PROJECT REPORT

A STUDY ON EFFECT OF MOTIVATION ON TRAINING AND

PRODUCTIVITY OF OM SATYA SAI

NATIONAL SMALL INDUSTRIES CORPORATION

UNDER THE SUPERVISION OF: M. ASHWINI

SUBMITTED BY: K.AKANKSHA
HALL TICKET NO: 1206-21-672-058

ST ANN’S P.G. COLLEGE FOR WOMEN

(Affiliated to Osmania University)

MALLAPUR, HYDERABAD
( 2021-2023)

Submitted to Osmania University in partial fulfillment of degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

2023
DECLARATION

I hereby declare that the project entitled “A STUDY ON EFFECT OF MOTIVATION ON

TRAINING AND PRODUCTIVITY “ at OM SATYA SAI , submitted to OSMANIA
UNIVERSITY HYDERABAD, is a record of an original work done by me under the
guidance of Mrs. Ashwini , Asst Professor, Department of Business Management, St Ann’s
PG College for Women, Mallapur, and this work is submitted in the partial fulfillment of the
requirements for the award of the degree of Masters of Business Administration. The results
embodied in this report have not been submitted to any other University or institute for the
award of any degree or diploma.

Place: Mallapur K. Akanksha

Date: HT NO: 1206-21-672-058
ACKNOWLEDGEMENT

Firstly,I heart fully thank the almighty god , whose invisible presence and inspiration was
experienced at every turn of this study.
I am very thankful to Rev.Sr.Emmy Gracy Vas, Principal of St Ann’s P.G. College for
Women and Prof.Y.Sucharitha , Head , Department of Business Management for their
guidance.
I thank my external ---------/ // // who extended his sincere availability and cooperation.
I am very thankful to my internal guide, Mrs.M.Ashwini Asst. Professor , for the help
extended to me in making the project a success.
I thank our librarian Mrs.T.Mamatha and Mr.B.Srinivas, System Administrator for their
support.
I also take this opportunity to thank my family members and friends for being a source of
moral support throughout the course of this study.

KOYYADA AKANKSH
TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO.

LIST OF TABLES AND
GRAPHS
CHAPTER-1 INTRODUCTION
THE COMPANY
CHAPTER-2 2.1:Industry profile
2.2:Company profile
THEORETICAL
FRAMEWORK
CHAPTER-3
3.1: Theoretical framework
3.2: Review of literature
DATA ANALYSIS AND
CHAPTER-4
INTERPRETATION
5.1: FINDINGS
CHAPTER-5 5.2: CONCLUSIONS
5.3: SUGGESTIONS
CHAPTER-6 BIBLIOGRAPHY
TABLE AND CHARTS

TABLE TITLE PAGE NO.

LIST OF TABLES AND
4.1
GRAPHS
CHAPTER-1 INTRODUCTION
THE COMPANY
CHAPTER-2 2.1:Industry profile
2.2:Company profile
THEORETICAL
FRAMEWORK
CHAPTER-3
3.1:Theoretical framework
3.2: Review of literature
DATA ANALYSIS AND
CHAPTER-4
INTERPRETATION
5.1:FINDINGS
CHAPTER-5 5.2:CONCLUSIONS
5.3:SUGGESTIONS
CHAPTER-6 BIBLIOGRAPHY
CHAPTER-1

INTRODUCTION
1.1 Introduction to the topic
1.2 Objectives of the study
1.3 Need of the study
1.4 Scope of the study
1.5 Research methodology
1.6 Sampling Techniques

