A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL

REFEERENCE TO THE PONDICHERRY CO-OPERATIVE

MILK PRODUCERS UNION LTD., PUDUCHERRY
PROJECT REPORT

Submitted By

APPOLLO SEBASTINRAJ.A
REGISTER NO.: 23810153
Under the Guidance of

Mrs. K. MALATHI., MBA., M.Com., PGDFT., (Ph.D).,

Assistant Professor, Department of Management Studies

In partial fulfilment for the award of degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

CHRIST COLLEGE OF ENGINEERING & TECHNOLOGY,

PUDUCHERRY
PONDICHERRY UNIVERSITY

NOVEMBER 2024
 DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that the project work entitled “A STUDY ON EMPLOYEE MOTIVATION
WITH SPECIAL REFFERENCE TO THE PONDICHERRY CO-OPERATIVE MILK
PRODUCERS UNION LTD., PUDUCHERRY” is a Bonafide work done by Mr.
APPOLLO SEBASTINRAJ.A [REGISTER NO.: 23810153] in partial fulfillment of the
requirement for the award of Master of Business Administration by Pondicherry University
during the academicyear 2024 – 2025.

GUIDE HEAD OF THE DEPARTMENT

Submitted for viva-voce Examination held on

EXTERNAL EXAMINER

1.

2.
 DECLARATION

I, APPOLLO SEBASTINRAJ.A hereby declare that Project title “A STUDY ON EMPYOLEE

MOTIVATION WITH SPECIAL REFFERENCE TO THE PONDICHERRY
CO-OPERATIVE MILK PRODUCERS UNION LTD.,PUDUCHERRY” is an original
piece of work carried out by me under guidance of Mrs. K. MALATHI., MBA., M.Com.,
PGDFT., (Ph.D)., Assistant Professor, Department of Management Studies, Christ College of
Engineeringand Technology. The information has been collected from genuine and authentic
sources. The work has been submitted in partial fulfillment of requirement for the award of the
degree MASTEROF BUSINESS ADMINISTARTION from CHRIST COLLEGE OF
ENGINEERING AND TECHNOLOGY, PUDUCHERRY.

I also declare that this report has not been submitted in full or part thereof, to any university or
institution for the award for the award of any degree or diploma.

PLACE: PUDUCHERRY A.APPOLLO SEBASTINRAJ

DATE: 23810153
 ACKNOWLEDGMENT
The successful completion of any task would be incomplete without mentioning the names of
persons who helped to make it possible. I take this opportunity to express my gratitude in few
words and respect to all those helped me in the completion of this project.

I express my gratitude Dr. S.R. SAM PAUL, M.E., Ph.D., B.L., Chairman & Managing Director,
Christ College of Engineering & Technology for providing necessary and essential facilities to do
this project work.

I express our sincere thanks to Dr. A. SIVAKUMAR, M.E., Ph.D., M.I.S.T.E., Principal, Christ
College of Engineering & Technology, for providing me with an opportunity to study and for his
encouragement, support and guidance to complete this project work successfully.

I express my sincere thanks to Dr. D. BHAVANI., M.B.A., Ph.D., M.I.S.T.E., Professor & Head,
Department of Management Studies, for providing me an opportunity to study and for their
encouragement, support and guidance to complete this work successfully.

I express a deep sense of gratitude to my guide Mrs. K. MALATHI., MBA., M.Com., PGDFT.,
(Ph.D)., Assistant Professor, Department of Management Studies, for her support, motivation
and constant guidance to complete the project work successfully.

I would like to thank all the Faculties of Department of Management Studies, for their constant
encouragement and support.

I convey my heartiest thanks to S. MAHALAKSHMI– HR, THE PONDICHERRY

CO-OPERATIVE MILK PRODUCERS UNION LTD.,PUDUCHERRY, who has
granted permission to do this project in their esteemed organization and guiding me in exploring this
industry Finally, I express our sincere thanks and deep sense of gratitude to my parents and friendsfor
giving timely advice in all the ways and above all to God for his blessing upon me and in all aspects for
the success of this project work.
 ABSTRACT

This study, titled “A Study on Employee Motivation with Special Reference to the Pondicherry
Cooperative Milk Producers Union Ltd., Puducherry,” examines the pivotal role of employee
motivation in enhancing productivity, job performance, and satisfaction. The research focuses on
understanding how a supportive work environment, alignment of job roles with employee
aspirations, and transparent reward systems contribute to sustaining high levels of motivation.

Employee motivation is a key driver of organizational success, directly influencing productivity,

engagement, and job satisfaction. The findings of this study underscore the significance of factors
such as effective training, recognition of employee contributions, and the implementation of
structured reward mechanisms in fostering a motivated workforce.

The insights derived from this research offer practical recommendations for the Pondicherry
Cooperative Milk Producers Union Ltd. to enhance organizational performance. By prioritizing
targeted training programs, ensuring equitable and transparent reward systems, and providing career
advancement opportunities, the organization can strengthen employee satisfaction, improve
productivity, and achieve long-term success.
 TABLE OF CONTENTS
CHAPTER TITLE PAGE NO.
INTRODUCTION
I 02
1.1 ABOUT THE STUDY
11
1.2 ABOUT THE INDUSTRY
15
1.3 COMPANY PROFILE
INTRODUCTION TO THE PROBLEM
II 23
2.1 TITLE OF THE STUDY
23
2.2 STATEMENT OF THE PROBLEM
24
2.3 OBJECTIVES OF THE STUDY
25
2.4 SCOPE OF THE STUDY
26
2.5 LIMITATIONS OF THE STUDY

III REVIEW OF LITERATURE 28

RESEARCH METHODODLOGY
IV 35
4.1 RESEARCH METHODODLOGY
35
4.2 PERIOD OF STUDY
36
4.3 RESEARCH DESIGN
36
4.4 POPULATION
36
4.5 METHOD OF DATA COLLECTION
36
4.6 RESEARCH INSTRUMENT
37
4.7 TOOLS FOR ANALYSIS
37

V DATA ANALYSIS AND INTERPRETATION 41

VI FINDINGS 76
VII SUGGESTION AND RECOMMENDATION 79
VIII CONCLUSION 81

ANNEXURE
QUESTIONNAIRE 83
88
BIBLIOGRAPHY
 LIST OF TABLES

TABLE NO. NAME OF THE TABLE PAGE NO.

5.1.1 GENDER WISE CLASSIFICATION OF RESPONDENTS 41
MARITAL STATUS WISE CLASSIFICATION OF
5.1.2 42
RESPONDENTS
5.1.3 AGE WISE CLASSIFICATION OF RESPONDENTS 43
5.1.4 CLASSIFICATION OF EXPERIENCE 44
MONTHLY INCOME WISE CLASSIFICATION OF
5.1.5 45
RESPONDENTS
PERCEPTION OF CURRENT PROCESSES IN TASK
5.1.6 46
COMPLETION EFFICIENCY
PERCEPTION OF TOOLS AND RESOURCES IN
5.1.7 47
ENHANCINGPRODUCTIVITY
5.1.8 IMPACT OF TRAINING ON JOB PERFORMANCE 48
EFFECTIVENESS OF COMMUNICATION FROM
5.1.9 49
MANAGEMENT
DEPARTMENTAL EFFICIENCY IN MEETING COMPANY
5.1.10 50
GOALS
OVERALL SATISFACTION WITH THE WORK
5.1.11 51
ENVIRONMENT
ALIGNMENT OF JOB ROLE WITH CAREER GOALS AND
5.1.12 52
ASPIRATIONS
5.1.13 SUPPORT FROM COLLEAGUES AND SUPERVISORS 53

5.1.14 RECOGNITION OF CONTRIBUTIONS BY THE COMPANY 54

SATISFACTION WITH GROWTH AND ADVANCEMENT
5.1.15 55
OPPORTUNITIES
5.1.16 MOTIVATION TO PERFORM AT WORK EVERY DAY 56
INSPIRATION FROM THE COMPANY'S VISION AND
5.1.17 57
MISSION
SUFFICIENCY OF INCENTIVES TO MAINTAIN
5.1.18 58
MOTIVATION
5.1.19 CHALLENGE AND ENGAGEMENT IN JOB TASKS 59
IMPACT OF REGULAR FEEDBACK FROM SUPERVISOR
5.1.20 60
ON MOTIVATION
ACCESS TO TRAINING PROGRAMS FOR JOB
5.1.21 61
PERFORMANCE IMPROVEMENT
IMPACT OF COMPANY TRAINING ON PERFORMANCE
5.1.22 62
IMPROVEMENT
 IMPROVEMENT IN PERFORMANCE DUE TO SKILLS
5.1.23 63
ACQUIRED THROUGH TRAINING
CONSTRUCTIVE FEEDBACK FOR JOB PERFORMANCE
5.1.24 64
IMPROVEMENT
5.1.25 OPPORTUNITIES TO APPLY NEW SKILLS ON THE JOB 65
FEELING VALUED WHEN RECEIVING WORK
5.1.26 66
RECOGNITION
FAIRNESS AND TRANSPARENCY OF THE COMPANY’S
5.1.27 67
REWARD SYSTEM
IMPACT OF RECOGNITION FROM PEERS AND
5.1.28 68
SUPERVISORS ON MORALE
SATISFACTION WITH MONETARY REWARDS FROM THE
5.1.29 69
COMPANY
LINK BETWEEN RECOGNITION, REWARDS, AND
5.1.30 70
PERFORMANCE
PERCEPTION OF CURRENT PROCESSES IN TASK
5.2.1 71
COMPLETIONEFFICIENCY
5.2.2 MOTIVATION TO PERFORM AT WORK EVERY DAY 71

5.2.3 CORRELATION CALCULATION 72

5.3.1 ANOVA CALCULATION 74

 LIST OF CHARTS
CHART
NO. NAME OF THE CHART PAGE NO.

