
Disagree 3 6%
Strongly disagree 1 2%
Total 50 100%
(Table 4.7)

6%

2%
Strongly Agree
14% 26%
Agree
Neutral
Disagree
Strongly disagree

52%

(Graph 4.7)

Interpretation:-

From the study, it was revealed that, 26% respondents strongly agree, 52% respondents agree,
14% respondents were on neutral platform, 6% respondents disagree, and 2% strongly
disagree for tries to make job more challenge which prevents them from get bored on the job.
 3) My organization provides non-monetary incentives which motivates me for better job
performance.

Particular Frequency Percentage (%)

Strongly Agree 11 22%
Agree 21 42%
Neutral 15 30%
Disagree 2 4%
Strongly disagree 1 2%
Total 50 100%
(Table 4.8)

4%

2% 22%
Strongly Agree

30% Agree
Neutral
Disagree
Strongly disagree
42%

(Graph 4.8)

Interpretation:-

From the study, it was revealed that, 22% respondents strongly agree, 42% respondents agree,
30% respondents were on neutral platform, 4% respondents disagree and 2% respondents
strongly disagree for showing organization provides non-monetary incentive motivates them
for better job performance.
4) Periodic performance appraisal activities by my company helpful for getting motivated.

Particular frequency Percentage (%)

Strongly Agree 11 22%
Agree 14 28%
Neutral 22 44%
Disagree 2 4%
Strongly disagree 1 2%
Total 50 100%
(Table 4.9)

2%

4%
22% Strongly Agree
Agree
Neutral
44%
Disagree
28% Strongly disagree

(Graph 4.9)

Interpretation:-

From the study, it is concluded that 22% respondents strongly agree, 28% respondents agree,
44% respondents were on neutral platform, 4% disagree, remaining 2% strongly disagreeing
for periodic performance appraisal activities helpful for them getting motivated.

5) Career development opportunities helpful for employees to get motivated.

 Particular frequency Percentage (%)
Strongly Agree 9 18%
Agree 23 46%
Neutral 15 30%
Disagree 2 4%
Strongly disagree 1 2%
Total 50 100%
(Table 4.10)

4%
18%
2%
Strongly Agree
Agree
30%
Neutral
Disagree
Strongly disagree
46%

(Graph 4.10)

Interpretation:-

From the study, it is concluded that 18% respondents strongly agree, 46% respondents agree,
30% respondents were on neutral platform, 4% disagree, remaining 2% respondents were
strongly disagreeing for showing career development opportunities helpful for employees to
get motivated.

❖ To Study Important Of Monetary And Non-Monetary Factors On

Productivity.
 1) Periodic salary increase motives me.

Particular frequency Percentage (%)

Strongly Agree 11 22%

Agree 15 30%
Neutral 21 42%
Disagree 2 4%
Strongly disagree 1 2%
Total 50 100%
(Table 4.11)

2%

4%
22% Strongly Agree
Agree
42% Neutral
Disagree
30% Strongly disagree

(Graph 4.11)

Interpretation:-

From the study, it is revealed that 22% respondents strongly agree, 30% respondents agree,
42% respondents were on neutral platform, 4% disagree, remaining 2% strongly disagreeing
for showing periodic salary increase motives them in their organization.

2) Promotion/ advancement in present position motivate me.

Particular frequency Percentage (%)

 Strongly Agree 23 46%
Agree 26 52%
Neutral 1 2%
Disagree 0 0%
Strongly disagree 0 0%
Total 50 100%

(Table 4.12)

2%

Strongly Agree
Agree
46% Neutral
52%
Disagree
Strongly disagree

(Graph 4.12)

Interpretation:-

From the study, it is revealed that 46% respondents strongly agree, 52% respondents agree,
2% respondents were on neutral platform, for promotion/ advancement in present position
motivate them.

3) Paid vacation given to employee motivates them.

 Particular frequency Percentage (%)

Strongly Agree 13 26%

Agree 31 62%
Neutral 6 12%
Disagree 0 0%
Strongly disagree 0 0%
Total 50 100%

(Table 4.13)

12%
26% Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
62%

(Graph 4.13)

Interpretation:-

From the study, it is revealed that 26% respondents strongly agree, 62% respondents agree,
12% respondents were on neutral platform for paid vacation given to employee motivates
them in their organization.