1.7 Limitations of the study

1.8 Period of study

INTRODUCTION
Motivation is derived from the word ‘motive’ which denotes a person’s needs, desires,
wants or urges. It is the process of motivating individuals to take action in order to
achieve a goal. The psychological in context of job goals might include a desire for
money.
Motivation, as a process, started with a need in human beings which creates a vacuum in
a person. In an attempt to fill the vacuum an internal driving force is generated which
starts and sustains a Chain of action and reaction. It is at that point that the vacuum is also
filled. With this background Information, Nnabuife (2009), defines motivation as the
internal or external driving force that Produces the willingness to perform an act to a
conclusive end. This first aspect of motivation we choose to describe as internal
motivation because the driving force comes from within an Individual. The second aspect
is external motivation, which is applied by the organization. This is because employees
are motivated to identify with the organization in order to satisfy their varied and
Variegates needs and desires. Until they have been identified and properly satisfied, they
will never cease to impede smooth running of the organization.
Motivation reflects something unique about each one of us and allows us to gain valued
outcomes like improved performance, enhanced wellbeing, personal growth, or a sense of
purpose. Motivation is a pathway to change our way of thinking, feeling, and behaving.
We can summarize by saying that motivation is important both to an individual and a
business.
Motivation is important to an individual as:
1. Motivation will help him achieve his personal goals.
2. If an individual is motivated, he will have job satisfaction.
3. Motivation will help in self-development of individuals.
4. An individual would always gain by working with a dynamic team.
Similarly, motivation is important to a business as:
1. The more motivated the employees are, the more empowered the team is.
2. The more is the team work and individual employee contribution, more profitable
and successful is the business.
3. During period of amendments, there will be more adaptability and creativity.
4. Motivation will lead to an optimistic and challenging attitude at work place.

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE: The aim of the study is to understand if motivation and
training has any impact on employee productivity.
SECONDARY OBJECTIVE:
1. To find out the factors that affect motivation.

2. To identify the impact of training over the employees.

3. To understand the impact of motivation on employee productivity.

4. To find out the satisfaction of employees on motivation & training.

5. To find out the factors that affect the employee Productivity

NEED FOR THE STUDY

This research explores the role of motivation in higher productivity. According to some
scientists, motivation is a need and organization is making great use of every facility in
human works to achieve motivation. Productivity means the rate of power to produce, but
productivity from the management or economic point of view is the ratio of what is
produced to what is required to produce it. This study is therefore designed to find out the
link between the extent to which various motivation strategies encourage the workers to
improve their job commitment and increase their productive capacity.

SCOPE OF THE STUDY

The scope of a study is limited to employees of “Om Satya Sai Engineers Private
Limited” located at R K Nagar Baghamberpet, Hyderabad, Telangana & the scope of the
study includes the factors that affects the motivation, training of the employees, it also
allows to understand impact of motivation on employee productivity .
RESEARCH METHODOLOGY

DATA SOURCE :
Primary Data : Primary data will be collected from respondents of the study
organization through the issue of a structure questionnaire using Google forms.
Secondary Data : secondary data will be collected from various published and printed
materials like journals, articles and online sources.
SAMPLE SIZE:

A Sample Size of 50 respondents will be considered for this study.

Sampling technique:

Convenience sampling techniques will be used.

STATISTICAL TOOLS:

Simple percentage method will be used to analyze and interpret primary data bar and pie
diagrams in MS excel will be used to represent analyzed data.

LIMITATIONS OF THE STUDY

1. The study is Limited to the geographical location of Hyderabad.
2. The time duration is Limited to 45 days.
3. A small sample size has been taken for the study.
.
CHAPTER-2
2.1 COMPANY PROFILE
2.2 INDUSTRY PROFILE
Chapter-02

Company profile

Om Satya Sai Engineers Pvt. Ltd was established in 2007 , om Satya Sai engineers pvt.
ltd. has made a name for itself in the list of top suppliers of led candle bulbs,led lights in
India. the supplier company is located in Hyderabad, Telangana and is one of the leading
sellers of listed products.
om Satya Sai engineers pvt. ltd. is listed in trade India's list of verified sellers offering
supreme quality of led street light (osse-sl-20) ,led street light (osse-sl-30) ,led street light
(osse-sl-50) etc. buy led candle bulbs ,led lights in bulk from us for the best quality
products and service

OM Satyasai Engineers Private Limited is a Non-govt company, incorporated on 01 Jul,

2004. It's a private unlisted company and is classified as'company limited by shares'.

Company's authorized capital stands at Rs 15.0 lakhs and has 100.0% paid-up capital
which is Rs 15.0 lakhs. OM Satyasai Engineers Private Limited last annual general meet
(AGM) happened on 30 Sep, 2017. The company last updated its financials on 31 Mar,
2017 as per Ministry of Corporate Affairs (MCA).