5.1.1 GENDER WISE CLASSIFICATION OF RESPONDENTS 41

MARITAL STATUS WISE CLASSIFICATION OF
5.1.2 42
RESPONDENTS
5.1.3 AGE WISE CLASSIFICATION OF RESPONDENTS 43
5.1.4 CLASSIFICATION OF EXPERIENCE 44
MONTHLY INCOME WISE CLASSIFICATION OF
5.1.5 45
RESPONDENTS
PERCEPTION OF CURRENT PROCESSES IN TASK
5.1.6 46
COMPLETION EFFICIENCY
PERCEPTION OF TOOLS AND RESOURCES IN
5.1.7 47
ENHANCING PRODUCTIVITY
5.1.8 IMPACT OF TRAINING ON JOB PERFORMANCE 48
EFFECTIVENESS OF COMMUNICATION FROM
5.1.9 49
MANAGEMENT
DEPARTMENTAL EFFICIENCY IN MEETING
5.1.10 50
COMPANY GOALS
OVERALL SATISFACTION WITH THE WORK
5.1.11 51
ENVIRONMENT
ALIGNMENT OF JOB ROLE WITH CAREER GOALS
5.1.12 52
AND ASPIRATIONS
5.1.13 SUPPORT FROM COLLEAGUES AND SUPERVISORS 53
RECOGNITION OF CONTRIBUTIONS BY THE
5.1.14 54
COMPANY
SATISFACTION WITH GROWTH AND ADVANCEMENT
5.1.15 55
OPPORTUNITIES
5.1.16 MOTIVATION TO PERFORM AT WORK EVERY DAY 56
INSPIRATION FROM THE COMPANY'S VISION AND
5.1.17 57
MISSION
SUFFICIENCY OF INCENTIVES TO MAINTAIN
5.1.18 58
MOTIVATION
5.1.19 CHALLENGE AND ENGAGEMENT IN JOB TASKS 59
IMPACT OF REGULAR FEEDBACK FROM
5.1.20 60
SUPERVISOR ON MOTIVATION
ACCESS TO TRAINING PROGRAMS FOR JOB
5.1.21 61
PERFORMANCE IMPROVEMENT
IMPACT OF COMPANY TRAINING ON PERFORMANCE
5.1.22 62
IMPROVEMENT
 IMPROVEMENT IN PERFORMANCE DUE TO SKILLS
5.1.23 63
ACQUIRED THROUGH TRAINING
CONSTRUCTIVE FEEDBACK FOR JOB PERFORMANCE
5.1.24 64
IMPROVEMENT
5.1.25 OPPORTUNITIES TO APPLY NEW SKILLS ON THE JOB 65
FEELING VALUED WHEN RECEIVING WORK
5.1.26 66
RECOGNITION
FAIRNESS AND TRANSPARENCY OF THE COMPANY’S
5.1.27 67
REWARD SYSTEM
IMPACT OF RECOGNITION FROM PEERS AND
5.1.28 68
SUPERVISORS ON MORALE
SATISFACTION WITH MONETARY REWARDS FROM
5.1.29 69
THE COMPANY
LINK BETWEEN RECOGNITION, REWARDS, AND
5.1.30 70
PERFORMANCE
 CHAPTER - I
INTRODUCTION

1
 CHAPTER -I

INTRODUCTION TO THE STUDY

1.1ABOUT THE STUDY

The word Motivation derives from the Latin word “Movere”. The Latin word “Movere” means
“To move”, “To drive” or “To drive forward” etc. Motivation can be defined as
stimulating, inspiring and inducing the employees to perform to their best capacity. Motivation is
a psychological term which means it cannot be forced on employees. It comes automatically from
inside the employees as it is the willingness to do the work.

Motivation is a psychological process through which a person acts or behaves towards a

particular task or activity from start to completion. Motivation drivesor pushes a person to behave
in a particular way at that point in time. When the motivation is positive, a person is happy,
energetic, enthusiastic & self-driven to perform the work and when it is negative motivation,
person is demoralized, sad, lethargic & pessimistic leading to drop in productivity and
performance.

The role of motivation in management plays a crucial role in enhancing employee performance
and organizational success. Motivated employees tend to be more engaged, productive, and
committed to their work. They exhibit a positive attitude, take initiative, and often go beyond
their job responsibilities. Moreover, motivated employees contribute to fostering a positive work
environment, which encourages collaboration and innovation.

On the other hand, lack of motivation can lead to negative outcomes such as reduced
productivity, increased absenteeism, and higher employee turnover.

Definitions

1. according to Frederick Herzberg (1959), motivation in the workplace is driven by two factors:
motivators, which lead to job satisfaction and encourage higher performance, and hygiene factors,
which can cause dissatisfaction if not adequately addressed but do not necessarily motivate
employees if present.

2
2. According to Abraham Maslow (1943), motivation is a process of fulfilling a hierarchy of
needs, starting with basic physiological needs and moving up to safety, love and belonging,
esteem, and finally self-actualization. People are motivated to achieve higher-level needs once the
lower-level needs are satisfied.

3. According to B.F. Skinner (1953), motivation is shaped by reinforcement. Positive

reinforcement (rewards) increases the likelihood of a behavior being repeated, while negative
reinforcement or punishment decreases the likelihood of a behavior being repeated. Thus,
motivation is driven by the consequences of actions.

4. According to David McClelland (1961), motivation is influenced by three primary needs: the
need for achievement (the desire to accomplish challenging goals), the need for power (the desire
to influence or control others), and the need for affiliation (the desire for friendly and close
interpersonal relationships).

5. According to Edward Deci and Richard Ryan (1985), motivation is driven by the satisfaction of
three basic psychological needs: autonomy, competence, and relatedness. Their Self-
Determination Theory emphasizes the importance of intrinsic motivation, where people engage in
activities out of genuine interest and internal satisfaction.

6. According to Victor Vroom (1964), motivation is determined by anindividual's expectations of

the outcome of their actions. His Expectancy Theory suggests that people are motivated to act
when they believe their efforts will lead to desired results, and these results are valued by them.

Characteristics of Motivation

Motivation is a complex and multifaceted concept that plays a crucial role in influencing human
behavior and organizational performance. The following characteristics provide a deeper
understanding of how motivation functions within an individual and its implications in a
professional setting:

3
1. Direction of Behavior

Motivation guides individuals towards specific goals by influencing their choices and actions. It
helps in setting a clear direction for effort and energy, ensuring that behavior aligns with the
desired outcomes.

2. Intensity of Effort

The intensity of motivation reflects the amount of effort an individual is willing to invest in
achieving a goal. It determines the Vigor and determination with which tasks are approached,
indicating the strength of motivation.

3. Persistence Over Time

Persistence refers to the sustained effort an individual exhibits in pursuit of a goal, despite
challenges or obstacles. A motivated individual demonstrates a continuous commitment to
achieving objectives, showcasing resilience and perseverance.

4. Internal and External Influences

Motivation can be driven by both internal (intrinsic) and external (extrinsic) factors. Intrinsic
motivation is derived from personal satisfaction and interest, while extrinsic motivation is
influenced by external rewards, recognition, or theavoidance of negative consequences.

5. Goal Orientation

Motivation is inherently goal-oriented, pushing individuals to set and strive towards specific
targets.

6. Dynamic Nature

Motivation is not a static attribute; it is dynamic and can fluctuate over time. Changes in
circumstances, experiences, or evolving personal and professional goals can impact an
individual’s motivation, making it a fluid and adaptive characteristic.

4
Types of Motivation

1. Intrinsic Motivation:

When you’re intrinsically motivated, your behavior is motivated by your internal desire to do
something for its own sake — for example, your personal enjoyment of an activity, or your
desire to learn a skill because you’re eager to learn.

Examples of intrinsic motivation could include:

• Reading a book because you enjoy the storytelling

• Exercising because you want to relieve stress
• Cleaning your home because it helps you feel organized

2. Extrinsic Motivation:

When you’re extrinsically motivated, your behavior is motivated by an external factor pushing
you to do something in hopes of earning a reward — oravoiding a less-than-positive outcome.

Examples of extrinsic motivation could include:

• Reading a book to prepare for a test

• Exercising to lose weight

Importance of Motivation

1. Motivation helps to change from negative attitude to positive attitude. Without motivation the
employees try to perform minimum activities in the organization. But the motivation fills in the
desire to perform to their maximumlevel.

5
2. Motivation improves performance level of employees. The motivation improves the
efficiency level of employees which means the employees start performing the job to the best of
their ability with minimum wastage of time and resources because motivated employees always
go for best utilization of resources. The motivation bridges the gap between the ability to work
and willingness always improves efficiency.

3. Help in achieving the organizational goals. The motivated employees always try to achieve the
organizational goal and contribute their best efforts for the realization of organizational goal as
they know with the achievement of organizational goal only.

4. Motivation creates supportive work environment. In motivation the relations between superior
and subordinates are always improved. When the employees get their need satisfied or get the
recognition and respect in the organization then they always offer a supportive hand to superiors.
There is more co-operation and co-ordination in the organization and all the employees work
with the team spirit.

5. Motivation helps the managers to introduce changes. The motivated employees show less
resistance in accepting the changes according to changes in the business environment because
they know if the changes are not implements in the organization, not only the organization will
lose by this but the employees also will find it difficult to get their needs fulfilled. . They always
select the alternative to remain in the organization and increase their earning rather than leaving
the organization and increasing their earnings. Motivated employees are always supportive and
co-operative in accepting changes in the organization.

6. Reduction in Employee Turnover. The motivation creates confidence in the employees to get
their need satisfied in the organization itself. They always select the alternative to remain in the
organization and increase their earning rather than leaving the organization and increasing their
earnings.

6
Advantages of Motivation

Advantages to Management or Organization:

• Increase in the efficiency and productivity of employees. Motivation ensures a high level
performance of employees.
• Better co-operation from employees and cordial labor-management relations.
• Reduction in the rate of labor absenteeism and turnover.
• Reduction in the wastages and industrial accidents.
• Improvement in the morale of employees.
• Quick achievement of business/corporate objectives and favorable corporateimage.

