intercontinental journal of human … ambal auto, coimbatore dr.s.m.yamuna assistant professor,...

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Volume 1, Issue 8 (October, 2013)

INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW

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A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL REFERENCE

TO AMBAL AUTO, COIMBATORE

Dr.S.M.YAMUNA

Assistant Professor, Department of Commerce, PSG College of Arts and Science, Coimbatore

ABSTRACT

Employees were considered just another input into the production of goods and services but they

are the backbone of the organization. This is a research motivational study which focus can have an

effect on the output of the business and concerns both quantity and quality. See it this way: the business

relies heavily on the efficiency of the production staff to make sure that products are manufactured in

numbers that meet demand for the week. If these employees lack the motivation to produce completed

products to meet the demand, then a problem leading to disastrous consequences are faced. The number

of scenarios is extreme but this is the general picture. Employees are the greatest asset and no matter how

efficient the technology and equipment may be, it is no match for the effectiveness and efficiency of the

staff. Motivation requires a delicate balance of communication, structure, and incentives.

Key words: Motivation, Communication, Incentives

INTRODUCTION TO MOTIVATION

At one time, employees were considered just another input into the production of goods and

services. What perhaps changed this way of thinking about employees was research, referred to as the

Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932. This study found employees are not

motivated solely by money and employee behavior is linked to their attitudes. The Hawthorne Studies

began the human relations approach to management, whereby the needs and motivation of employees

become the primary focus of managers. It is the business owner who must initiate motivation as a strategy

to attain corporate goals. Motivation is operationally defined as the inner force that drives individuals to

accomplish personal and organizational goals. Motivation is the force that makes us do things: this is a

result of our individual needs being satisfied (or met) so that we have inspiration to complete the task.

These needs vary from person to person as everybody has their individual needs to motivate themselves.

Depending on how motivated we are, it may further determine the effort we put into our work and

therefore increase the standard of the output.

When we suggest factors (or needs) that determine the motivation of employees in the workplace,

almost everyone would immediately think of a high salary. This answer is correct for the reason that some

employees will be motivated by money, but mostly wrong for the reason that it does not satisfy others (to

a lasting degree). This supports the statement that human motivation is a personal characteristic, and not a

one fits all option.

To improve staff satisfaction levels

To enhance customer service

To increase turnover and profits

ISSN: 2320-9704- Online ISSN:2347-1662-Print

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Motivation

1. Consequences - Never use threats. They’ll turn people against you. But making people aware of the

negative consequences of not getting results (for everyone involved) can have a big impact. This one is

also big for self motivation. If you don’t get your act together, will you ever get what you want?

2. Pleasure - This is the old carrot on a stick technique. Providing pleasurable rewards creates eager and

productive people.

3. Performance incentives - Appeal to people’s selfish nature. Give them the opportunity to earn more

for themselves by earning more for you.

4. Detailed instructions - If you want a specific result, give specific instructions. People work better

when they know exactly what’s expected.

5. Short and long term goals - Use both short and long term goals to guide the action process and create

an overall philosophy.

6. Kindness - Get people on your side and they’ll want to help you. Piss them off and they’ll do

everything they can to screw you over.

7. Deadlines - Many people are most productive right before a big deadline. They also have a hard time

focusing until that deadline is looming overhead. Use this to your advantage by setting up a series of

mini-deadlines building up to an end result.

8. Team Spirit - Create an environment of camaraderie. People work more effectively when they feel like

part of team — they don’t want to let others down.

10. Recognize achievement - Make a point to recognize achievements one-on-one and also in group

settings. People like to see that their work isn’t being ignored.

11. Personal stake - Think about the personal stake of others. What do they need? By understanding this

you’ll be able to keep people happy and productive.

12. Concentrate on outcomes - No one likes to work with someone standing over their shoulder. Focus

on outcomes — make it clear what you want and cut people loose to get it done on their own.

13. Trust and Respect - Give people the trust and respect they deserve and they’ll respond to requests

much more favorably.

14. Create challenges - People are happy when they’re progressing towards a goal. Give them the

opportunity to face new and difficult problems and they’ll be more enthusiastic.

15. Let people be creative - Don’t expect everyone to do things your way. Allowing people to be

creative creates a more optimistic environment and can lead to awesome new ideas.