OM Satyasai Engineers Private Limited is majorly in Business Services business from

last 17 years As a pioneer in LED revolution in India, we were always keen to create a
channel exclusive for our LED products. This wish is now a reality. We have created a
dedicated spaces where our entire LED range including popular bestsellers, specialty
products and recent innovations will be displayed in all glory. Let us join together to
experience the future of light. Spread over locations across India, offering customers
advanced solutions of LED lighting ranging from Residential, Commercial Outdoor, and
Industrial & Decorative. At present OM Satyasai Engineers Private Limited residential
basket offers solutions that propose a new-lifestyle creation through them. While LED
Lighting focuses on energy-saving and reliable lighting, the RoHS compliant products
focus on protecting homes and lives from electrical hazards. This enables OM Satyasai
Engineers Private Limited to focus on its key objective of creating efficient lighting
solution, along with reducing energy costs for its customers and minimizing
environmental impact. The showrooms also showcases OM Satyasai Engineers Private
Limited high efficiency Industrial range enabling OM Satyasai Engineers Private Limited
to provide a sustainable solution on huge cost saving front as well.
From MDs Desk
We had a dream, a dream driven by collective reflection and a shared vision. There is a
famous saying 'You are never too old to set another goal or to dream a new dream'. To
put it straight, it was a dream to establish a retail chain with our brand & play a part in
bettering the world's ecosystem through cutting edge technology. Today we find
ourselves in an era where we are required to switch to the most energy efficient, cleanest
& eco-friendly lighting. This focus & belief led our foray into the world of LEDs. With
dedication, professionalism & solid business associates we find ourselves among the top
players in the market today. Coming together is the beginning. Keeping together is
progress. Working together is success

+
Industrial Projects
India is a developing nation. And as a developing country, it needs a strong industrial
base. And to create a strong industrial base, huge amount of resources and technology are
necessary. Using up the resources without any thought is making India, almost, a power
deficient country. Such a scenario demands the need to create ways and methods by
which we can make optimum utilisation of available energy.
We being the leader in LED lighting solutions, identified this gap and started its
operations two years ago by offering LED lighting products like bulbs and tubes. The
company within a short span of time has expanded to become a full range player in the
lighting market. LED lights offer a wide range of international quality LED lighting
solutions for varied applications providing effective and energy-efficient lighting in any
environment. We are now considered among the topmost brands in the LED category in
India.
Soon the company discovered the challenges that the industries and factories were facing.
The team of experts at the company immediately began their research and meticulously
came up with several innovations to meet various needs of each industry.
the company created industrial-grade lights that are especially designed to work in the
harsh and extreme environments such as factory-floors, assembly lines, large
manufacturing units, storage and warehouse facilities, as well as ports, airports, transport
hubs and transit areas. Their ability to consistently deliver even distribution of lights
while functioning in high corrosive surroundings, along with power saving and long life,
make them excellent growth drivers and profitable.

A brief History of the Light Emitting Diode Includes

The history of the LED, light emitting diode dates back to some of the earliest days of
wireless technology - a time when little was understood about semiconductors themselves
and even less about the possibility of using them to generate light. LEDs have been
commercially available since the 1960s, but the LED history extends many years before
this. The LED took many years to develop for a number of reasons - the first discoveries
were well ahead of their time, other discoveries were lost as a result of war. It was only
when the allied technologies were sufficiently mature that the LED could be fully
developed and marketed. Even after the first devices appeared, LED history was not
finished - new developments have been made and LEDs are addressing new markets,
never really envisaged before.
Services Offered: Electrical Shops, New Product Dealers
Established as a private company at Hyderabad, OM SATYASAI ENGINEERS
PRIVATE LIMITED is known as the foremost manufacturer of a high-quality range of
modernization systems, automation, industrial controls systems, Offered modernization
systems, automation, industrial controls systems, are well-known for the features like
long working life, high functionality, and low maintenance.

Directors of this company are LAKSHMI SAMBA SIVA RAO GUNTURU, SANDEEP
ANNEPU and VENKATA KARTHIK GUNTURU. located in in Hyderabad, situated at
Its registered address is 2-2 186/18/4/3/1,R.K.NAGAR, BAGH AMBERPET,
HYDERABAD-13., Hyderabad, Telangana, INDIA and was established in 01/07/2004.