4) Maternal / paternal benefits motivation me.

 Particular frequency Percentage (%)

Strongly Agree 13 26%

Agree 31 62%
Neutral 6 12%
Disagree 0 0%
Strongly disagree 0 0%
Total 50 100%

(Table 4.14)

12%
26% Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
62%

(Graph 4.14)

Interpretation:-

From the study, it is revealed that 26% respondents strongly agree, 62% respondents agree,
12% respondents were on neutral platform for maternal benefits motivates them in their
organization.

5) Periodic recognition by the company motivates employee.

 Particular frequency Percentage (%)

Strongly Agree 12 24%

Agree 25 50%
Neutral 11 22%
Disagree 2 4%
Strongly disagree 0 0%
Total 50 100%

(Table 4.15)

4%

24% Strongly Agree

22%
Agree
Neutral
Disagree
Strongly disagree
50%

(Graph 4.15)

Interpretation:-

From the study, it is revealed that 24% respondents strongly agree, 50% respondents agree,
22% respondents were on neutral platform, remaining 4% respondents were disagreeing for
periodic recognition by the company motivates employee.
 Chapter Ⅴ
Findings and
Conclusions
 5.1 Findings:

The findings of the study are follows.

1) It is observed that 50 percent respondent is age group between 21-30 years old. This show the
60 percent male are working in the organization and female was only 40 workers. It is
observed that only 10 percent of the total respondent are managers and 60 percent workers
and 50 percent respondent work experience is 1 to 5 year.
2) It is observed that 40 percent of respondent agree company set goal and their quite challenging
and achievable goals. It is observed that 4 percent employee disagree stating that the goals set
by the company where not achievable so they were dissatisfied.
3) It is observed that 34 percent of respondent are agree with feeling that job has enough learning
opportunity which will help in career advancement. It is observed that 28 percent of
respondent are neutral regarding the job learning opportunity and career advancement.
4) It is observed that 54 percent respondent are agree with the organization right opportunity for
personal growth and promotion. It is observed that 6 percent respondent disagree. They are
not happy with the company policy regarding personal growth, promotion and opportunity of
the company.
5) It is observed that 48 percent respondent strongly agree with the organization gives the bonus
every year which boots them morale. It is observed that 6 percent respondent disagree. 20
percent of respondent are neutral regarding the bonus every year which boots them morale.
6) For the statement non-monetary reward like paid vacation, gift voucher would motivate them.
40 percent respondent have agreed to the statements where as 4 percent have strongly disagree
to this statement.

7) It is found that 38 percent respondent strongly agree that their relation with their superior and
subordinate’s member is very good. It is observed that 30 percent of the respondent are agree
with their relation to superiors and subordinates are good

8) It is found that 52 percent respondent are agree with organization make the job more
challenging which prevent us from get bored on the job. It is observed that 6 percent
 respondent are disagree regarding the organization tries to make the job more challenging
which prevent us from bored on the job.
9) It is found that 42 percent respondent are agree with organization provide non-monetary
incentive which motivates them for better job performance. It is observed that 30 percent
respondent are neutral regarding the organization provide non-monetary incentive which
motivates them for better job performance.
10) It is found that 28 percent respondent agree with periodic performance appraisal activities
helpful for getting motivated them. It is observed that 44 percent respondent are neutral
regarding periodic performance appraisal activities helpful for getting motivated them.
11) It is found that 46 percent of respondent agree with the career development opportunity
helpful for employees to get motivated them. It is found that 30 percent respondent are neutral
regarding the development opportunity helpful for employees to get motivated them.
12) It is found that 46 percent of respondent are strongly agree with the paid vacation given to
employee motivates them. It is found that 52 percent respondent are agree regarding the paid
vacation given to employee motivates them.
13) It is found that 30 percent respondent agreed with periodic salary motives them. It is observed
that 42 percent respondent are neutral regarding periodic salary motives them.
5.2 Conclusion:

1)The study revealed that majority of the respondent was neutral or indifferent about their
happiness and satisfaction in regard to their current remuneration.

2) However a small majority of these agreed they were happy with their package.

3)This indicates that although the amount of salary paid to an employee is highly important,
the respondent felt that there were still other ways that they could be rewarded.