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16. Constructive criticism - Often people don’t realize what they’re doing wrong. Let them know. Most

people want to improve and will make an effort once they know how to do it.

17. Demand improvement - Don’t let people stagnate. Each time someone advances raise the bar a little

higher (especially for yourself).

18. Make it fun - Work is most enjoyable when it doesn’t feel like work at all. Let people have fun and

the positive environment will lead to better results.

19. Create opportunities - Give people the opportunity to advance. Let them know that hard work will

pay off.

20. Communication - Keep the communication channels open. By being aware of potential problems

you can fix them before a serious dispute arises.

21. Make it stimulating - Mix it up. Don’t ask people to do the same boring tasks all the time. A

stimulating environment creates enthusiasm and the opportunity for “big picture” thinking

The Role of Motivation

To survive we need motivated employees. Motivated employees are needed in our rapidly

changing workplaces. Motivated employees help organizations survive. Motivated employees are more

productive. To be effective, managers need to understand what motivates employees within the context of

the roles they perform. Of all the functions a manager performs, motivating employees is arguably the

most complex. This is due, in part, to the fact that what motivates employees changes constantly. For

example, research suggests that as employees' income increases, money becomes less of a motivator.

Also, as employees get older, interesting work becomes more of a motivator.

The ranked order of motivating factors are: (a) interesting work, (b) good wages, (c) full

appreciation of work done, (d) job security, (e) good working conditions, (f) promotions and growth in

the organization, (g) feeling of being in on things, (h) personal loyalty to employees, (i) tactful discipline,

and (j) sympathetic help with personal problems.

COMPANY PROFILE

Ambal Automobiles is an authorized MARUTI dealer for Coimbatore, Niligiris, Erode and

Namakkal districts and one of the leading automobile dealers in South India started in the year

1998Ambal Auto over the years has gained confidence of its customers and Maruti. It has the reputation

of an automobile dealer with high level of customer orientation towards attaining customer satisfaction.

Ambal Auto Commitments to services have gained an CERTIFICATION FOR QUALITY AND CAR

CARE - ISO 9002. The company has 30000 plus customers , three new car showrooms , two pre-owned

cars showroom(True Value), five workshops, two body repair workshops well manned by over 400 plus

trained manpower.


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For the customers convenience Ambal Auto carries the following services:

Maruti Finance

Maruti Insurance

Maruti True Value

After sales service and workshop

Body shop

Spares (Arts division)

Training centre division

Customer care system

Other facilities

OBJECTIVES OF THE STUDY

To find out the major factors which motivate the employee to perform better.

To identify the various issues which are demotivating factors regarding any staff member.

To find out the most important issues which contribute towards increasing efficiency.

To offer some suggestions to the management regarding some changes in the present system for

the betterment in future.

LIMITATIONS OF THE STUDY

The area of study is confined to Coimbatore only. No other unit is taken for the study and so it

cannot be generalized.

The study had to be confined only to 110 employees out of 500 employees.

RESEARCH METHODOLOGY

The methodology for the study:

Research Design:

A research design is the arrangement of conditions for collection and analysis of data in manner that aims

to combine relevance to the research purpose with economy in procedure. The study is based on the

descriptive survey of the option of the technical and administrative staff, mainly to find the staff

motivating techniques and to analyze it.

Sources of Data:

From the perspective of examining the impact of motivation on the staff and employees, it is appropriate

to categorize the information into two types

a) Primary Data

This data is collected by the questionnaires

b) Secondary Data

Various records maintained by concerned

Departments

Journals


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Pamphlets, periodicals, books from library

But as far as this study is concerned all the above methods were used for the collection of data.

Target Group:

The respondents are categorized as follows,

Manager

Supervisors

Chief Advisors

Sales executives

Servicemen

Sampling Methods:

Sampling method comprises of the selection of (i) sampling unit and (ii) sample size.

a) Sampling Unit

The sample unit constitutes, as the study pertains to this unit only.

b) Sampling Size

The sample size refers to the number of people or items selected from

a total population. Sample sizes of 110 employees were chosen in conveniences basis to represent

the total population. The sample has been selected to include the attitude and views of all level of

hierarchy.

Statistical Tools:

The statistical tool used in the study is,

i) Simple percentage method was used to analyze the data

ii) Chi-square test

iii) Regression.

