A STUDY ON IMPACT OF DIGITAL MARKETING ON SELECTION

OF E-LEARNING COURSES

Submitted as a part of MBA II year Semester IV Course Requirement

By
Name: Sabreen Sultana N
Regn No:RA2352001040065

Under the guidance of

Dr. M Kalaivani
Associate Professor

FACULTY OF MANAGEMENT
SRM INSTITUTE OF SCIENCE AND TECHNOLOGY
VADAPALANI, CHENNAI.
JANUARY 2025

1
 BONAFIDE CERTIFICATE

This is to certify that Sabreen Sultana N (RA2352001040065) is a Bonafide Student of

Faculty of Management, SRM Institute of Science & Technology, Vadapalani, Chennai. She is
in the II year of Master’s Degree Program in Business Administration (MBA). She has done
this Seminar Project under my guidance and supervision towards part fulfilment of II-year
MBA course.

Project Guide MBA Program Coordinator

Dr. M Kalaivani Dr. M.N. Prabadevi

Date:

Place: Chennai

Signature of the Internal Examiner Signature of the External Examiner

DEPARTMENT SEAL

2
 DECLARATION

I Sabreen Sultana N (RA2352001040065) studying in II-year MBA program at Faculty of

Management, SRM Institute of Science & Technology, Vadapalani, Chennai, hereby declare
that this seminar project is an original work of mine and I have not verbatim copied / duplicated
any material from sources like internet or from print media, excepting some vital company
information / statistics, which are provided by the company itself.

Signature of the Student

Date:

Place: Chennai

3
 ACKNOWLEDGEMENT

I express my heartfelt thanks to Prof. Dr. V. Sasirekha, Dean, Faculty of Management, SRM
Institute of Science & Technology, Vadapalani Campus, who provided all facilities for
carrying out this project.

I immensely thank our Dr. M.N. Prabadevi, Associate Professor & MBA - Program
Coordinator, Faculty of Management, SRM Institute of Science & Technology, Vadapalani
Campus for her cordial support, valuable information, and guidance, which helped me in
completing this task through various stages.

I take this opportunity to express my profound gratitude to my guide Dr. M Kalaivani, Associate
Professor, SRM Institute of Science & Technology, Vadapalani, who took keen interest in my
project to make it a beneficial exercise.

I wish to express my heartfelt gratitude to MyCaptain for providing me this opportunity. I

sincerely thank Anush for his constant motivation and guidance for the successful completion
of my training.

Thank you for providing me all the necessary information about the company and kindly
clearing my doubts throughout my training period.

Sabreen Sultana N

4
ABSTRACT

5
 TABLE OF CONTENTS

CHAPTERS CONTEXT PAGE NO

INTRODUCTION

1.1 Introduction

1.2 Industry Profile

I 1.3 Company Profile

1.4 Statement of the problem

1.5 Scope of the study

1.6 Objectives of the study

1.7 Limitations of the study

II LITERATURE REVIEW

RESEARCH METHODOLOGY

3.1 Research Design

3.2 Sources of Data

III 3.3 Sample Size

3.4 Sampling Technique

3.5 Tools for Data Collection

3.6 Hypothesis

3.7 Tools for Data Analysis

IV DATA ANALYSIS AND INTERPRETATION

V FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 Findings

5.2 Suggestions & Recommendations

5.3 Conclusions

References
Questionnaires

6
INTRODUCTION

7
1.1 INTRODUCTION
The research project titled, “To Study the Impact of Motivational Techniques on Employee
Productivity,” explores how various motivational strategies influence employee behaviour,
engagement, and overall productivity. In today’s fast-paced and competitive corporate
landscape, employee productivity is one of the most critical factors contributing to an
organization’s success, growth, and long-term sustainability. Motivation, the internal drive that
compels individuals to achieve their goals, plays a pivotal role in shaping employee
engagement, job satisfaction, and performance. Understanding and leveraging motivation is
essential for businesses striving to meet performance benchmarks and create a committed
workforce.

The primary objective of this study is to examine how different motivational techniques impact
employee productivity. While traditional methods such as financial incentives and bonuses
have long been staples of motivation, modern organizations are increasingly adopting non-
monetary strategies. These include wellness programs, opportunities for professional growth,
flexible working arrangements, and recognition initiatives. By analysing the combined effects
of both intrinsic and extrinsic motivational techniques, this research aims to generate actionable
insights for organizations seeking to optimize productivity and cultivate a positive workplace
culture.

Intrinsic motivation stems from internal satisfaction and personal fulfilment. It is driven by an
individual’s desire to perform tasks that are meaningful or align with their values. Examples of
intrinsic motivation include professional development opportunities, engaging work that
fosters creativity, and opportunities to take on challenging projects. On the other hand, extrinsic
motivation is driven by external rewards or recognition, such as financial incentives,
promotions, public acknowledgment, or performance-based bonuses. Both types of motivation
are critical, but the balance between the two can vary depending on organizational goals, job
roles, and workforce dynamics.

This research examines how intrinsic and extrinsic motivational strategies influence key
productivity indicators, such as task completion rates, quality of output, employee retention,
and overall job satisfaction. For instance, offering meaningful work and career advancement
opportunities can inspire a sense of purpose among employees, driving intrinsic motivation. At
the same time, external motivators like recognition programs and financial rewards can
reinforce positive behaviours, boosting morale and encouraging higher performance.

8
Understanding the relationship between these two motivational drivers is crucial for
organizations to design effective policies that align with their unique workforce needs.

Additionally, the study seeks to address the growing trend of non-monetary motivational
techniques in the modern workplace. With shifts in workforce expectations and priorities,
employees increasingly value flexibility, work-life balance, and professional growth
opportunities over traditional rewards. Wellness programs, hybrid working models, and
consistent recognition of individual contributions are emerging as key strategies to foster
engagement and productivity. This shift requires organizations to rethink their traditional
approaches to motivation and adapt their strategies to remain competitive and retain top talent.

By assessing the effectiveness of these diverse techniques, the study aims to provide tailored
recommendations for organizations to design motivation-driven policies that align with their
workforce dynamics. These strategies can help businesses optimize productivity, boost
employee morale, and strengthen retention rates, ultimately contributing to long-term
organizational success.