1. Introduction to Motivation Theories

Motivation is a critical concept in organizational behavior, profoundly influencing employee

performance and organizational outcomes. Over the years, various theories have emerged, each
offering distinct perspectives on what drives human behavior in the workplace. This review will
delve into two primary categories of motivation theories: need-based theories and process- based
theories, focusing on seminal models such as Maslow’s Hierarchy of Needs, McClelland’s
Acquired-Needs Theory, Equity Theory, Expectancy Theory, and Reinforcement Theory.

Maslow’s Hierarchy of Needs

Abraham Maslow’s (1943, 1954) Hierarchy of Needs is one of the most widely recognized
motivational theories. Maslow postulated that human needs are arranged in a hierarchical order,
where lower-level needs must be satisfied before individuals can focus on higher-level needs.
The hierarchy comprises five levels:

7
1. Physiological Needs: Basic biological needs, such as food, water, and shelter, are
fundamental for survival.

2. Safety Needs: Once physiological needs are met, individuals seek safety and security,
including job stability and protection from physical harm.

3. Social Needs: The need for belongingness, love, and social interactions becomes prominent
after safety needs are satisfied. This stage emphasizes forming meaningful relationships.

4. Esteem Needs: Esteem needs involve the desire for self-respect, recognition, and status.
Individuals at this level seek appreciation for their achievements and contributions.

5. Self-Actualization: At the pinnacle of the hierarchy, self-actualization represents the pursuit

of personal growth, self-fulfillment, and realizing one'spotential.

8
McClelland’s Acquired-Needs Theory

David McClelland’s Acquired-Needs Theory (1961) posits that individual needs are shaped by life
experiences and cultural influences, leading to the development of three primary types of needs:

1. Need for Achievement (nacho): Individuals with a high need for achievement are driven by
a desire to excel and achieve challenging goals. They prefer tasks with a moderate level of
difficulty and seek regular feedback on their performance (McClelland & Boyatzis, 1982).

2. Need for Affiliation (Neff): This need reflects a desire for harmonious relationships and
acceptance by others. Individuals with a high need for affiliation prefer collaborative work
environments and value social connections.

3. Need for Power (now): The need for power is characterized by a desire to influence,
control, and have authority over others. This need can manifest as either a personal power drive
or a more socially oriented institutional power drive (House, 1991).

McClelland’s theory is particularly relevant in organizational settings where understanding

employees’ dominant needs can help managers tailor their motivational strategies accordingly.
For example, employees with a high need for achievement may be motivated by challenging
projects and opportunities for personal development, while those with a high need for affiliation
may value team-based activities and social recognition (Winter, 1991).

Equity Theory

John Stacey Adams’ Equity Theory (1965) emphasizes the role of perceived fairness in
motivation. According to this theory, individuals compare their input- output ratio (e.g., effort,
skills, and experience versus rewards such as pay, recognition) to that of others in similar
positions.

9
To restore equity, individuals may adjust their inputs (e.g., reducing effort), seek to increase their
outputs (e.g., asking for a raise), or change their perceptions ofthe comparison person or situation
(Adams, 1965). The implications for managers are significant, as perceived fairness in reward
systems, promotions, and workplace policies is crucial for maintaining motivation and
preventing counterproductive behaviors (Greenberg, 1990).

Expectancy Theory

Victor Vroom’s Expectancy Theory (1964) provides a comprehensive framework for

understanding the cognitive processes that underpin motivation. The theory suggests that
individuals are motivated to act in ways that they believe will lead to desired outcomes, based on
three key components:

1. Expectancy: The belief that increased effort will lead to improved performance. This
component hinges on factors such as self-efficacy, goal difficulty, and perceived control over the
outcome.
2. Instrumentality: The belief that good performance will be rewarded. Instrumentality is
influenced by the transparency and consistency of reward policies.
3. Valence: The value an individual places on the rewards they expect to receive. Valence
varies based on individual goals, values, and needs (Porter & Lawler, 1968).

Expectancy theory is particularly useful for managers aiming to enhance employee motivation,
as it highlights the importance of clear communication, achievable goals, and meaningful
rewards (Van Eerden & Thierry, 1996).

10
1.2 ABOUT THE INDUSTRY

The dairy industry is a critical sector in India's agrarian economy, playing a pivotal role in both
nutrition and livelihoods. It encompasses the production, processing, and distribution of dairy
products such as milk, cheese, yogurt, and butter. India's dairy industry is the largest in the world,
reflecting its deep-rootedcultural significance and widespread consumption patterns.

Historical Evolution

India's dairy industry has evolved significantly over the decades. From traditional, small-scale
dairy farming, it has transitioned into a more organized and industrialized sector. The White
Revolution, initiated in the 1970s under Operation Flood, transformed India's dairy sector by
introducing modern cooperative models and boosting milk production.

2.Market Size and GrowthCurrent Market Size

In 2023, the dairy industry in India was valued at INR 16,792.1 billion. This robust market size
reflects the sector's crucial role in the Indian economy, drivenby high domestic consumption and a
large dairy farming base.

Growth Projections

The industry is projected to expand significantly, with expectations to reach INR 49,953.5 billion
by 2032. This growth trajectory represents a compound annual growth rate (CAGR) of 13% from
2024 to 2032, underscoring the sector's strongperformance and potential for continued expansion.

Historical and Forecast Analysis

Historical Trends (2018-2023): During this period, the dairy industry witnessed steady growth,
supported by rising incomes, health awareness, and technological advancements.

11
Forecast (2024-2032): Future growth is expected to be driven by increasing population, higher
per capita dairy consumption, and continued investment in dairy infrastructure.

Key Segments of the Dairy Industry

The dairy industry in India is a complex ecosystem with multiple segments catering to diverse
consumer needs. Each segment is influenced by cultural preferences, health trends, economic
factors, and regional demands. Below is a detailed breakdown of the industry's key segments and
regional dynamics.

Liquid Milk

Liquid milk remains the backbone of India's dairy sector, primarily due to its fundamental role in
daily diets and its essential nutritional value. Widely consumed across urban and rural areas, it is
integral to meals, beverages, and various culinary traditions. Government subsidies and
cooperative models, such as the famed Amul cooperative, have further strengthened its position,
ensuringwidespread availability

A2 Milk

A2 milk, distinguished by the presence of A2 beta-casein protein, is the fastest-growing segment

within the industry. It is perceived as a healthier alternative to regular A1 milk, with consumers
believing it offers better digestibility and reduces the risk of certain health issues, such as lactose
intolerance. While scientific evidence on these benefits remains limited, rising consumer
awareness and increasing disposable incomes have driven demand for A2 milk, especially among
health-conscious urban consumers. This segment's growth reflects a shift toward premiumization
and product differentiation in the dairy market.

Value-Added Products

Value-added dairy products, including cheese, yogurt, flavored milk, and probiotic beverages,
are witnessing substantial growth. This trend is attributed to evolving consumer tastes, a growing
awareness of health benefits, and a desire for convenient and diverse dairy options.

12
Urbanization and exposure to global cuisines have contributed to the popularity of these
products, as more consumers seek out items that fit into fast-paced lifestyles while delivering
nutritional value. Probiotic drinks and fortified yogurts, for instance, appeal to health-focused
consumers, while flavored milk and cheese cater to younger demographics and families.

Other Dairy Products

Beyond liquid milk and value-added items, the dairy industry also includes a variety of
specialized products tailored to specific consumer preferences and regional tastes. These
products include UHT (Ultra-High Temperature) milk, which has a longer shelf life and caters to
consumers seeking convenience; organic milk, which appeals to health-conscious and
environmentally aware individuals; curd, lassi, buttermilk (chaas), and traditional dairy sweets,
which are favored for their cultural significance and unique flavors. Additionally, flavored and
fortified milk products, such as milk enriched with vitamins and minerals, target children and
health-conscious adults looking for added nutritional benefits. Dairy-based snacks, spreads, and
ready-to-eat desserts are gaining traction due to the rising demand for on-the-go and easy-to-
prepare options. Specialty cheese varieties, like paneer, mozzarella, and cheddar, have seen a
surge in popularity as culinary preferences evolve and consumers experiment with global
cuisines. Probiotic drinks and yogurt have emerged as a major segment, addressing the growing
focus on gut health and immunity. Collectively, these diverse offerings cater to a broad spectrum
of consumer needs, highlighting the dynamic and innovative nature of the dairy sector.

Regional InsightsUttar Pradesh

Uttar Pradesh is India's leading state in dairy production, driven by its vast population and
extensive dairy farming activities. The state's robust network of milk cooperatives, along with
government initiatives aimed at supporting dairy farmers, has reinforced its position in the
industry. These efforts ensure that milk reaches consumers efficiently and affordably, making
Uttar Pradesh a pivotal player in the dairy landscape.

Delhi

Delhi represents the fastest-growing regional market for dairy products. The city's high level of
urbanization, coupled with rising income levels, creates strong demand for a wide range of dairy
items, particularly premium and value-added products.

13
Rising Health Awareness

Growing awareness of the nutritional benefits associated with dairy products is a primary driver
of market expansion. Consumers are increasingly focusing on dairy products rich in protein,
vitamins, and essential minerals. Health- conscious items like fortified milk and probiotic drinks
are gaining traction as they cater to consumers' demand for enhanced nutrition and immunity
support. The emphasis on health and wellness is prompting companies to innovate and introduce
dairy options fortified with added nutrients, appealing to a health- aware demographic.

Escalating Consumption

The combined effects of population growth and rising incomes have led to a substantial increase
in per capita consumption of dairy products. Higher disposable income allows consumers to
spend more on nutritious foods, including premium dairy products. As affluence grows, dairy is
not only seen as a dietary staple but also as a desirable source of health benefits, driving increased
expenditure across all segments, from liquid milk to specialized dairyproducts.

Pandemic Impact

The COVID-19 pandemic triggered a notable shift in consumer behavior toward health and
wellness, including the consumption of dairy products. The heightened focus on nutrition during
the pandemic increased the demand for dairy as a natural source of immunity-boosting nutrients.
This demand, coupled with supply chain challenges, prompted the industry to adapt its
distribution models, enhancing logistics and resilience in response to the heightened consumer
need for consistent product availability.