ANALYSIS AND INTERPRETATION

Age group of employees

Table showing the age group of the employees and the staff

S.No Description No. of Respondents % of Respondents

1. Below 20 years 10 9%

2. 20 – 30 years 77 70%

3. 30 – 40 years 21 19%

4. Above 40 years 2 2%

Total 110 100%

INFERENCE:

From the above table it is clear that the majority of the respondents(70%) fall in the age group of 20 to 30

years followed by the next section of respondents(19%) in 30 to 40 years, rest 9% are below 20 years and

2% are above 40 years respectively.


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Educational level of employees

Table showing the educational level of the employees and staff


1. Diploma 37 33%

2. Graduate 38 35%

3. ITI 21 19%

4. Post Graduate 12 11%

5. Professional 2 2%

Total 110 100%

INFERENCE:

From the above table it is clear that the majority of the respondents(35%) are graduates followed by the

next section of respondents(33%) who are diploma holders, followed by 19% ITI’s ,11% post graduates

and 2% are professionals.

Monthly income of the employees

Table showing the range of monthly income of the employees

INFERENCE:

From the above table it is clear that the majority of the respondents (51%) come under the monthly

income of below 5000, followed by 44% falling under the category of 5000 to 10000 per month then 3%

and 1% come under the category of 10000 to 15000 and above 15000 respectively.

Years of experience of the employees

Table showing the years of experience of the employees

INFERENCE: From the above table it is clear that the majority of the respondents (47%) have the

experience of work above 3 years followed by 25% of the respondents with below 1 year of experience,

then 22% respondents have 1 to 2 years of experience and the rest 6% have 2 to 3 years of experience.


1. Below 5000 56 51%

2. 5000 – 10000 49 44%

3. 10000 – 15000 4 3%

4. Above 15000 1 1%

Total 110 100%


1. Below 1 year 28 25%

2. 1 – 2 years 24 22%

3. 2 – 3 years 7 6%

4. Above 3 years 51 47%

Total 110 100%


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Incentive plan is to improve employee morale

Table showing whether basic purpose of incentive plan is to improve employee morale

INFERENCE:

From the above table it is clear that the majority of the respondents (63%) agreed that basic purpose of

incentive plan is to improve employee morale followed by the next section of respondents (35%) fully

agreed and another 2% had no comments. There were no respondents who disagreed with the above

statement.

Loyalty hike is a motivating factor

Table showing whether loyalty hike is a motivating factor

INFERENCE:

From the above table it is clear that the majority of the respondents (49%) agreed that loyalty hike is a

motivating factor followed by the next section of respondents (32%) fully agreed and another 18% had no

comments. There is only 1% who disagreed to this statement.

Better performance in the organization

Table showing whether better incentive plans leads to better performance in the organization


1. Fully Agree 39 35%

2. Agree 69 63%

3. No Comments 2 2%

4. Disagree 0 0%

Total 110 100%



2. Agree 54 49%

3. No Comments 21 18%

4. Disagree 1 1%

Total 110 100%



2. Agree 57 52%

3. No Comments 3 2%

4. Disagree 3 3%

Total 110 100%


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INFERENCE:

From the above table it is clear that the majority of the respondents (52%) agreed that better incentive

plans leads to better performance in the organization followed by the next section of respondents (43%)

fully agreed and another 2% had no comments. There was only 3% who disagreed to this statement

Monetary rewards will be effective

Table showing whether monetary rewards will be effective

INFERENCE:

From the above table it is clear that the majority of the respondents (60%) agreed that monetary rewards

will be effective followed by the next section of respondents (28%) fully agreed and another 12% had no

comments. There is no one who disagreed to this statement.

Increasing employee motivation

Table showing whether non-monetary rewards are effective in increasing employee motivation

INFERENCE:

From the above table it is clear that the majority of the respondents (49%) agreed that non- monetary

rewards are effective in increasing employee motivation followed by the next section of respondents

(29%) had no comments and another 19% fully agreed. There is only 3% who disagreed to this statement.



2. Agree 65 60%


4. Disagree 0 0%

Total 110 100%



2. Agree 54 49%


4. Disagree 3 3%

Total 110 100%


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Incentive plans make employee happy and satisfying

Table showing whether Incentive plans make employee happy and satisfying

INFERENCE:

From the above table it is clear that the majority of the respondents (48%) agreed that incentive plans

make employee happy and satisfying followed by the next section of respondents (45%) fully agreed and

another 7% had no comments. There is no one who disagreed to this statement.