The research methodology includes a thorough literature review to establish a theoretical

foundation, followed by data collection and analysis to evaluate the effectiveness of various
motivational strategies. This systematic approach ensures that findings are backed by both
academic research and real-world data. The results will provide valuable insights into how
motivation can be leveraged to enhance productivity across different organizational settings.

This study contributes significantly to the broader understanding of motivation as a critical

factor in enhancing employee productivity. It highlights the importance of designing tailored
strategies that combine both intrinsic and extrinsic motivators to meet workforce expectations
and organizational goals. By providing practical recommendations, this research serves as a
guide for organizations aiming to create an engaged, high-performing, and satisfied workforce.

Ultimately, the findings from this research will enable organizations to implement effective
motivational techniques, creating a culture that values and rewards employees while driving
overall business success in a competitive corporate environment.

9
1.2 INDUSTRY PROFILE

Dukes Engineers India operates within the manufacturing and industrial engineering sector, a
vital part of the Indian economy. This industry is renowned for its emphasis on design,
innovation, and the provision of state-of-the-art technological solutions that assist important
sectors such as industrial machinery, logistics, construction, and the automobile industry. The
business is positioned as a prominent participant in this industry due to its capacity to develop
and execute turnkey solutions.

10
Core Competencies:

Paint Shops for Automobiles: Dukes Engineers offers comprehensive solutions for creating,
implementing, and designing paint shop systems specifically for the automotive sector. These
solutions are necessary to maximize production time and energy usage while guaranteeing
premium finishes in automobiles.
Material Handling Systems: The business focuses in developing cutting-edge material handling
systems that increase productivity, optimize processes, and improve safety for a range of
sectors.
Heavy Equipment & Machinery: Dukes Engineers provides solutions that meet international
standards while meeting the industrial need for dependable and effective machinery.
Dukes Engineers India offers a range of end-to-end services, such as:

Design and Development: Tailored engineering plans to meet the demands of a particular
sector.
Installation: The smooth application of engineering systems to guarantee efficient functioning.
Maintenance: Constant assistance to extend the life and effectiveness of systems.
Vision and Leadership
Maria Selvaraj Joseph John Kennedy and Balasubramanian Kandaswamy, the company's
directors, are in charge of ensuring both strategic expansion and operational excellence. Dukes
Engineers India has established itself as a reliable partner in the engineering field thanks in
large part to their vast knowledge and vision.

Facilities and Abilities: Dukes Engineers India has a strong infrastructure that satisfies global
requirements. In order to keep its products competitive and relevant in a market that is changing
quickly, the company's operational framework places a strong emphasis on ongoing
improvement and investment in cutting-edge t echnology.

Position in the Market:

Dukes Engineers is ideally situated to service clients throughout India thanks to its strategic

11
headquarters in Tiruvallur, Tamil Nadu. The company has been a favored option for companies
looking for dependable and effective engineering solutions because of its client-centric.

Innovation and Sustainability:

As part of its dedication to sustainability, Dukes Engineers India integrates eco-friendly
procedures into their operations. The business integrates its operations with worldwide trends
in sustainable manufacturing by lowering its environmental impact and encouraging energy
efficiency.

Strength in Finance :
Dukes Engineers India has a solid financial base to support its operational and strategic
objectives, with a Corporate Identification Number (CIN) of U29253TN2014PTC095422 and
an authorized and paid-up share capital of ₹20 lakhs.
A prominent player in the manufacturing and engineering services sectors, Dukes Engineers
India Private Limited is a vibrant and progressive business. The business has made a name for
itself as a reliable partner for customers looking for cutting-edge engineering solutions by
fusing innovation, quality, and sustainability. Its commitment to increasing output and
operational effectiveness guarantees that it will continue to be a leader in its industry, making
a substantial contribution to the development and modernization of India's engineering sector.

12
1.3 COMPANY PROFILE

Dukes Engineers India Private Limited, established on March 13, 2014, is a renowned private
limited company headquartered in Tiruvallur, Tamil Nadu, India. Over the years, the company
has carved a niche for itself in the engineering domain, specializing in delivering cutting-edge
solutions for automotive paint shops, material handling systems, and heavy equipment and
machinery. Its core mission revolves around providing comprehensive and customized
solutions tailored to the evolving needs of industries, enabling clients to achieve higher
operational efficiency and productivity.

Operating within the manufacturing sector, Dukes Engineers India Private Limited is
committed to offering end-to-end services that include design, development, installation, and
maintenance of engineering systems. The company’s focus on innovation and quality ensures
that its products and services are not only reliable but also adhere to the highest industry
standards. This dedication has enabled Dukes Engineers to establish itself as a trusted partner
for businesses requiring advanced engineering solutions. The firm operates in the
manufacturing sector, providing customized and efficient solutions to meet industry needs.
With an emphasis on innovation and quality, Dukes Engineers India plays a significant role in
delivering state-of-the-art engineering services to its clients.

13
The company's authorized and paid-up share capital stands at ₹20 lakhs, and it is classified as
a private entity under the Corporate Identification Number (CIN):
U29253TN2014PTC095422. Its directors, Maria Selvaraj Joseph John Kennedy and
Balasubramanian Kandaswamy, oversee its operations, ensuring strategic growth and
excellence in service delivery.
With a commitment to enhancing operational efficiency and productivity for its clients, Dukes
Engineers India Private Limited continues to strengthen its position as a trusted name in the
Indian engineering industry.

The company's infrastructure and operational framework are designed to meet global standards.
Dukes Engineers India continually invests in upgrading its capabilities, ensuring that its
solutions remain competitive and relevant in a rapidly evolving market. Its commitment to
sustainability and efficiency also reflects in its processes, which aim to minimize
environmental impact while maximizing output for its clients.

Dukes Engineers India Private Limited operates under the leadership of its directors, Maria
Selvaraj Joseph John Kennedy and Balasubramanian Kandaswamy, who bring extensive
industry experience and strategic vision to the organization. Their guidance has been
instrumental in driving the company's growth and maintaining its position as a leading player
in the engineering sector.