14
1.3 COMPANY PROFILE:

1. Company Overview

The Pondicherry Co-op. Milk Producers’ Union Ltd., commonly known as Polit, is a prominent
cooperative dairy organization in Puducherry, India. Established on February 7, 1955, as the
Pondicherry Co-operative Milk Supply Society, Ponlait initially focused on supplying milk to
urban consumers. It is the first registered cooperative society under the Pondicherry Co-operative
Societies.

2. Historical Development

1955:

• The organization began its journey as the Pondicherry Co-operative Milk Supply Society,
aiming to provide fresh and quality milk to urban areas of Pondicherry.

• It was established to meet the growing urban demand for milk, focusing on reliable supply
chains and cooperative principles.

15
1971:

With substantial support from the National Dairy Development Board (NDDB), Ponlait took a
major step forward by setting up a milk processing plant.

1973:

Recognizing the need for a broader role and enhanced operations, the society underwent
restructuring.

1973-1985:

• During this period, Ponlait played a pivotal role in India's dairy revolution through
Operation Flood-I and Operation Flood-II, spearheaded by NDDB.

• These initiatives promoted cooperative dairy development across the country. Ponlait
leveraged this support to establish modern dairy plants and streamline milk procurement,
processing, and distribution.

• The schemes empowered local dairy farmers, introduced advanced dairy technology, and
increased milk production, ultimately improving livelihoods inrural areas.

1985:

• Ponlait expanded its milk processing capacity from 10,000 LPD to 30,000 LPD,keeping pace
with the rising demand for milk and milk products.

1992:

• Building on its earlier successes, Ponlait further enhanced its processing capacity to 50,000
LPD.

• This milestone showcased its ability to adapt to changing market needs and reinforced its
position as a key player in the dairy industry in southern India.

16
2012:

• Ponlait achieved a significant milestone by expanding its milk processing capacity to

100,000 LPD.

• The organization also received a license from the Food Safety and Standards Authority of
India (FSSAI), permitting a processing capacity of 120,000 LPD.

• This marked a period of modernization and compliance with stringent food safety standards,
enabling Ponlait to cater to a broader market while maintainingquality.

2016:

• Diversifying its portfolio, Ponlait focused on the production of Amul Brand Ice- creams,
achieving a production capacity of 9,000 liters per day.

• This expansion into high-demand product categories like ice cream highlighted Ponlait's
growth beyond milk and into value-added dairy products.

Vision and Mission

Vision: To be a leader in the dairy industry in India, recognized for excellence in milk
production and processing, while enhancing the livelihoods of dairy farmers through sustainable
and innovative practices.

Mission: To provide high-quality dairy products at fair prices, enhance milk production
efficiency, and contribute to community welfare through effective cooperative practices and
support programs.

17
1. PRODUCTS AND PRICE
S.NO PRODUCTS PRICE
01 Special Toned Milk (200ml) ₹10
02 Toned Milk ₹23
03 Special Toned Milk ₹24
04 Standardized Milk ₹26
05 Cow Ghee (100ml) ₹90
06 Cow Ghee (200ml) ₹160
07 Cow Ghee (500ml) ₹370
08 Cow Ghee (1L) ₹700
09 Milk Peda (50g) ₹25
10 Milk Peda (100g) ₹50
11 Milk Peda (250g) ₹120
12 Flavored Milk ₹30
13 Badam Mix ₹100
14 Cassata Ice Cream ₹50
15 Kulfi ₹35
16 Fresh Paneer ₹50
17 Bread ₹50
18 Curd ₹22
19 Sweet Lassi ₹20
20 Ice Cream Vanilla (40ml) ₹7
21 Ice Cream Vanilla (90ml) ₹15
22 Ice Cream Vanilla (250ml) ₹60
23 Ice Cream Vanilla (1L) ₹180
24 Ice Cream Vanilla (4L) ₹450
25 Cornetto Cone ₹30
26 Choco bar ₹25
27 Sizzling Pista Delight ₹30
28 Blizzard Badam Crunch ₹25

18
Processing Facilities and Technologies

Milk Processing: Pasteurization, homogenization, and standardization to ensure quality and

safety.

Cooling: Utilization of 25 Bulk Milk Cooling Centers to maintain quality through instant
chilling.

Transport: Refrigerated tankers are used to transport milk from villages to thedairy plant.

Key Operations

Procurement: Daily procurement of 50,000 liters from 101 active milk producer societies. An
additional 40,000 – 45,000 liters are sourced fromneighboring states to meet market demands.

Payment System: Milk producers are paid fortnightly based on milk quality. For milk with FAT
4.2% and SNF 8.3%, the rate is Rs. 37/- per liter as of December 29, 2022.

Support Services: Ponlait provides cattle feed, fodder, breeding, animal husbandry services, and
group insurance schemes. Cattle feed is sold at a 75% subsidy rate.

Government Initiatives and Support

Sri Rajiv Gandhi Breakfast Scheme: Provides hot milk to school children across
Puducherry.
Subsidies: 75% subsidy on cattle feed and financial assistance from the Co- operative
Department for dairy expansion.
RKVY Scheme: Funding through the Centrally Sponsored Scheme of Rashtriya Krishi Vikas
Yojana for infrastructure development.

19
9. Organizational Structure

20
Departments

• Administration: Manages information systems, human resources, payroll, andcommunication.

• Accounts: Handles billing, payroll, cost accounting, and financial reporting.

• Purchase: Responsible for acquiring goods and services.

• Sales: Promotes products and manages customer engagement.

• Dispatch: Manages logistics and distribution.

• Storage: Ensures proper storage of products to maintain quality.

• Marketing: Develops and implements marketing strategies, promotions, and customer

relationship management.

21
 CHAPTER – II

INTRODUCTION TO THE
PROBLEM

22
 CHAPTER -2

INTRODUCTION TO THE PROBLEM

2.1 TITLE OF THE STUDY

“A Study on Employee Motivation in Work Environment with Special Reference to Pondicherry

Cooperative Milk Producers Union Ltd., Pondicherry”

2.2 STATEMENT OF THE PROBLEM

Employee motivation plays a crucial role in determining the productivity and effectiveness of
operations in any organization. However, many organizations struggle to maximize job
satisfaction among employees, leading to decreased motivation levels and poor job performance.
This study aims to investigate the current state of employee motivation in Pondicherry
Cooperative Milk Producers Union Ltd and identify areas for improvement.

23
2.3 OBJECTIVES OF THE STUDY

▪ To improve productivity and effectiveness of operations by enhancing employee motivation.

▪ To maximize job satisfaction among employees.

▪ To improve the motivation level in the company.

▪ To improve job performances by improving employee motivation.

▪ To understand the relationship between rewards and recognition with motivation

24
2.4 SCOPE OF THE STUDY

• Identifying the current motivation levels among employees

• Analyzing the factors that influence employee motivation.

• Exploring strategies to improve employee motivation and enhance productivity.

• Employee Well-being and Mental Health

25
2.5 LIMITATIONS OF THE STUDY

• The study is limited to Pondicherry Cooperative Milk Producers Union Ltd and may not be

generalizable to other organizations.

• The sample size may be limited, which could impact on the accuracy of thefindings.

• The study relies on self-reported data from employees, which may be subject tobiases.

• The study may not have access to all relevant information or data, which could impact the

comprehensiveness of the findings.

26
 CHAPTER – III
REVIEW OF LITERATURE

27
 Chapter-3

Review of literature

Kalogiannidis, S. (2021) Employee Motivation and Organizational Success: A Scoping Review.

Journal of Business Management, Oxford University Press. Kalogiannidis conducted a scoping
review on employee motivation and its impact on organizational performance. The study reveals
that both monetary and non-monetary motivational tools are essential in driving organizational
success. It emphasizes that effective motivation practices not only enhance job performance but
are crucial for long-term organizational growth.

Ali, B. J., & Anwar, G. (2021) Organizational Culture and Job Satisfaction: An Empirical Study.
Journal of Human Resources, Cambridge Scholars Publishing. Ali and Anwar’s empirical study
explores how organizational culture and employee-manager relationships affect job satisfaction.
Compensation, incentives, and recognition are identified as major factors that enhance job
satisfaction. The research also highlights that non-reward incentives, such as environmental
awareness initiatives, play a vital role in boosting employee motivation. The study underscores
the significance of continuous learning and development in supporting employee success.

Forson, J. A. (2021) The Role of Compensation and Job Design in Employee Motivation.
International Journal of Human Resource Studies, Macro think Institute. Forson focuses on the
relationship between compensation packages, job design, and performance management systems
in driving employee motivation and performance. The study suggests that providing employees
with professional autonomy can enhance innovation and job performance, particularly among
young teacher trainees. However, Forson acknowledges the study’s limitation in not considering
job motivation as a mediating variable, which could have provided deeper insight into its effects
on performance.

28
Pattiruhu, J. R. (2020) Leadership and its Impact on Employee Motivation and Performance.
Asian Journal of Leadership Studies, Emerald Publishing Pattiruhu’s research explores the link
between motivation, job satisfaction, and employee performance, with a focus on leadership’s
role. The study demonstrates that effective leadership practices are critical in creating a
motivating work environment, leading to improved job performance.

Pancasila, I. (2020) Motivation, Leadership, and Their Influence on Job Satisfaction.

International Journal of Organizational Psychology, Sage Publications. Pancasila investigates
how leadership and work motivation influence job satisfaction and performance. The study finds
that strong leadership has a significant impact on employee satisfaction, which consequently
improves performance. The research concludes that a combination of effective leadership and
motivational practices leads to enhanced job satisfaction and performance outcomes.

Schaufeli, W. B., & Bakker, A. B. (2021) Employee Engagement and Job Resources: A Meta-
Analysis. Journal of Organizational Behavior, Wiley- Blackwell Publishing. Schaufeli and
Bakker’s meta-analysis examines the relationship between employee engagement and job
resources. The study concludes that higher levels of engagement, supported by adequate job
resources, positively affect job satisfaction and performance. It emphasizes the importance of
providing employees with the necessary resources and support to foster engagement and enhance
productivity.