4) Respondent expressed their desire to have a performance management system for appraisal
in place to avoid bias and unfairness in the process.
 Chapter Ⅵ
Suggestions /
Recommendations
Suggestions

The suggestion for the findings from the study are follows

➢ Organization should also look into the issue of giving bonuses to employees at the end
of every profit-realized financial or calendar year way of giving back and appreciating
the employees dedicated input in raking in profits for the organization.
➢ In regard to other non-monetary awards such as paid – for vacation, these can be
awarded to manager level of all giving them some target if the month while the gift
vouchers can be alternated with the bonuses on an every other year basis. These
changes would greatly improve the employee’s morale thereby increasing the Ni-San
Cords.
➢ The managers should also be trained on how to use objective based performance
measure for accuracy in performance rating in addition to using a continuous
employee observation approach.
Questionnaire
Questionnaire

MONETARY AND NON-MONETARY BENEFTS ON EMPLOYEE

MOTIVATION

Respected madam/sir, as a part of my project I would like to gather some information from
you which will help me in depth study of project. I would be obliged if you co-operate with
me in filling the questionnaire. Since the questionnaire is being used for academic purpose,
the information gathered will strictly confidential.

1. Demographic Details: Section A

(Please tick ✓ any one of the following)

1) Name: ______________

2) Gender: - male ( ) female ( )

3) Age: _______________

4) Designation: ___________________________________________ 5) Education:

A. S.S.C ( )

B. H.S.C ( )

C. Graduate ( )
D. Post graduate ( )

E. Other ( )

6) Experience:

A. 1 to 5 years ( )

B. 6 to 10 years ( )

C. 11 to 15 ( )

D. More than 15 years ( )

2. Please rank the following statements for the effect of rewards on

employee motivation at work. Indicate your priority from 5 to 1 as

(5=Strongly agree, 4=agree, 3=Neutral, 2=Disagree, 1=Strongly disagree)

Sr.no Factors 5 4 3 2 1
1 I enjoy setting and achieving challenging goal.

2 I feel my job has enough learning opportunities which

will help me in career advancement.

3 I think there are right opportunities in this organization

for my personal growth and promotion.

4 I receive a bonus every year which boots my morale.

5 Non-monetary rewards like paid vacation, vouchers

would greatly motivate me.

3. Please give your opinion regarding achievement and recognition system

of the company. (kindly fill the following)

(5-Strongly agree, 4-Agree, 2-Disagree,1-Strongly disagree)

Sr.no Factor 5 4 3 2 1
1 My relation with my superior and subordinates are
good.
 2 My organization tries to make the job more challenging
which prevents us from get bord on the job.

3 My organization provides non-monetary incentive

which motivates me for better job performance.

4 Periodic performance appraisal activities by my

company helpful for getting motivated.

5 Career development opportunities helpful for

employees to get motivated.

4. To study important of monetary and non-monetary factors on

productivity. (kindly fill the following)

(5-Strongly agree, 4-Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree)

Sr.no Factor 5 4 3 2 1
1 Periodic salary increases motives me
2 Promotion/ advancement in present motivate me.
3 Paid vacation given to employee motivates them
4 Maternal/ paternal benefits motivate me.
5 Periodic recognition by the company motivates
employee.
 Bibliography

Books:

1. McShane, S.L., & Von Glinow, M.A. (2011). New York, NY: McGraw-Hill Irwin Inc.

2. Gesture , C.N. (2014). Factors affecting employee motivation and its impact on employee
performance (master’s thesis). Retrieved from HF 5549.5M63G52. Nairobi: Kenya

3. Dr. Gupta, Human Resource Management, Sultan Chand & Son, New Delhi, 2004

4. Kothari C.R., Research Methodology, New Age International Pvt. Ltd. New Delhi, 2004

Websites:

1. Research paper on a study of employee motivation at work.

(http://www.jiem.org/index.php/jiem/article/viewFile/1530/755Research paper on a case

study on factors affecting employee motivation at work,

(http:/erepo.usiu,ac.ke/bitstream/handle/11732/2732/FLORENCE%20NJERI%WANJHIA%2
0.pdf?sequence=1&isAllowed)
Power Cord