With its headquarters strategically located in Tiruvallur, Tamil Nadu, the company is well-
positioned to serve clients across India. Its dedicated team of professionals, robust
infrastructure, and client-centric approach make it a preferred choice for businesses seeking
reliable and innovative engineering solutions.

In summary, Dukes Engineers India Private Limited stands out as a dynamic and forward-
thinking organization that continuously adapts to the changing needs of the industry.

By combining innovation, quality, and a commitment to excellence, the company has

established itself as a key contributor to the engineering sector, delivering state-of-the-art
solutions that drive success for its clients.

14
Established in September 2010 as a partnership company, and converted into private
limited company during March /April 2014, their specialization includes:

1. Automative paint shops:

• Paint shop projects
• Booth, Work Areas and Clean Rooms.
• Air supply Unit.
• Exhaust systems.
• Process Improvement projects.
• Sludge removing Systems.
• Paint shop Modifications.
• Process piping’s and tanks.
• Robots.
• Conveyors/Lifters/Gantrex Rails etc.,

2. Material handling systems

• Custom made material handling Equipment.
• Heavy Structural and Mezzanine.
• Exhaust Hoods and other special fabrications.

Dukes Engineers India Pvt Ltd also have the following additional business in addition
to their main business line.
They have strategic tie up with AIR CLEAN DEVISER TAIWAN CORP. (ACDT Taiwan)
to promote their clean room products in India.

Design, manufacturing, installation, commissioning of clean room equipment and

consumables.

15
 We have strategic tie up with Chengde
Dechuan Technology Development Co., Ltd
(China) to promote their conveyor products in India

Design, manufacturing, installation, commissioning of various type of conveyors including

P&F conveyors and spares for the conveyors.

VISION AND QUALITY POLICY::

“To become a multi business organization with global recognition, offers best quality for
their customers and create more employment as part of social responsibility.”

QUALITY POLICY:

• Best possible design and solution

• Work as a team with our customers and suppliers.
• Best quality products and raw material used.

16
 • Best working environment for their staff and workers.
• On time delivery/ completion.

FACILITIES, EMPLOYEES AND TOOLS:

The business is housed in a contemporary 2,000 square foot office building with eight
workstations, cabins, and a conference room that are fully furnished with the necessities
for day-to-day operations. The team's workflow and communication are guaranteed to
go well thanks to this neat setup.

The 25,000 square foot manufacturing facility includes a 15,000 square foot covered
fabrication unit for effective production procedures. A dedicated 1,200-square-foot
production office also facilitates operational and administrative duties, guaranteeing
smooth departmental coordination.

30 labourers, 4 office personnel, and 10 engineers make up the office and work force,
demonstrating a well-rounded team with administrative and technical know-how. The

17
 workforce, which consists of 40 employees, 2 administrative personnel, and 10
engineers at several operational sites, highlights the company's capacity to successfully
execute large-scale projects.

For its machining needs, the company works with committed vendors in and around
Chennai to maintain quality and efficiency. Access to top-notch products and services
is guaranteed by this vendor network, which helps to assure dependable and efficient
project.

The organization is well-positioned to satisfy industry objectives and produce

outstanding project results because to its strong infrastructure, knowledgeable staff, and
solid vendor relationships.

TOOLS AND TACKLES – Manufacturing facility:

They have required machines and tools for fabrication and Machining. Major items as below.

18
 • Rolling machine – Capacity up to 6 mm – 2000 mm wide

• Shearing Machine – 4 mm X 2500 Wide

• Sheet Bending machine

• Profile Cutting machine
• Lathe
• Band Saw Machine
• Plasma cutting machines
• Tic welding machines
• Co2 welding machines

• Grinding machines

• Compressor – 10 HP
• Compressor – 1 HP
• Radial drilling Machine – 32 mm drill size

STATUTORY APPROVALS:
Rolling
• OF
LIST machine
APPROVALS – Capacity
OBTAINED up to 6 mm – 2000 mm
wide
•• GST.
• Employee provident fund (EPF).
• Employee State Insurance Corporation (ESIC).
• Export and Import License.
• TAN
• Inspector of Factories.

19
KEY CUSTOMERS:

20
• ABB (PAINT FINISHING APPLICATION GROUP
• AES (INDIA) ENGINEERING SERVICES
• AVL INDIA
• BMW INDIA PVT LTD
• BLUE STAR
• CATERPILLAR
• DAIMLER INDIA COMMERCIAL VEHICLES PVT LTD
• DURR INDIA PVT LTD
• EISENMANN INDIA
• FORD INDIA PVT LTD
• GEICCO INDIA
• HYUNDAI MOTOR INDIA PVT LTD
• MAHINDRA AND MAHINDRA LTD
• MRF LIMITED
• PARKER ENGINEERING
• RENAULT NISSAN AUTOMOTIVE INDIA PVT LTD
• ROYAL ENFIELD
• VINAR SYSTEMS PVT LTD
• TAKISHA INDIA
• TRUTEK SYSTEMS COMBINE PVT LTD.
• WEBB INDIA
• NEMAK ALUMINIUM CASTINGS INDIA PVT LTD
• FRANKONIA GROUP

21
various projects related to booths and work decks for prominent automotive companies:

1. Renault Nissan:
• Includes Sealer, UBS, Inspection, and ED sanding booth extension.
• Work on inspection and polishing booth extensions.
• Installation of a new wheel area booth.
• Dust-proof enclosure for colour selection.
2. Daimler India:
• In-house bumper painting preparation booth.
• Paint touch-up booth for chassis.

22
3. Ford India:
• Construction of a dust-proof enclosure spanning 700 square meters.
• Development of a colour selection area enclosure.

4. Mahindra and Mahindra:

• A two-tone paint booth equipped with conveyors.

These projects highlight significant industrial solutions tailored for automotive

manufacturers, focusing on improving painting, inspection, and finishing processes
while ensuring dust-free and efficient environments for precise operations.