Kumar, P., & Purohit, M. (2023) Remote Work and Employee Motivation: A Comprehensive
Analysis. Journal of Business and Organizational Behavior, Palgrave Macmillan. Kumar and
Purohit analyze the impact of remote work on employee motivation. The study reveals that while
remote work offers flexibility, it also introduces challenges such as isolation and reduced
supervision, which can affect motivation. The research highlights the need for effective virtual
management strategies to maintain employee productivity and engagement in a remote setting.

29
. Williams, S., & Johnson, T. (2023) Organizational Change and Employee Motivation: A Case
Study. Journal of Organizational Change Management, Taylor & Francis Group. Williams and
Johnson explore how organizational change affects employee motivation. Their study shows that
clear communication and involving employees in the change process are essential for maintaining
motivation during transitions. The research underscores the importance of effective management
practices to ensure employeeengagement and minimize resistance.

. Liu, H., &Wang, M. (2022)Recognition and Rewards: Their Impact on Employee Motivation
and Performance. Employee Relations Journal, Emerald Publishing Liu and Wang investigate
the influence of recognition and reward systems on employee motivation and performance. Their
study demonstrates that well-structured recognition significantly boosts employee motivation
and job satisfaction.

Nguyen, T., & Nguyen, T. (2022). Work-Life Balance Policies and Employee Motivation: An
Empirical Study. Journal of Work-Life Balance and Productivity, Springer. Nguyen and
Nguyen’s study assesses how work-life balance policies affect employee motivation. The
research reveals that flexible working hours and mechanisms influence employee motivation.
Remote work options significantly enhance employee motivation and satisfaction. It emphasizes
the importance of work-life balance in improving employee well-being and overall performance.
Furthermore, the study highlights the need for organizations to prioritize work-life balance
policies to attract and retain top talent. Additionally, the researchers suggest that managers
should be trained to support employees in achieving a better work-life balance. The study's
findings have implications for HR practitioners and policymakers. Overall, the study contributes
to the understanding of the relationship between work-life balance policies and employee
motivation.

30
Pritchard, R. D., & Ashwood, E. R. (2021 Goal setting and Feedback Mechanisms: Influences
on Employee Motivation. Journal of Organizational Behavior, Wiley-Blackwell Publishing.)
Pritchard and Ashwood’s study investigates how goal setting and feedback mechanisms
influence employee motivation. Their study shows that clear communication and involving
employees in the change process are essential for maintaining motivation during transitions. Their
research shows that setting clear, challenging goals and providing regular feedback enhances
employee motivation and performance.

Davis, L., & Robinson, L. (2021) Workplace Culture and Employee Motivation: A Behavioral
Study. Journal of Business Psychology, Springer Nature. Davis and Robinson examine the
impact of workplace culture on employee motivation. The study finds that a positive and
inclusive workplace culture significantly boosts motivation and job satisfaction. It emphasizes
that strong interpersonal relationships within the workplace create an environment where
employees feel valued and motivated to perform well.

Lee, J., & Kim, M. (2022) Managerial Support and Empowerment: Key Drivers of Employee
Motivation. Human Resource Management Review, Taylor & Francis Group. Lee and Kim’s
research focuses on the role of managerial support and empowerment in motivating employees.

Smith, A., & Jones, R. (2022) Intrinsic vs. Extrinsic Motivation: Impacts on Employee
Performance. International Journal of Management Reviews, Emerald Publishing. Smith and
Jones investigate the effects of intrinsic and extrinsic motivation on employee performance. The
study concludes that while rewards and recognition are important, intrinsic motivation driven by
personal satisfaction and accomplishment has a more lasting impact on performance and job
satisfaction. Fostering intrinsic motivation is crucial for long-term employeeengagement.

31
Ng, E. S., & Burke, R. J. (2022) Stress, Coping Mechanisms, and Employee Motivation: A
Psychological Perspective. Journal of Organizational Stress Management, Routledge Ng and
Burke examine how stress and coping mechanisms affect employee motivation. Their study finds
that effective copingstrategies and stress management practices are essential for maintaining high
motivation levels and reducing burnout. The study concludes that while rewards and recognition
are important, intrinsic motivation driven by personal satisfaction and accomplishment has a
more lasting impact on performance. Providing employees with tools and resources to manage
stress leads to improved motivation and job performance.

Brown, K., & Green, P. (2023) The Role of Leadership in Employee Motivation: A
Comparative Study. Leadership & Organization Development Journal, Emerald Publishing.
Brown and Green explore how different leadership styles impact employee motivation. The study
reveals that transformational leadership, characterized by inspiring and supporting employees,
has a stronger positive effect on motivation compared to transactional leadership. This research
highlights the importance of leadership in creating an environment that enhances employee
motivation.

Morris, J., & Taylor, S. (2023) Work-Life Integration and Employee Motivation: A Holistic
Approach. Journal of Workplace Behavioral Health, Taylor & Francis Group. Morris and Taylor
investigate the role of work-life integration in employee motivation. Their study reveals that
flexible working hours and remote work options significantly enhance motivation and job
satisfaction. They emphasize that balancing work and personal life is crucial for maintaining high
levels of motivation and employee engagement. The results suggest that the CSI method can
guide companies in allocating resources to improve customer satisfaction and loyalty. The study
recommends testing the method across different industries for broader insights into stakeholder
management.

32
Harris, J., & Walters, L. (2023) Recognition and Reward Systems: Boosting Employee
Motivation. Journal of Human Resource Management, Sage Publications Harris and Walters
examine how recognition and reward systems influence employee motivation. Their study
reveals that flexible working hours and remote work options significantly enhance Their study
finds that both monetary and non-monetary rewards are effective in boosting motivation, with
well-structured recognition systems playing a crucial role in enhancing job satisfaction.
Recognizing employee contributions is essential for sustaining highmotivation levels.

Chen, Y., & Zhang, Z. (2023) Chen and Zhang assess the influence of career development
opportunities on employee motivation. Career Development Opportunities and Employee
Motivation. Employee Relations Journal, Emerald Publishing. The study finds that providing
employees with opportunities for career advancement significantly increases motivation and
commitment. The research suggests that organizations should invest in employees’ career growth
to foster higher levels of engagement and loyalty.

García, R., & Pérez, M. (2023) Organizational Justice and Its Effect on Employee Motivation.
Strategic HR Review, Emerald Publishing García and Pérez explore the effects of organizational
justice on employee motivation. The study demonstrates that perceptions of fairness and equity
within an organization are critical for maintaining high levels of motivation and job satisfaction.
The research highlights that organizational justice is essential for fostering a positive work
environment and employee engagement.

33
CHAPTER - IV

RESEARCH
METHODOLOGY

34
 CHAPTER-IV

RESEARCH METHODOLOGY

RESEARCH
Research is an activity, diligent and systematic process of inquiry in order to discover, interpret
or revise, events, behaviors, or theories, or practical application with the help of such facts, law
or theories. The term RESARCH‖ is also used to describe the collection of information about a
particular subject. Research is a process in which the researcher wishes to find out the end result
for a given problem and thus the solution help in future course of action. The research has been
defined careful inve tigation or enquiry e cially through earching for new fact in any
branch of knowledge‖.

4.1 RESEARCH METHODOLOGY

Research methodology is a systematic approach in management research to achieve predefined
objectives. It helps a researcher to guide during the course of research work. Rules and
techniques stated in research methodology save time and labor of the researcher as researchers
know how to proceed to conduct the study as per the objectives.

4.2 PERIOD OF STUDY

The period of study is 8 weeks.

4.3RESEARCH DESIGN
A Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.

SAMPLE DESIGN
Sample design is a definite plan determined before any data actually for obtaining for a sample
from a given data. The sample was collected from the population.

35
4.4 POPULATION
The Overall Population of the company is around 300.

SAMPLE UNIT
The sampling unit for this study refers to the employees of this study examines employee
motivation in the work environment with a specific focus on the Pondicherry cooperative milk
producer’s union ltd., Kurumampet , Puducherry

SAMPLE SIZE
The number of samples collected for this study is 170.

SAMPLING PROCEDURE
The sampling procedure used in this study is convenient, sampling the strata are formed based on
members shared attributes or characteristics.

4.5 METHOD OF DATA COLLECTION

In this study, Questionnaires is used for data collection. Questionnaires are commonly used to
gather first-hand information from a large audience, in the form of a survey. There are different
types of questionnaires in practice and the type of questionnaire to be used usually depends on
the purpose of the survey and the type of data that has to be collected. Questionnaires are highly
practical and can be carried out by any number of people, and the results can be quickly
quantified as well.

TYPES OF DATA
• Primary data

• Secondary data

Primary Data
The primary data is collected through a very well-defined structured questionnaire is formulated
in the lights of objectives of the study and about 100 employees were interviewed through it. The
questionnaire includes 5 points ranking scales.

36
Secondary Data
The data which was already collected and used for some other purpose or person, and it is useful
to the personal problem; it was called as secondary data. The secondary data was used in this
study includes the data obtained from reference of the Company document, balance sheet, profit
and loss account, websites, magazines, journals, articles, etc. were used widely. The study was
based on secondary data which was published annual report of the companies.

4.6 RESEARCH INSTRUMENT

The research instrument used in this study is a well-structured questionnaire.

4.7 TOOLS USED FOR ANALYSIS

The various tools used for analysis is listed as follows:

• Percentage Analysis

• correlation

• Anova

PERCENTAGE METHOD
In this project, the percentage method test is used. The percentage method is used to know the
accurate percentages of the data we took; it is easy to find out through percentages. The
following are the formula.

No. of respondents
PERCENTAGE OF THE DEPENDENT=- -------------------------------- x 100
Total no. of respondents

ONE WAY ANOVA

The ANOVA is a statistical technique specially designed to test whether the means of more than
two quantitative populations are equal. In other words, analysis of variance is a method of
splitting the total variable of data into constituent parts which measures different sources of
variations. It was developed by R.A. Fischer in 1920.