Incentive plans motivate

Table showing whether incentive plans motivate

INFERENCE:

From the above table it is clear that the majority of the respondents (57%) agreed that incentive plans

motivate followed by the next section of respondents (36%) fully agreed and another 7% had no

comments. There is no one who disagreed to this statement.

Monetary discounts play a role in employee performance

Table showing whether monetary discounts play a role in employee performance



2. Agree 53 48%

3. No Comments 7 7%

4. Disagree 0 0%

Total 110 100%



2. Agree 63 57%

3. No Comments 7 7%

4. Disagree 0 0%

Total 110 100%



2. Agree 51 46%


4. Disagree 2 2%

Total 110 100%


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INFERENCE:

From the above table it is clear that the majority of the respondents (46%) agreed that monetary discounts

play an important role in employee performance followed by the next section of respondents (30%) fully

agreed and another 22% had no comments. There is only 2% who disagreed to this statement.

Present working hours are comfortable

Table showing whether present working hours are comfortable

INFERENCE:

From the above table it is clear that the majority of the respondents (48%) agreed that working

hours are comfortable followed by the next section of respondents (43%) fully agreed and another 7%

had no comments. There is only 2% who disagreed to this statement.

Good working conditions exist

Table showing whether good working conditions exist

INFERENCE:

From the above table it is clear that the majority of the respondents (50%) agreed that exists good

working conditions followed by the next section of respondents (43%) fully agreed and another 7% had

no comments. There is no one who disagreed to this statement.



2. Agree 53 48%

3. No Comments 8 7%

4. Disagree 2 2%

Total 110 100%



2. Agree 55 50%

3. No Comments 8 7%

4. Disagree 0 0%

Total 110 100%


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Present training helps the employees with the right skills to do their job effectively

Table showing whether present training helps the employees with the right skills to do their job

effectively

INFERENCE:

From the above table it is clear that the majority of the respondents (50%) agreed that present

training helps the employees with the right skills to do their job effectively followed by the next section

of respondents (40%) fully agreed and another 9% had no comments. There is only 1% who disagreed to

this statemen

Counseling motivates the employees

Table showing whether counseling motivates the employees

INFERENCE:

From the above table it is clear that the majority of the respondents (58%) agreed that counseling

motivates the employees followed by the next section of respondents (32%) fully agreed and another 10%

had no comments. There is no one who disagreed to this statement.

CHI –SQUARE TEST

Ho : Hypothesis is that there is no significant relationship between the years of experience and the

loyalty hike as a motivating factor.



2. Agree 55 50%


4. Disagree 1 1%

Total 110 100%



2. Agree 65 59%


4. Disagree 0 0%

Total 110 100%


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OBSERVATION FREQUENCY:

Loyalty

Hike Years of

experience

Strongly

Agree Agree No comments Disagree Total

Below 1 year 9 10 9 0 28

1 – 2 years 5 15 3 1 24

2 – 3 years 1 3 3 0 7

Above 3 years 19 26 6 0 51

35 54 21 1 110

EXPECTED FREQUENCY:

Loyalty

Hike Years of

experience

Strongly

Agree Agree No comments Disagree Total

Below 1 year 8.9 13.7 5.3 0.25 28

1 – 2 years 7.6 11.7 4.5 0.21 24

2 – 3 years 2.2 3.4 1.3 0.06 7

Above 3 years 16.2 25 9.7 0.46 51

35 54 21 1 110

Hence the calculated value of 2 is 14.45

Degree of freedom in the given problem

= (r - 1) (c - 1)

= (4 –1) (4 - 1)

= 9

The table value of 2 for 9 degree of freedom at 5% level of significance is 16.919.

Comparing the table value and calculated value, table value is greater than the calculated value.

Therefore, the hypothesis is accepted. Hence there is no significant relationship between the years of

experience and the loyalty hike as a motivating factor.

CHI –SQUARE TEST – 2

Ho : Hypothesis is that there is no significant relationship between educational qualification and

monthly income.