The revamping of equipment in paint shops and other automotive paint shop projects:

23
Revamping Projects:

1. Daimler: Revamping the skid cleaning booth.

2. Renault Nissan: Upgrading the existing scrubber for the bumper shop.
Replacement of CWS pipeline.

3. Wipro Infrastructure Engineering: Modifying and revamping the heater box.

4. Hyundai: Fire damper revamp for Paint Shop #2.
5. Nitti Engineering: Work decks and robot base installation at the bumper shop.

Other Automotive Paint Shop Projects:

1. Dürr India Pvt Ltd (Royal Enfield Project): Modifying the two-wheeler paint shop
robot zone.
2. Dürr India Pvt Ltd (Renault Nissan): Installation of a new wax line.
3. Dürr India Pvt Ltd (Ford India - Sanand): Complete ASU (Air Supply Unit)
installation.

These projects aim to enhance efficiency, safety, and automation in automotive paint
shops, showcasing tailored upgrades, replacements, and installations for diverse
manufacturers.

Air supply and exhaust system projects for Renault Nissan Automotive India:

24
Key Projects:

1. Work Area Extension:

Expansion to increase capacity from 32 JPH to 40 JPH in the paint shop.

Installation of a new air supply unit (75,000 m³/hr) and a 160 TR chiller.
Sealer, UBS, Inspection, and ED sanding booth extensions.

2. Exhaust Systems:

Installation for repair booth Line #1 and Line #2.

Air Supply Unit (ASU) for the wheel arc booth.
Development of a black paint booth.

Recent Projects:

1. Humidification systems: Added for the existing work area

2. Clear Coat Booth Extension: Equipped with an ASU (30,000 CMH).

Integrated DX coils for cooling and a burner for humidity control.

These projects demonstrate Renault Nissan's efforts to enhance efficiency, expand production
capacity, and optimize environmental control in their automotive paint shops.

25
Air supply and exhaust systems for various companies. Daimler India installed new Air Supply
Units (ASUs) with plenum chambers for Frame Touch-Up and Final Vehicle Touch-Up booths.
Caterpillar India introduced a new ASU for a Spot Repair booth.

Ford India implemented a new ASU featuring an EC fan for a Spot Cooling system. These
systems aim to enhance efficiency and environmental control in specific manufacturing
processes.

AUTOMOTIVE PAINT SHOP – PTED / PROCESS / PIPINGS.

Process Improvement Projects.

26
 1. Renault Nissan.

• Filter vessel in PTED 3 stages/

• DI riser for ED last stage
• Pump seal cooling system
• Sludge separation systems
• High Pressure Spray for PT Line
Online hanger cleaning (High pressure cleaning).

2. Daimler India

• Exhaust Duct modification

• Modification of work areas

3. Caterpillar India

• Sludge separation system

• Air seal provision for work areas.

27
 4. Royal Enfield

• Sludge separation system

• Cooling area for oven outlet
5. Mahindra and Mahindra
• Primer & Top coat Tag rag zone ducting
• PMR ASU Revamp

6. Ford India Pvt Ltd

• Inspection Line extension for JPH increase
• Supply air improvement
• Sealer Line Exhaust Air improvement on Robot Zone

Unit Handling Systems – Design, Manufacturing & Installation

Free Roller Conveyor, Paint Shop Roller Bed Conveyor, Paint Shop –
Daimler India, Chennai Mahindra & Mahindra, Pune

28
Cross Chain Conveyor, Paint Shop Roller Bed Conveyor,

Mahindra & Mahindra, Pune ABB Ltd, Bangalore

Lifting Table Roller Bed Conveyor Power & Free Conveyor Hanger Paint
Shop–Mahindra & Mahindra, Pune Caterpillar India, Chennai.

Unit Handling Systems- Design, Manufacturing & Installation.

29
Material handling systems designed, manufactured, and installed for various customers. Key
projects include:
1. Engine Truck Conveyor for Rotem India/KIA Motors,
Anantapur.
2. Turn Table Conveyor for Ford India, Chennai
3. Oven Conveyor Extension for Ford India, Chennai.
4. Buffer Conveyor for Dürr India/Ford India, Chennai.
5. Paint Jig for Robo Paint Shop for Royal Enfield, Chennai.
6. Tool Trolley for Paint Shop for Takisha India.
Pallets and trolleys projects involving the manufacturing and supply of material handling
systems for prominent customers. These projects include:

Common Body Pallets for Painted Body Storage: Supplied

to BMW India, Chennai, ensuring efficient body storage
solutions.
1. Door Assembly Trolley: Designed for BMW India,
Chennai, facilitating streamlined assembly
operations.
2. Die Transfer Trolley for Stamping Shop: Delivered
to Renault Nissan, Chennai, enhancing transfer
processes in the stamping shop
3. Engine Parts Storage Tables & Trolley: Developed
for Ford India, Chennai, providing effective
storage and handling for engine parts.
4. Free Roller Conveyor for Engine Shop:
Manufactured for Daimler India, Chennai,
supporting efficient engine shop operations.
5. Friction Conveyor Stoppers: Supplied to Renault
Nissan, Chennai, improving conveyor system functionality.

30
1.4 STATEMENT OF THE PROBLEMS.

1. What are the most effective intrinsic and extrinsic motivational techniques for
enhancing employee productivity?
2. How do intrinsic and extrinsic motivational strategies interact to influence key
productivity indicators?
3. How can organizations adapt to the growing preference for non-monetary motivational
techniques while maintaining high levels of engagement and performance?
4. What specific strategies can organizations implement to create a positive workplace
culture that aligns with workforce dynamics and expectations?

1.5 OBJECTIVES

1. To determine which motivational strategies are most frequently employed

Analyse the many motivational strategies used by businesses, such as cash rewards,
recognition initiatives, professional growth chances, and flexible work schedules.

2. To assess how motivating strategies affect worker productivity

Examine the effects of various motivational techniques on important productivity
metrics as task performance, efficiency, job quality, and deadline adherence.

3. To examine how intrinsic and extrinsic motivation are related Examine the effects
of extrinsic (such as awards and promotions) and intrinsic (such as personal
development and job happiness) motivators on employee engagement and
productivity.

4. To ascertain the motivational strategies that employees choose Examine the

methods that workers believe will improve their performance and general job
happiness.