37
Formula:
Correlation Factor = T2/N
Sum of Squares, SS = ∑Xi2 - T2/N
Sum of Squares between Samples,

SSC = (∑X1 )2/n1 + ( ∑X2)2/n2 +………………….. (∑Xi)2/nk – T2/N

CORRELATION ANALYSIS
Correlation Analysis is a statistical technique used to measure the magnitude of linear
relationship between two variables. Correlation Analysis is not used in isolation to describe the
relationship between variables. To analyze the relation between two variables, two prominent
correlation coefficients are used the Pearson product correlation coefficient and Spearman’s rank
correlation coefficient.
This is also known as simple correlation coefficient and is denoted by “r”. The “r” value ranges
from -1, through 0, to +1.

Formula:

Pearson Correlation Coefficient (r)

r = Σ [(xi - x̄ )(Yi - ȳ)] / (√Σ(xi - x̄ )² * √Σ(Yi - ȳ)²)

Spearman Rank Correlation Coefficient (ρ)

ρ = 1 - (6 * Σdi²) / (n³ - n)
Kendall Tau Corrélation Coefficient (τ)
τ = (number of concordant pairs - number of discordant pairs) / (n * (n - 1) / 2)In these formulas:
• xi and yi are individual data points
• x̄ and ȳ are the means of the two variables
• n is the sample size
• di is the difference in ranks between the two variables.
• Σ denotes the sum of the values

38
 CHAPTER - V

DATA ANALYSIS
AND
INTERPRETATION

40
 CHAPTER-V

DATA ANALYSIS AND INTERPRETATION

5.1 PERCENTAGE ANALSIS

TABLE 5.1.1

GENDER WISE CLASSIFICATION OF RESPONDENTS

SL.NO PARTICULAR NO.OF RESPONDENTS PERCENTAGE

1 Male 125 73.5
2 Female 45 26.5
3 Total 170 100.0

CHART-5.1.1

INTERPRETATION:

The table shows that out of 170 respondents, 125 (73.5%) are male, and 45 (26.5%) are
female. This indicates a noticeable male dominance in the sample, suggesting a gender
imbalance representation.

41
.

TABLE-5.1.2
MARITAL STATUS WISE CLASSIFICATION RESPONDENTS

SL.NO PARTICULAR NO.OF.RESPONDENTS PERCENTAGE

1 Married 121 71.2
2 Unmarried 49 28.8
3 Total 170 100.0

CHART-5.1.2

INTERPRETATION:

The table shows the marital status of 170 respondents: 121 (71.2%) are married, and 49
(28.8%) are unmarried. This indicates that most respondents are married, with a
significantly smaller percentage being unmarried

42
TABLE-5.1.3

AGE WISE CLASSIFICATION OF RESPONDENTS

SL.NO PARTICULAR NO.OF RESPONDENTS PERCENTAGE

1 Below 25 107 63
2 25 -30 years 32 18.8
3 31 – 35 years 22 12.9
4 Above 35 years 8 4.7
5 Total 170 100.0

CHART-5.1.3

INTERPRETATION:

The table shows that most respondents (63%) are under 25 years old (108 respondents).
This is followed by the 25–30 age group with 32 respondents (18.8%), the 30–35 age group
with 22 respondents (12.9%), and the smallest group, above 35 years, with 8 respondents
(4.7%)

43
TABLE-5.1.4
44
CLASSIFICATION OF EXPERIENCE

SL.NO PARTICULAR NO.OF RESPONDENTS PERCENTAGE

1 Less then 2 years 101 59.4
2 2 – 4 years 31 18.2
3 5 – 7 years 25 14.7
4 More than 7 years 13 7.6
5 total 170 100.0

CHART-5.1.4

INTERPRETATION:

The table shows that most respondents (59.4%) have less than 2 years of experience (101
respondents). This is followed by 31 respondents (18.2%) with 2–4 years of experience, 25
respondents (14.7%) with 5–7 years, and 13 respondents (7.6%) with over 7 years of
experience

44
TABLE-5.1.5

MONTHLY INCOME WISE CLASSIFICATION OF RESPONDENTS

SL.NO PARTICULAR NO.OF RESPONDENTS PERCENTAGE

1 Below 15000 67 39.4
2 15000 - 30000 44 25.9
3 30000 - 50000 34 20
4 Above 50000 25 14.7
Total 170 100.0

CHART-5.1.5

INTERPRETATION:

The table shows that the largest group (39.4%) earns ₹15,000 or less (67 respondents),
followed by 44 respondents (25.9%) earning ₹15,000–₹30,000. Additionally,34
respondents (20%) earn ₹30,000–₹50,000, while 25 respondents (14.7%) earn above
₹50,000.

45
TABLE-5.1.646

PERCEPTION OF CURRENT PROCESSES IN TASK

COMPLETIONEFFICIENCY

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 51 30.0
2 agree 65 38.2
3 neutral 37 22.4
4 disagree 14 8.2
5 Strongly disagree 3 1.4
Total 170 100.0

CHART-5.1.6

INTERPRETATION:

The table shows that 68.2% of respondents are in Favor (30% strongly agree, 38.2% agree).
Meanwhile, 22.4% are neutral, indicating some uncertainty. Only 9.6% oppose the
statement (8.2% disagree, 1.4% strongly disagree).

46
TABLE-5.1.7
47
PERCEPTION OF TOOLS AND RESOURCES INENHANCING
PRODUCTIVITY

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 35 20.5
2 agree 63 36.5
3 neutral 38 22.4
4 disagree 20 11.8
5 Strongly disagree 15 8.8
Total 170 100.0

CHART-5.1.7

INTERPRETATION:

The table shows that 57% of respondents either agreed (36.5%) or strongly agreed
(20.5%), indicating a positive sentiment. However, 22.4% were neutral, suggesting
uncertainty or indifference. Meanwhile, 20.6% disagreed (11.8%) or strongly disagreed
(8.8%), reflecting a minority of opposition.

47
TABLE-5.1.8
48
IMPACT OF TRAINING ON JOB PERFORMANCE

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 45 26.5
2 agree 62 36.5
3 neutral 38 22.4
4 disagree 20 11.8
5 Strongly disagree 5 2.8
Total 170 100.0

CHART-5.1.8

INTERPRETATION:

The table shows that 57% of respondents either agreed (36.5%) or strongly agreed
(20.5%), indicating a positive sentiment. However, 22.4% were neutral, suggesting
uncertainty or indifference. Meanwhile, 20.6% disagreed (11.8%) or strongly disagreed
(8.8%), reflecting a minority with opposing views.

48
TABLE-5.1.9
49
EFFECTIVENESS OF COMMUNICATION FROM MANAGEMENT

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 46 27.1
2 agree 60 35.3
3 neutral 39 22.9
4 disagree 17 10
5 Stronglydisagree 8 4.7
Total 170 100.0

CHART-5.1.9

INTERPRETATION:
The table shows that 62.4% of participants either agreed (35.3%) or strongly agreed
(27.1%), indicating a positive view. 22.9% were neutral, and 14.7% disagreed (10%) or
strongly disagreed (4.7%), showing some opposition. Most respondents agree, but there is
a significant neutral and opposing group.

49
 TABLE-5.1.10
50
DEPARTMENTAL EFFICIENCY IN MEETING COMPANY GOALS

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 54 31.8
2 agree 53 31.2
3 neutral 37 21.8
4 disagree 20 11.8
5 Strongly disagree 5 2.8
Total 170 100.0

CHART-5.1.10

INTERPRETATION:

The table shows that 63% of respondents agreed (31.8%) or strongly agreed (31.2%),
indicating a positive view. 21.8% were neutral, and 14.6% disagreed (11.8%) or strongly
disagreed (2.8%). Overall, most respondents agree, with a smaller group neutral or opposed.

50
 TABLE-5.1.11
51
OVERALL SATISFACTION WITH THE WORK ENVIRONMENT

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 44 25.9
2 agree 62 36.5
3 neutral 40 23.5
4 Disagree 20 11.8
5 Strongly disagree 4 2.3
Total 170 100.0

CHART-5.1.11

INTERPRETATION:

The table shows that 62.4% of respondents agreed (36.5%) or strongly agreed (25.9%).
23.5% were neutral, and 14.1% disagreed (11.8%) or strongly disagreed (2.3%). Overall,
most support the statement, with fewer neutral or opposed.

51
TABLE-5.1.12
52
ALIGNMENT OF JOB ROLE WITH CAREER GOALS AND ASPIRATIONS

SL.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE

1 Strongly agree 43 25.3
2 agree 59 34.7
3 neutral 36 21.2
4 disagree 20 11.8
5 Strongly disagree 13 7.1
Total 170 100.0

CHART-5.1.12

INTERPRETATION:

The table shows that 60% of respondents either strongly agreed (25.3%) or agreed
(34.7%), indicating majority support. 21.2% were neutral, and 18.9% disagreed (11.8%) or
strongly disagreed (7.1%). Most respondents support the statement, with fewer being
neutral or opposed.

52
TABLE-5.1.13

SUPPORT FROM COLLEAGUES AND SUPERVISORS

SL.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE

1 Strongly agree 43 25.3
2 agree 58 34.1
3 neutral 37 21.8
4 disagree 25 14.7
5 Strongly disagree 7 4.1
Total 170 100.0

CHART-5.1.13

INTERPRETATION:

The table shows that 58 respondents (34.1%) agreed and 43 (25.3%) strongly agreed,
indicating positive support. 37 respondents (21.8%) were neutral, and 32 (18.8%)
disagreed (14.7% disagreed, 4.1% strongly disagreed). Overall, most supported the
statement, but a significant portion were neutral or disagreed.

53
TABLE-5.1.14

RECOGNITION OF CONTRIBUTIONS BY THE COMPANY

SL.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE
1 Strongly agree 47 27.6
2 agree 56 32.9
3 neutral 36 20.6
4 disagree 19 11.2
5 Strongly disagree 13 7.6
Total 170 100.0

CHART-5.1.14

INTERPRETATION:

The table shows that 32.9% agreed and 27.6% strongly agreed, making up 60.5% of
positive responses. 20.6% were neutral, and 18.8% disagreed (11.2% disagreed, 7.6%
strongly disagreed). This suggests a mostly positive response, with some neutrality and
opposition, indicating a leaning toward agreement but with varied opinions.