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OBSERVED FREQUENCY:

Educational

qualification

Income

Dip

lom

a

Gra

du

ati

on

ITI

Po

st

Gra

du

ati

on

Pro

fess

ion

al

To

tal

Below 5000 18 24 10 3 1 56

5000 – 10000 19 12 11 7 0 49

10000 – 15000 0 2 0 1 1 4

Above 15000 0 0 0 1 0 1

37 38 21 12 2 110

EXPECTED FREQUENCY:

Educational

qualification

Income

Dip

lom

a

Gra

du

ati

on

ITI

Post

Gra

du

ati

on

Pro

fess

ion

al

Tota

l

Below 5000 18.5 19 10.5 6 1 56

5000 – 10000 16.28 16.72 9.24 5.28 0.88 49

10000 – 15000 1.33 1.36 0.75 0.43 0.07 4

Above 15000 0.33 0.33 0.18 0.10 0.01 1

37 38 21 12 2 110

Calculation:

Chi – square 2 = (O - E)

2 / E

The table value of 2 for 7 degree of freedom at 5% level of significance is 14.067

Comparing the table value and calculated value, table value is less than the calculated value. Therefore,

the hypothesis is rejected. Hence there is significant relationship between educational qualification and

monthly income.

FINDINGS

The majority of the respondents (70%) fall in the age group of 20 to 30 years.

The majority of the respondents (35%) are graduates.

The majority of the respondents (51%) come under the monthly income of below 5000.

The majority of the respondents (47%) have the experience of work above 3 years.


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The majority of the respondents (63%) agreed that basic purpose of incentive plan is to improve

employee morale.

The majority of the respondents (61%) agreed that well designed incentive plans help the best

performers.

The majority of the respondents (50%) agreed that spot incentives plans help for improving job

motivation of employees.

The majority of the respondents (49%) agreed that loyalty hike is a motivating factor.

The majority of the respondents (49%) agreed that better incentive plans leads to better

performance in the organization.

The majority of the respondents (60%) agreed that monetary rewards will be effective.

The majority of the respondents (49%) agreed that non- monetary rewards are effective in

increasing employee motivation.

The majority of the respondents (48%) agreed that incentive plans make employee happy and

satisfying.

The majority of the respondents (57%) agreed that incentive plans motivate.

The majority of the respondents (46%) agreed that monetary discounts play an important role in

employee performance.

The majority of the respondents (60%) agreed that incentive plans are the mantra for attracting

the employees.

The majority of the respondents (50%) agreed that incentive plans are an excellent tool for

competing with rivals in the market place.

The majority of the respondents (51%) agreed that new task assigned to them motivates them.

The majority of the respondents (50%) agreed that employees are allowed to take leave during

necessity.

The majority of the respondents (54%) agreed that the job is self challenging by fixing targets.

The majority of the respondents (48%) agreed that working hours are comfortable.

The majority of the respondents (50%) agreed that present training helps the employees with the

right skills to do their job effectively.

The majority of the respondents (54%) agreed that employees and staffs ideas are valued.

The majority of the respondents (58%) agreed that counseling motivates the employees.

The majority of the respondents (50%) agreed that good working conditions exist.

SUGGESTIONS

There should be a close collaboration between management and the staffs to ensure that

motivation is positive and useful.

It would be better if employees are given more benefits.

Motivation techniques should be more specific to employees.

More responsible jobs must be assigned to the employees, so that their potential can be

effectively utilized.

Self challenging jobs by fixing targets can be preferred by the management.

Monotonous work make the employees feel their load excessive. Job rotation would help the

employees learn different tasks and even reduce the work load.


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To get the job efficiently done employees must be provided with the right skills by training them.

Attractive incentive plans can be framed to attract the employees.

The age group of the employees is mostly 20 – 30 years so their ideas may be valued.

REFERENCES

Websites

www.ambal.com

www.latimes.com

www.maruthisuzukiindia.com

www.google.com

www.getmotivation.com

www.motivation123.com

www.selfgrowth.com

Journals

Academic of Management, New Delhi

Journal of Applied Psychology, New York

Journal of Management, Durhan

The Hindu, Opportunities, HR Highs

Journal of Organization Behavior

Journal of Cross-Culture Psychology, U S A

Human Resource Management, University of Michigan, Michigan

Books

Human Resource Management - Garry Dessler

Research methodology - C. R. Kothari

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