5. To offer practical suggestions for organizations

31
1.5 SCOPE AND SIGNIFICANCE OF THE STUDY:
The study focuses on analysing the impact of various motivational techniques on employee
productivity in organizational settings. It explores both intrinsic and extrinsic motivational
strategies to understand their influence on critical productivity parameters such as task
completion, efficiency, job satisfaction, output quality, and employee retention. The research
covers a wide range of motivational approaches, including traditional financial incentives and
modern non-monetary strategies such as wellness programs, flexible work arrangements,
recognition initiatives, and professional development opportunities.

The study is relevant for organizations across industries that aim to improve employee
performance and engagement in today’s competitive and rapidly changing corporate
environment. It encompasses employees at different organizational levels, job roles, and
cultural backgrounds to ensure a comprehensive understanding of motivational dynamics.
Additionally, the research provides insights into workforce preferences and how organizations
can tailor their motivational strategies to align with these preferences.

SIGNIFICANCE:

Increasing staff Productivity: Organizations may raise staff productivity, which has a direct
impact on competitiveness and organizational success, by knowing which incentive techniques
work.

Encouraging Worker Engagement and Contentment: Job satisfaction and employee

engagement are intimately related to motivation. The study focuses on strategies for creating a
happy and satisfying workplace.

Optimising Organisational Resources: By identifying high-impact motivational techniques,

the findings will assist organisations in allocating resources effectively and guarantee a greater
return on investment in staff development and retention initiatives.

Creating a Positive Work Culture: The study clarifies how motivation helps create a culture

32
of acknowledgment, development, and cooperation that draws and keeps top talent.

Meeting Diverse Workforce demands: By using the results, organizations can tailor incentive
strategies to the various preferences and demands of their workforce.
Adding to Academic Knowledge: By providing insights for more research and theoretical
developments, the study contributes to the body of knowledge on employee motivation and
productivity.

This study aims to equip companies with evidence-based techniques that promote individual
and organizational success by investigating the relationship between productivity and
motivational strategies.

1.7LIMITATION OF THE STUDY

• Limited time frame for study- Had a limited time of 20 days for the study,
where it is a time constraint and it’s Hard to study.
• Employee resistance- Not all employees respond positively to motivational
techniques. Some may resist change, leading to varied outcomes.
• One of the limitations is population size- the study is limited to a specific
industry or a small group, findings may not be applicable to other workplaces
with different environments.
• Influence of job roles- The effectiveness of motivation depending on job type
(e.g., creative roles vs. repetitive task-based jobs), making broad conclusions
difficult.

33
 CHAPTER II

LITERATURE REVIEW

34
REVIEW OF LITERATURE:

1. Mariyappan, D., and Sowmya, K. R. (2020) conducted a study titled “A study on

effectiveness of employee motivation techniques.” The research aimed to examine the
factors influencing employee motivation and their impact on individual performance. The
study highlighted that an individual’s performance is determined by their ability,
supported by motivation. It explored various motivation techniques and their
effectiveness in enhancing employee engagement and productivity. The findings
emphasized the importance of motivation as a key driver of organizational success.
Overall, the study provided valuable insights for improving workforce performance
through targeted motivational strategies.
2. Guclu, H. and Guney, S. (2018) conducted a study titled “The effect of the motivation
techniques used by managers to increase the productivity of their workers and an
application.” The research focused on the role of motivation techniques employed by
managers to enhance worker productivity. It highlighted that efficiency plays a crucial
role in adapting to changing, expanding, and evolving economic conditions. The study
explored how various motivational approaches impact employee engagement and output.
Findings emphasized the importance of effective managerial strategies in fostering a
productive workforce. The study provided practical insights into improving efficiency
through motivation.
3. Andriana, I., Riyanto, D., and Darmawan, D. (2019) conducted a study titled
“Workload and motivation on employee’s performance analysed by information
technology.” The research aimed to examine the relationship between workload,
motivation, and employee performance. It investigated how motivation influences
performance, the impact of workload on performance, and the combined effect of
workload and motivation on employee outcomes. The study highlighted the role of

35
 information technology in analysing these factors. Findings revealed significant insights
into optimizing workload and motivation to enhance employee performance. This study
provided practical recommendations for improving workforce efficiency.

4. Akhtar, N., Aziz, S., Hussain, Z., Ali, S., and Salman, M. (2014) conducted a study
titled “Factors Affecting Employees Motivation in Banking Sector of Pakistan.” The
study aimed to explore the relationship between various factors and employee motivation.
It focused on financial rewards, personal traits, high salary plans, job design, and
supervision as key determinants. The research highlighted how these factors influence
employee engagement and productivity in the banking sector. Findings emphasized the
critical role of effective management strategies in fostering motivation. This study
provided actionable insights for improving employee satisfaction and performance.
5. Conrad, D., Ghosh, A., and Isaacson, M. (2015) conducted a study titled “Employee
Motivation Factors.” The research examined various factors influencing employee
motivation and its importance in organizational settings. It emphasized that motivation is
a widely studied topic due to its critical role in enhancing performance and productivity.
The study reviewed numerous approaches to understanding and implementing motivation
strategies effectively. Findings highlighted the significance of addressing motivational
needs to improve workplace engagement. The research provided practical insights for
organizations to foster a motivated and productive workforce.
6. Srbinoska, D. S., Stojanova, M., Hristova, S., and Mrsik, J. (2020) conducted a study
titled “The impact of organizational characteristics on the adoption of contemporary cost
management techniques by the textile industry in North Macedonia.” The research
explored how modern motivation techniques in cost accounting support the strategic
management of organizations. It emphasized the role of cost management in achieving
organizational objectives. The study focused on the textile industry in North Macedonia
and its adoption of these contemporary techniques. Findings highlighted the significant
impact of organizational characteristics on the effective implementation of cost
management. The research provided valuable insights for enhancing strategic decision-
making in the industry