54
TABLE-5.1.15

SATISFACTION WITH GROWTH AND ADVANCEMENT OPPORTUNITIES

S.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE

1 Strongly agree 45 26.5
2 agree 55 32.4
3 neutral 42 24.7
4 disagree 14 8.4
5 Strongly disagree 14 8.2
Total 170 100.0

CHART-5.1.15

INTERPRETATION:

The table shows that 60% of respondents agreed or strongly agreed, indicating positive
support. 22.4% were neutral, and 17.6% disagreed or strongly disagreed. Overall, most
favored the statement, but a notable portion was neutral or opposed.

55
TABLE-5.1.16
MOTIVATION TO PERFORM AT WORK EVERY DAY

SL.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE

1 Strongly agree 50 29.4
2 agree 62 36.5
3 neutral 37 21.8
4 disagree 12 7.1
5 Strongly disagree 9 5.3
Total 170 100.0

CHART-5.1.16

INTERPRETATION:

From the table it can be seen Most respondents (65.9%) agreed or strongly agreed,
showing a positive opinion. 21.8% were neutral, and 12.4% disagreed or strongly
disagreed. Overall, the responses were mostly positive, with some remaining neutral and
a small group disagreeing

56
TABLE-5.17

INSPIRATION FROM THE COMPANY'S VISION AND MISSION

SL.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE

1 Strongly agree 45 26.5
2 agree 55 32.4
3 neutral 42 24.7
4 disagree 14 8.2
5 Strongly disagree 14 8.2
Total 170 100.0

CHART-5.1.17

INTERPRETATION:

From the table it can be seen 58.9% of respondents agreed or strongly agreed, showing a
positive stance. 24.7% were neutral, and 16.6% disagreed or strongly disagreed. This
indicates a mix of positive, neutral, and dissenting opinions

57
TABLE-5.1.18

SUFFICIENCY OF INCENTIVES TO MAINTAIN MOTIVATION

SL.NO PARTICULAR NO. OF RESPODENTS PERCENTAGE
1 Strongly agree 43 25.3
2 agree 58 34.1
3 neutral 36 21.2
4 disagree 21 12.2
5 Strongly disagree 12 7.5
Total 170 100.0

CHART-5.1.18

INTERPRETATION:

From the table it can be seen that 34.1% of respondents agreed with the statement, and
25.3% strongly agreed, indicating that 59.4% overall had a positive view. A notable
21.2% of respondents were neutral, showing indecision or ambivalence. Meanwhile,
12.2% disagreed, and 7.5% strongly disagreed, combining to 19.7% who expressed a
negative opinion.

58
TABLE-5.1.19

CHALLENGE AND ENGAGEMENT IN JOB TASKS

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE
1 Strongly agree 43 25.3
2 agree 63 37.1
3 neutral 38 22.4
4 disagree 22 12.9
5 Strongly disagree 4 4
Total 170 100.0

CHART-5.1.19

INTERPRETATION:

37.1% of respondents agreed with the statement, while 25.3% strongly agreed, resulting in
62.4% holding a positive opinion. 22.4% were neutral, and 12.9% disagreed, with 4%
strongly disagreeing, making up 16.9% with a negative view.

59
TABLE-5.1.20

IMPACT OF REGULAR FEEDBACK FROM SUPERVISOR ON

MOTIVATION
SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE
1 Strongly agree 48 28.2
2 agree 59 34.7
3 neutral 32 28,8
4 disagree 26 15.3
5 Strongly disagree 9 5
Total 170 100.0

CHART-5.1.20

INTERPRETATION:

"34.7% of respondents agreed with the statement, while 28.2% strongly agreed, resulting
in 62.9% holding a positive perspective. 28.8% were neutral, and 15.3% disagreed, with
5% strongly disagreeing, totaling 20.3% with a negative viewpoint. This shows a majority
in favor of agreement, with a notable portion remaining neutral or dissenting.

.
60
TABLE-5.1.21

ACCESS TO TRAINING PROGRAMS FOR JOB PERFORMANCE

IMPROVEMENT
SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE
1 Strongly agree 48 28.2
2 agree 56 32.9
3 neutral 37 21.8
4 disagree 20 11.8
5 Strongly disagree 9 5.3
Total 170 100.0

CHART-5.1.21

INTERPRETATION:

61.1% of respondents agreed or strongly agreed, showing a positive viewpoint. 21.8%

were neutral, and 17.1% disagreed or strongly disagreed, indicating some mixed opinions.

61
TABLE-5.1.22

IMPACT OF COMPANY TRAINING ON PERFORMANCE

IMPROVEMENT

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 37 21.8
2 agree 64 37.8
3 neutral 40 23.5
4 disagree 16 9.4
5 Strongly disagree 13 7.6
Total 170 100.0

CHART-5.1.22

INTERPRETATION:

From the table it can be seen that 37.8% of respondents agreed with the statement,
while 21.8% strongly agreed, making a combined 59.6% with a positive perspective. A
notable 23.5% of respondents remained neutral, On the negative side, 9.4% disagreed,
and 7.6% strongly disagreed, amounting to a total of 17%.

62
TABLE-5.1.23

IMPROVEMENT IN PERFORMANCE DUE TO SKILLS

ACQUIRED THROUGH TRAINING
SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE
1 Strongly agree 39 22.9
2 agree 64 40
3 neutral 41 24.1
4 disagree 16 9.4
5 Strongly disagree 10 6
Total 170 100.0

CHART-5.23

INTERPRETATION:

40% of respondents agreed with the statement, while 22.9% strongly agreed, resulting in a
total of 62.9% expressing a positive outlook. 24.1% of respondents were neutral,
indicating indecision or mixed opinions. On the negative side, 9.4% disagreed, and 6%
strongly disagreed, combining to 15.4% expressing dissent.

63
TABLE-5.1.24

CONSTRUCTIVE FEEDBACK FOR JOB PERFORMANCE

IMPROVEMENT

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 36 21.2
2 agree 59 34.7
3 neutral 43 25.3
4 disagree 25 14.7
5 Strongly disagree 10 7
Total 170 100.0

CHART-5.24

INTERPRETATION:

55.9% of respondents agreed or strongly agreed, reflecting a positive perspective. 25.3%

were neutral, showing indecision, while 21.7% disagreed or strongly disagreed, indicating
a negative opinion. This suggests a moderate positive lean, with notable neutrality and
dissent.

64
TABLE-5.1.25

OPPORTUNITIES TO APPLY NEW SKILLS ON THE JOB

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 46 27.1
2 agree 59 31.2
3 neutral 39 22.9
4 disagree 22 12.9
5 Strongly disagree 10 5.9
Total 170 100.0

CHART-5.1.25

INTERPRETATION:

From the table it can be seen that 31.2% of respondents agreed with the statement, while
27.1% strongly agreed, making a combined 58.3% with a positive perspective. A notable
22.9% of respondents were neutral, indicating a significant proportion with no strong
opinion. On the negative side, 12.9% disagreed, and 5.9% strongly disagreed, totaling
18.8% expressing a negative view.

65
TABLE-5.1.26

FEELING VALUED WHEN RECEIVING WORK RECOGNITION

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 42 24.7
2 agree 56 33.5
3 neutral 35 20.6
4 disagree 25 14.1
5 Strongly disagree 12 7.1
Total 170 100.0

CHART-5.1.26

INTERPRETATION:

58.2% of respondents agreed or strongly agreed, showing a positive opinion. 20.6% were
neutral, indicating indecision, while 21.2% disagreed or strongly disagreed, reflecting a
negative view.

66
TABLE-5.1.27

FAIRNESS AND TRANSPARENCY OF THE COMPANY’S REWARD SYSTEM

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 30 17.6
2 agree 59 34.7
3 neutral 35 26.5
4 disagree 23 13.5
5 Strongly disagree 13 7.6
Total 170 100.0

CHART-5.1.27

INTERPRETATION:

From the table 34.7% of respondents agreed with the statement, and 17.6% strongly
agreed, making a total of 52.3% with a positive opinion. 26.5% were neutral, while
13.5% disagreed and 7.6% strongly disagreed, combining to 21.1% with a negative
response.

67
TABLE-5.1.28

IMPACT OF RECOGNITION FROM PEERS AND SUPERVISORS ON MORALE

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 41 24.1
2 agree 58 34.1
3 neutral 35 20,6
4 disagree 25 14.7
5 Strongly disagree 11 6.4
Total 170 100.0

CHART-5.1.28

INTERPRETATION:

34.1% of respondents agreed, and 24.1% strongly agreed, making a total of 58.2% with a
positive view. 20.6% were neutral, while 14.7% disagreed and 6.4% strongly disagreed,
totaling 21.1% with a negative opinion.

68
TABLE-5.1.29

SATISFACTION WITH MONETARY REWARDS FROM THE

COMPANY
SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE
1 Strongly agree 37 21.8
2 agree 56 32.9
3 neutral 42 24.7
4 disagree 22 12.9
5 Strongly disagree 13 7.6
Total 170 100.0

CHART-5.1.29

INTERPRETATION:

The data reveals that 32.9% of respondents agreed, and 21.8% strongly agreed, totaling 54.7%
with a positive viewpoint. 24.7% were neutral, while 12.9% disagreed and 7.6% strongly
disagreed, combining to 20.5% with a negative view.

69
TABLE-5.1.30

LINK BETWEEN RECOGNITION, REWARDS, AND

PERFORMANCE

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 43 25.3
2 agree 62 36.5
3 neutral 41 24.1
4 disagree 16 9.4
5 Strongly disagree 6 4.7
Total 170 100.0

CHART-5.1.30

INTERPRETATION:

From the table the data shows that 36.5% of respondents agreed with the statement,
while 25.3% strongly agreed, resulting in a combined 61.8% expressing a positive
viewpoint. A notable 24.1% were neutral, On the negative side, 9.4% disagreed, and
4.7% strongly disagreed.