36
7. Alam, Mohammad Nurul, et al. (2020) conducted a study examining the impact of
wages and welfare facilities on employee productivity, with employee work motivation
as a mediating factor. The research highlighted that employee productivity in Bangladesh
is significantly lower than in competing nations such as China, India, Pakistan, and Sri
Lanka. The findings suggest that inadequate wages and welfare facilities are major
contributors to this low productivity. Improved work motivation, facilitated by better
compensation and welfare provisions, could help bridge the productivity gap.
8. Smith, J., & Johnson, E. (2020) explored the relationship between employee motivation
and performance in their literature review. The study highlights a strong positive
correlation between motivation and employee output. Intrinsic factors like job satisfaction
and organizational culture are emphasized as key drivers. Their findings suggest that
fostering a supportive work environment enhances employee engagement. The review
underscores the importance of addressing these factors to improve overall performance.
This work provides valuable insights for HR strategies.
9. Johnson, E., & Brown, M. (2020) provided a contemporary review of motivation
theories and their impact on employee performance. The paper synthesizes classic and
modern motivation theories, exploring their relevance in today's workplaces. It
emphasizes how these theories can inform effective HR practices and improve
productivity. The authors highlight the need for tailored motivational strategies to meet
diverse employee needs. This review serves as a valuable resource for organizations
seeking to enhance performance.
10. Johnson, S., & Brown, M. (2020) conducted a meta-analysis exploring the link between
motivation and employee performance. The study synthesizes findings from multiple
research papers, revealing a strong positive correlation between motivation and
performance. It highlights how motivation consistently drives productivity across
industries and organizational contexts. The authors emphasize the importance of tailored
motivational strategies to enhance employee outcomes.
11. Smith, J., Johnson, A., & Lee, C. (2021) explored the relationship between employee
motivation and performance in their literature review. The study identifies a strong
positive correlation between motivation and employee outcomes. Motivated employees
exhibit higher levels of productivity, job satisfaction, and organizational commitment.
The review highlights the importance of fostering motivation in various industries and
settings. It emphasizes that motivation is a key driver of organizational success. This work
provides essential insights for improving workforce performance.
37
12. Deci, E. L., & Ryan, R. M. (2020) emphasized Self-Determination Theory in their
study, highlighting its impact on employee motivation. They show that intrinsic
motivation is a key factor in enhancing employee engagement and task persistence.
Organizations that promote autonomy, competence, and relatedness tend to see better
productivity outcomes. The theory underscores the importance of fulfilling these basic
psychological needs.
13. Bhuvaneshwari, V. (2021) examines employee motivation in light of declining
performance. The study emphasizes the importance of human resource capital in
achieving organizational success. It highlights the need for strategies to boost employee
motivation. Published in the Indian Journal for Social Science, the research offers
valuable insights for organizations. The findings are crucial for improving performance
outcomes. This study underscores motivation as a key driver of success.

14. Gagné et al. (2021) emphasized balancing extrinsic and intrinsic motivation. They
highlight the importance of aligning rewards, such as bonuses or promotions, with
employees' personal goals. This alignment enhances individuals' sense of purpose and
drives motivation. Employees become more engaged and satisfied in their roles. The
approach encourages greater commitment and effort. Consequently, it leads to significant
improvements in employee performance. Overall, productivity and organizational
outcomes are enhanced.

15. Locke and Latham (2021) reaffirmed that goal-setting theory is a cornerstone of
performance improvement. Specific and challenging goals drive motivation and focus.
When paired with regular feedback, these goals significantly enhance employee
productivity. This approach improves clarity and commitment toward objectives. It
fosters persistence and effort in achieving desired outcomes. Ultimately, it leads to
substantial organizational success.
16. Judge et al. (2020) emphasized the strong connection between job satisfaction and
productivity. Recognition and opportunities for professional growth are critical drivers of
this relationship. Employees who feel valued and supported tend to perform better in their
roles. Higher job satisfaction boosts motivation and commitment to tasks. This correlation
is consistent across diverse industries and job types. Organizations that prioritize
employee satisfaction experience enhanced performance outcomes. Ultimately, a satisfied
workforce drives overall organizational success.

38
17. Nohria et al. (2020) presented the 4-drive model of motivation, which identifies four key
emotional and social needs: to acquire, bond, comprehend, and defend. Addressing these
drives enhances employee motivation and engagement. Employees are more driven when
their emotional and social needs are met. Organizations that focus on fulfilling these
drives experience improved performance and collaboration. The model emphasizes that
motivation is holistic, involving both individual and social aspects. By addressing all four
drives, companies can create a more motivated workforce. Ultimately, this approach leads
to better organizational outcomes.
18. Amabile and Pratt (2021) highlighted the critical role of motivation in fostering
creativity. They emphasize that autonomy is essential for innovation to thrive. By
minimizing micromanagement, employees are given the freedom to explore and
experiment. This sense of independence enhances problem-solving and idea generation.
Creative environments lead to better decision-making and innovation. As a result,
employee productivity increases. Ultimately, these factors contribute to greater
organizational success and growth.
19. Herzberg et al. (2020) revisit Herzberg’s Two-Factor Theory, emphasizing the distinction
between motivators and hygiene factors. Intrinsic motivators, such as achievement and
recognition, are key drivers of productivity. Hygiene factors, like salary and working
conditions, help prevent dissatisfaction but do not actively motivate. Focusing on intrinsic
motivators leads to higher employee engagement and performance. Employees who
experience meaningful work and recognition are more committed. Organizations that
prioritize these factors see improved outcomes. Ultimately, this approach fosters a more
motivated and productive workforce.
20. Afsar et al. (2021) highlighted the benefits of transformational leadership in
organizations. This leadership style inspires and motivates employees to achieve higher
performance. It creates a supportive work environment that improves employee
satisfaction. By encouraging innovation and collaboration, it enhances morale and
engagement. Employees feel valued, leading to increased productivity. The study
emphasizes that effective leadership is crucial for fostering a motivated workforce.
Ultimately, transformational leadership drives organizational success and growth.
21. Hackman and Oldham (2022) examined the Job Characteristics Model, emphasizing the
role of meaningful work in enhancing motivation. They identify task variety and
autonomy as critical factors for boosting employee engagement. These elements create a
sense of purpose and ownership, leading to higher performance and job satisfaction. The
39
 model demonstrates the impact of well-designed jobs on employee productivity and
morale. It underscores how intrinsic motivation drives better workplace outcomes. By
fostering enriched job roles, organizations can achieve improved employee well-being
and efficiency. The study highlights job design as a strategic tool for organizational
success.
22. Hackman and Oldham (2022) examine the Job Characteristics Model, emphasizing the
role of meaningful work in enhancing motivation. They identify task variety and
autonomy as critical factors for boosting employee engagement. These elements create a
sense of purpose and ownership, leading to higher performance and job satisfaction. The
model demonstrates the impact of well-designed jobs on employee productivity and
morale. It underscores how intrinsic motivation drives better workplace outcomes. By
fostering enriched job roles, organizations can achieve improved employee well-being
and efficiency. The study highlights job design as a strategic tool for organizational
success.
23. Deci et al. (2021) explore the concept of psychological empowerment, emphasizing the
benefits of granting employees decision-making authority. Empowered employees
experience higher motivation and confidence in their roles. This autonomy fosters a sense
of ownership, driving commitment to tasks and enhancing engagement. The study
highlights how empowerment leads to improved individual performance and overall
productivity. By fostering trust and autonomy, organizations can cultivate a more
motivated workforce. Empowered employees are better equipped to adapt to challenges
and contribute creatively. The research underscores the strategic importance of
empowerment practices for organizational success.
24. Ryan and Deci (2022) explore the connection between workplace well-being and
performance, focusing on the fulfilment of psychological needs. The study highlights that
meeting autonomy, competence, and relatedness needs boosts motivation and
engagement. Satisfied employees are more likely to feel fulfilled and perform better in
their roles. Enhanced well-being fosters higher job satisfaction and commitment, leading
to improved productivity. The research emphasizes the importance of a supportive work
environment that nurtures these needs. By prioritizing employee well-being,
organizations can achieve sustainable success. The study underscores the role of
psychological fulfilment in driving workplace performance.
25. Luthans et al. (2021) highlight the impact of positive reinforcement in the workplace.
Recognition and rewards are emphasized as effective motivational strategies. Valuing and
40
 acknowledging employees' contributions boosts their morale and engagement. These
practices foster a sense of appreciation, driving higher performance levels. The study
demonstrates how motivated employees contribute to improved productivity. It
underscores the importance of implementing recognition programs to achieve
organizational success.
26. Shahzadi et al. (2020) examine the effect of monetary incentives on productivity, finding
that they lead to significant short-term performance improvements. However, the study
highlights that over-reliance on monetary rewards may hinder sustained motivation. To
achieve long-term success, intrinsic motivators such as purpose and recognition are
equally important. These internal rewards help maintain employee engagement and drive
continued performance. The research emphasizes the need for a balanced approach to
motivation, combining both extrinsic and intrinsic factors. By doing so, organizations can
foster lasting productivity. The study advocates for a holistic reward system to ensure
enduring employee motivation.
27. Kalyar et al. (2022) explore the role of intrinsic motivation in workplace performance,
focusing on how purpose and meaningful tasks fuel this type of motivation. Intrinsic
motivation is especially effective for creative tasks, as it encourages employees to engage
deeply with their work. It also enhances employees' problem-solving abilities, particularly
in complex challenges. By fostering intrinsic motivation, employees are more likely to
think innovatively and tackle difficult tasks with enthusiasm. The study emphasizes the
critical role of intrinsic motivation in driving success in challenging roles. It highlights
the connection between deep engagement and high performance. Ultimately, the research
underscores the importance of fostering intrinsic motivation for organizational success.
28. Salanova et al. (2020) examine the link between emotional engagement and leadership,
emphasizing how motivational leadership styles positively influence team morale. They
find that leaders who engage emotionally with their teams create stronger connections.
This emotional engagement fosters trust and commitment, leading to increased
productivity. Teams with emotionally engaged leaders show improved overall
performance. The study highlights the importance of leadership in shaping team dynamics
and driving success. It demonstrates that effective leadership practices can enhance team
cohesion. Ultimately, the research underscores the role of emotional engagement in
fostering a high-performing team.
29. Chiang et al. (2021) explored the benefits of flexible work arrangements, emphasizing
their positive impact on work-life balance and employee well-being. Such arrangements
41
 lead to higher motivation and job satisfaction, as employees feel more in control of their
time. This sense of empowerment boosts productivity and efficiency in the workplace.
The study demonstrates that flexibility supports a healthier work environment, which
improves overall performance. It highlights the importance of flexibility in fostering
employee engagement. By providing flexible work options, organizations can enhance
30. Graham et al. (2022) explore the use of gamification in the workplace, highlighting its
positive impact on employee engagement and motivation. By incorporating game-like
elements, tasks become more enjoyable and rewarding for employees. This increased
motivation leads to improved productivity and performance. The study demonstrates that
gamification can enhance workplace dynamics by fostering a fun and competitive
environment. As a result, employees are more committed and focused on their work. The
research emphasizes gamification as a tool for driving organizational success. Ultimately,
the study underscores how gamification contributes to growth and performance.

42
 CHAPTER III

RESEARCH METHODOLOGY

43
RESEACH METHODOLOGY

3.1 RESEARCH DESIGN:

Research Design Type

Quantitative Analysis Design in Research:

Quantitative analysis design refers to systematic approaches in research that involve collecting,
analysing, and interpreting numerical data to uncover patterns, relationships, and causal effects.
It relies on measurable data and often employs statistical methods to draw conclusions. This
type of research design is extensively used in disciplines like social sciences, education, health,
business, psychology, and engineering, where objectivity and replicability are essential.

3.2 SOURCES OF DATA:

1. Surveys and Questionnaires:

Description: Develop structured questionnaires with closed-ended questions (e.g., Likert scale)
to measure employees’ perceptions of motivational techniques and their impact on productivity.

Surveys and Questionnaires in Research:

Surveys and questionnaires are essential tools in quantitative research for systematically
collecting data from individuals. They are particularly useful when researchers need to gather
information about participants' perceptions, attitudes, beliefs, or behaviours. When designed
with structured, closed-ended questions, these tools allow for straightforward analysis and
compares.