70
5.2 CORRELATION

ANALYSIS OF RESPONDENTS REGARDING EFFICIENCY AND

MOTIVATION

TABLE No. 5.2.1

PERCEPTION OF CURRENT PROCESSES IN TASK COMPLETION

EFFICIENCY

SL.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 51 30.0
2 agree 65 38.2
3 neutral 37 22.4
4 disagree 14 8.2
5 Strongly disagree 3 1.4
Total 170 100.0

TABLE No: 5.2.2

MOTIVATION TO PERFORM AT WORK EVERY DAY

S.NO PARTICULAR NO.OF RESPODENTS PERCENTAGE

1 Strongly agree 50 29.4
2 agree 62 36.5
3 neutral 37 21.8
4 disagree 12 7.1
5 Strongly disagree 9 5.3
Total 170 100.0

71
 HYPOTHESIS:
NULL HYPOTHESIS (H0):
There is no significant relationship between the efficiency and motivation

ALTERNATIVE HYPOTHESIS (H1):

There is a significant relationship between the efficiency and motivation

TABLE No: 5.2.3CORRELATION CALCULATION

motivation
efficiency

Pearson 1 .340
correlation
sig. (2-tailed) .000
efficiency

N 170 1

Pearson .340 1
correlation

sig. (2-tailed) .000

Motivation

N 170 170

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

CALCULATION AND INTERPRETATION:

1. Correlation Coefficient (r = 0.340):

The Pearson correlation coefficient between Efficiency and Motivation is 0.340,

indicating a moderate positive correlation. This suggests that as employee
motivation increases, efficiency tends to improve, and vice versa.

72
2. Significance (p-value = 0.000):

The significance value (Sig. 2-tailed) is 0.000, which is less than the threshold of
0.01. This means the correlation is statistically significant at the 1% level, and the
relationship is unlikely due to random chance.

3. Sample Size (N = 170):

So the null (H0) hypothesis is rejected and alternative (H1) hypothesis is accepted.
Therefore There is a significance relationship motivation and efficiency .There is a
statistically significant moderate positive relationship between employee motivation
and efficiency. Improvements in motivation are likely to contribute to better
efficiency in the organization.

73
5.3 ANOVA

ANOVA TO CHECK THE RELATIONSHIP BETWEEN EXPERIENCE.

AND DISRE FOR OPPORTUNITY

HYPOTHESIS:
H0: There in no significance relationship between experience and desire for opportunity.

Hl: There is a significance relationship between experience and desire for opportunity.

5.3.1 ANOVA CALCULATION

Sum of sq df Mean f sig

sq

BetweenGroups 82.613 2 41.307 128.8 .000

47
WithinGroups 31.097 97 .321

Total 113.710 99

INTERPRETATION:
• From the above table, the level of signature is 0.000, since the calculated value is lesserthan
0.05.
• ,So the null (H0) hypothesis is rejected and alternative (H1) hypothesis is accepted. Therefore
There is a significance relationship between experience and desire for opportunity.

74
 CHAPTER - VI

FINDINGS OF THE
STUDY

75
 CHAPTER -VI

FINDINGS

• From this study, it is identified that 73.5% of respondents are male.

• From this study, it is identified that 71.2% of respondents are married.
• From this study, it is identified that 63% of respondents are aged below 25 years.
• From this study, it is identified that 59.4% of respondents have less than 2
years of experience.
• From this study, it is identified that 39.4% of respondents have a monthly income
of ₹15,000or less.

• From this study, it is identified that 49% of respondents have an

undergraduate level of education.

• From this study, it is identified that 59.4% of respondents have less than 2
years of work experience.
• From this study, it is identified that 22.4% of respondents are neutral
regarding task completion efficiency.
• From this study, it is identified that 22.4% of respondents are neutral about
tools and resources in enhancing productivity.

• From this study, it is identified that 63% of respondents either strongly agree or
agree that their department meets company goals efficiently.
• From this study, it is identified that 62.4% of respondents are satisfied with
the work environment.
• From this study, it is identified that 60% of respondents feel that their job role
aligns with their career goals and aspirations.

• From this study, it is identified that 59.4% of respondents feel supported by their
colleagues and supervisors.
• From this study, it is identified that 60.5% of respondents believe their
contributions are recognized by the company.

• From this study, it is identified that 60% of respondents are satisfied with
growth and advancement opportunities.
• From this study, it is identified that 65.9% of respondents are motivated perform
atwork everyday.

• From this study, it is identified that 58.9% of respondents are inspired by the
company’s vision and mission.

76
• From this study, it is identified that 59.4% of respondents feel that the
incentives provided by the company are sufficient to maintain motivation.

• From this study, it is identified that 62.4% of respondents find their job tasks
challenging and engaging.
• From this study, it is identified that 62.9% of respondents believe regular
feedback from supervisors positively impacts their motivation.
• From this study, it is identified that the majority (37.8%) of respondents agree
that company training improves performance.
• From this study, it is identified that the majority (40%) of respondents agree that
training improves performance due to acquired skills.

• From this study, it is identified that the majority (34.7%) of respondents agree
that constructive feedback improves job performance.
• From this study, it is identified that the majority (31.2%) of respondents agree
that there are opportunities to apply new skills on the job.
• From this study, it is identified that the majority (33.5%) of respondents agree
that they feel valued when receiving work recognition.
• From this study, it is identified that the majority (34.7%) of respondents agree
that the company’s reward system is fair and transparent.

• From this study, it is identified that the majority (34.1%) of respondents agree
that recognition from peers and supervisors boosts morale.
• From this study, it is identified that the majority (32.9%) of respondents agree
that they are satisfied with the company’s monetary rewards.

• From this study, it is identified that the majority (36.5%) of respondents agree
that there is a link between recognition, rewards, and performance.
• From this study, it is identified that there is a moderate positive correlation
(0.340) between efficiency and motivation, indicating that as motivation
increases, efficiency improves.

• From this study, it is identified that the relationship between experience and
desire for opportunity significant, with a calculated F value of 128.847 and a p-
value of 0.000, confirming that experience has a significant impact on the desire
for opportunity.

77
 CHAPTER - VII

SUGGESTION
AND
RECOMMENDATION

78
 CHAPTER – VII

SUGGESTIONS AND RECOMMENDATIONS

• The researcher suggests that the management should encourage skill
development programs to enhance employees’ career growth and job
performance.

• The study recommends that the company should pay competitive wages
and provide adequate allowances to improve employees' morale and
engagement with the organization.

• The study highlights the importance of enhancing the relationship between

supervisors and workers to foster greater support and collaboration.

• The researcher suggests that the management should focus on providing

more growth opportunities to employees, especially for those early in their
careers.

• The study suggests that the company should implement wellness programs
like yoga and meditation to support employee well-being and reduce stress.

79
CHAPTER - VIII

CONCLUSION

80
 CHAPTER -VIII

CONCLUSION

This study highlights several key aspects of employee motivation and satisfaction
within Pondicherry Cooperative Milk Producers Union Ltd. A significant portion
of respondents is young and early in their careers, with many demonstrating a
positive outlook on the alignment of their roles with career aspirations,
satisfaction with the work environment, and recognition of their contributions.
The findings also reveal that a majority of employees are motivated to perform
daily and believe their department meets company goals efficiently.

However, some employees expressed neutrality regarding the adequacy of tools

and resources for productivity, indicating an area for improvement. The study
underscores a strong relationship between motivation and job performance,
particularly emphasizing the impact of training, recognition, and rewards.

To build on these findings, the organization should focus on enhancing its training
initiatives, ensuring a transparent and fair reward system, and providing more
opportunities for career advancement. Addressing these areas will contribute to
increased employee satisfaction, better job performance, and overall
organizational success.

81
 ANNEXURE - I
QUESTIONNAIRE

82
 ANNEXURE - I
QUESTIONNAIRE

“A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL

REFEERENCE TO THE PONDICHERRY CO-OPERATIVE
MILK PRODUCERS UNION LTD., PUDUCHERRY

1. Gender:
a. Male b. Female

2. Age Group:
a. 20–29 b. 30–39 c. 40–49 d. 50 and above

3. Experience:
a)less than 2 years b)2-4 years c)5-7 years d)more than 7 years

4. Monthly Income:
a)15000 b)15000-30000 c)30000-50000 d)above 50000

5. Marital Status:
a)Single b)Married

6. The current processes in place help me to complete my tasks efficiently.

a) Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

7. I feel that the tools and resources provided by the company

enhance myproductivity.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

8. The training provided has significantly improved my ability

to performmy duties effectively.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

9. Clear communication from management contributes to the

effectiveness of ouroperations.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

10. My department works efficiently to meet company goals.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

83
11. I am satisfied with the overall work environment in the company.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

12. My job role aligns with my career goals and aspirations

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

13. I receive adequate support from my colleagues and supervisors.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

14. The company values my contributions and recognizes my

efforts
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

15. the opportunities for growth and advancement within the

company.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

16. I feel motivated to perform my best at work every day.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

17. The company’s vision and mission inspire me to work harder.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

18. The company provides sufficient incentives to keep me motivated.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

19. My work is challenging and stimulating, which keeps me engaged.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

20. Regular feedback from my supervisor positively impacts my motivation.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

21. I have access to training programs that help me improve my job performance.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

22. I have access to training programs that help me improve my job

performance
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

23. My performance has improved due to the skills I’ve acquired through company
training.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

84
24. I receive constructive feedback that helps me improve my job performance.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

25. The company provides me with opportunities to apply new skills on the job.
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

26. I feel valued when I receive recognition for my work.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

27. The reward system in the company is fair and transparent.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

28. Recognition from my peers and supervisors boosts my morale.

a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

29. I am satisfied with the monetary rewards provided by the

company a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly
Disagree

30. The recognition and rewards I receive are directly linked to my performance
a)Strongly Agree b)Agree c)Neutral Disagree e)Strongly Disagree

85
 ANNEXURE - II
BIBILOGRAPHY

86
 ANNEXURE - II

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WEBSITIES:

Knowledge Management Institute

www.googleanalytics.com

https://scholar.google.com

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