3.3 POPULATION SIZE:

The population size is 50 employees.

population size refers to the total number of individuals, items, or elements in the group that
the researcher is studying or wants to draw conclusions about. It represents the entire collection

44
of entities that share a common characteristic relevant to the research question. Here in this
research the population size we have taken from 50 employees.

3.4 SAMPLING TECHNIQUE:

Simple random sampling technique is used in this study.

Simple random sampling is a widely used probability sampling method where each individual
or element in the population has an equal chance of being selected. It ensures that the sample
is unbiased and representative of the population, making it ideal for quantitative studies.

3.5 Tools for data collection:

Google Forms are used to collect data.

3.6 Hypothesis:

Null Hypothesis (H₀): Motivational techniques have no significant effect on employee

productivity.

The null hypothesis is a statement of no effect, no relationship, or no difference in a

population. It serves as the baseline or default assumption that is tested in a study. Researchers
aim to either reject or fail to reject the null hypothesis based on the data collected.

Alternative Hypothesis (H₁): Motivational techniques significantly improve employee

productivity.

The alternative hypothesis is a statement that contradicts the null hypothesis. It suggests that
there is a significant effect, relationship, or difference in the population. If the null hypothesis
is rejected, the alternative hypothesis is considered supported by the data.

3.7 TOOLS FOR DATA ANALYSIS:

SPSS TOOL is used for Data analysis.

45
 DATA ANALYSIS AND INTERPRETATIONS:
Chi-square

Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 14.027a 9 .121

Likelihood Ratio 14.735 9 .098

Linear-by-Linear Association 6.060 1 .014

N of Valid Cases 50

a. 13 cells (81.3%) have expected count less than 5. The minimum

expected count is .08.

46
INTERPRETATION:
Pearson chi-square A p-value above 0.05 is considered "not significant" and suggests that any observed
differences are likely due to random variation. From our results we got the value as 0.121 so therefore
no difference between motivation best at work and positive and supportive environment.

CORELATION
Does lack of Do you think your
clear goals or current motivation
expectations level is directly
reduce your linked to your
motivation? productivity?

Does lack of clear goals or expectations reduce your motivation? 1

Do you think your current motivation level is directly linked to your
productivity? 0.28325719 1

INTERPRETATION:
As per the study we obtain the value of 0.2832 it positively related to expectations reduce your
motivation and current motivation level is linked to productivity. The tolerance -1 to +1 are
relatable in significant form.

47
REGRESSION:

SUMMARY
OUTPUT

Regression
Statistics

Multiple R 0.1788774

R Square 0.0319971

Adjusted R
Square 0.0118304

Standard Error 0.6807579

Observations 50

ANOVA

Significanc
df SS MS F eF

0.73529 0.7352 1.586

Regression 1 4 9 6 0.2139

22.2447 0.4634
Residual 48 1 3

Total 49 22.98

48
 Coefficient Standar P- Upper Lower Upper
s d Error t Stat value Lower 95% 95% 95.0% 95.0%

0.25256 2.193 1.178 2.193

Intercept 1.6858824 7 6.675 2E-08 1.1781 7 1 7
6. Do you believe
motivated
employees are 0.11674 1.2596 0.213 0.381 0.381
more productive? 0.1470588 9 2 9 -0.088 8 -0.088 8

Regression
The study shows the r square value 0.031997 in long run motivated employees are productive
and efforts of the employee are not recognised or rewarded.

SUMMARY OUTPUT

Regression Statistics
Multiple R 0.4810895
R Square 0.2314472
Adjusted R
Square 0.2154356
Standard
Error 0.55127
Observations 50

ANOVA
Significance
df SS MS F F
Regression 1 4.392867 4.39287 14.455 0.0004
Residual 48 14.58713 0.3039
Total 49 18.98

Standard P- Upper Lower Upper

Coefficients Error t Stat value Lower 95% 95% 95.0% 95.0%
Intercept 1.2910681 0.197263 6.54491 4E-08 0.8944 1.6877 0.8944 1.6877
X Variable 1 0.3703935 0.097421 3.80198 0.0004 0.1745 0.5663 0.1745 0.5663

INTERPRETATION:

49
The study shows the r square value 0.2314472 in long run recognition and appreciation from
manager or peer motivate to increase your productivity and opportunities for career
advancement motivation for work harder employees.

50
 CHAPTER V

FINDINGS, SUGGESTIONS AND CONCLUSIONS.

5.1 FINDINGS

1. Commonly Used Motivational Strategies:

Financial incentives (bonuses, pay raises) remain widely used but are often
complemented by non-monetary approaches like wellness programs,
recognition initiatives, and flexible work schedules.

2. Impact on Productivity Metrics:

Task completion rates improved significantly with recognition initiatives and

financial rewards.

Flexible work arrangements enhanced job quality and employee efficiency.

3. Intrinsic vs. Extrinsic Motivation:

Intrinsic motivation (e.g., opportunities for personal development) fostered

long-term employee engagement.

51
 Extrinsic motivators (e.g., promotions) delivered immediate performance
boosts but had limited sustained impact.

4. Employee Preferences:

Employees favoured personalized strategies, such as tailored professional

development plans and consistent recognition of achievements.

5.2 SUGGESTIONS AND RECOMMENDATIONS:

o To keep employees motivated in the short and long term, combine monetary
rewards with non-monetary tactics.
o Increase employee satisfaction and productivity by implementing flexible work
schedules and encouraging work-life balance.
o Create specialized recognition initiatives that consistently honour both
individual and group accomplishments.
o Encourage chances for both professional and personal growth through career
development programs, mentorship programs, and training.
o To comprehend staff demands and modify incentive tactics appropriately, make
sure there are open lines of communication and feedback systems in place.

52
 5.3 CONCLUSIONS:

This study underscores the critical role of motivation in driving employee productivity.
While traditional financial incentives remain essential, non-monetary strategies like
professional development, wellness programs, and recognition initiatives have emerged as
powerful tools to enhance workforce performance.

Organizations that strike a balance between intrinsic and extrinsic motivators and customize
strategies to align with employee preferences are better positioned to achieve long-term
success. These findings serve as a guide for companies to design motivation frameworks that
cultivate a positive work culture and boost productivity.

53