With the help of their experienced quality indian suppliers professionals, they have been
able to offer modernization systems, automation, industrial controls systems, in various
ranges and models.
Their modernization systems, automation, industrial controls systems, position in the
international market, they are best in providing modernization systems, automation,
industrial controls systems, to the regular clients at very inexpensive price.

Early LED history

The first recorded effects of the light emitting diode effect were noticed back at the
beginning of the twentieth century. A British radio engineer named H J Round who
working for Marconi undertook some experiments using crystal detectors. At the time
radio detectors were one of the major limiting factors within the early wireless of radio
sets. He was a very talented engineer and helped advance the science of radio in many
ways. The early detectors were often made using crystals of what we would call
semiconductors. A thin wire was placed onto the surface and a point contact diode was
made. These were called "Cat's Whiskers" for obvious reasons.

Typical crystal detector / cat's whisker detector

In trying to investigate the effects and improve their performance, Round had passed a
current through some of his detectors. He noted that one of them emitted light when a
current was passed through it. Although he did not understand the mechanism for the
effect, he published his findings in 1907 in a magazine of the day named Electrical
World.

LED history: semiconductor technology advances

During the Second World War, radar was seen as a major enabler. Accordingly, a large
amount of development of practical devices was initiated. This utilised much of the
materials science work that had been undertaken in the 1920s and 1930s. As a result of
the work new point contact diodes were developed. These were able to provide better
performance than thermionic valve / vacuum tube diodes. As a result of the research into
semiconductor diodes, the idea for the light emitting diode re-surfaced in 1951. This time
work was to be more successful, although it took some years to reach completion.

One research team was led by Kurt Lekovic. He applied for a patent in 1952 for Silicon
carbide diodes that emitted light. However, this was only the first phase of the work that
was needed.
Commercial LED history

The first commercially available LEDs started to appear in the late/mid 1960s. These
LEDs early LEDs used a semiconductor made using gallium, arsenic and phosphorus -
GaAsP. This produced a red light, and although the efficiency of the devices was low
(typically around 1 - 10 mcd at 20mA) they started to be widely used as indicators on
equipment.

One of the first companies to manufacture LEDs on any scale was Monsanto. Monsanto
was actually a company supplying the raw semiconductor materials. They had aimed at
working with Hewlett Packard - then a test equipment company - with Monsanto
supplying the semiconductor and Hewlett Packard manufacturing the diodes. However
the relationship did not work out and Monsanto ended up developing the LEDs
themselves. [The name of Monsanto is not seen today. The business was sold in 1979 to
General Instrument.]

With the original GaAsP devices being manufactured, the next development saw gallium
phosphide devices developed. GaP devices were not widely used because the light they
produced was at the far end of the red spectrum where the sensitivity of the human eye is
low, and even though they produced a high output, the human perception was of a dim
light.
INDUSTRY PROFILE
MINISTRY OF
MICRO,SMALL & SMALL MEDIUM ENTERPRISES

Micro, Small and Medium Enterprises (MSME) sector has emerged as a highly vibrant and dynamic
sector of the Indian economy over the last five decades. MSMEs not only play crucial role in
providing large employment opportunities at comparatively lower capital cost than large industries but
also help in industrialization of rural & backward areas, thereby, reducing regional imbalances,
assuring more equitable distribution of national income and wealth. MSMEs are complementary to
large industries as ancillary units and this sector contributes enormously to the socio-economic
development of the country.

Khadi is the proud legacy of our national freedom movement and the father of the nation. Khadi and
Village Industries (KVI) are two national heritages of India. One of the most significant aspects of
KVI in Indian economy is that it creates employment at a very low per capita investment. The KVI
Sector not only serves the basic needs of processed goods of the vast rural sector of the country, but
also provides sustainable employment to rural artisans. KVI today represent an exquisite, heritage
product, which is 'ethnic' as well as ethical. It has a potentially strong clientele among the middle and
upper echelons of the society.

Coir Industry is an agro-based traditional industry, which originated in the state of Kerala and
proliferated to the other coconut producing states like Tamil Nadu, Karnataka, Andhra Pradesh,
Orissa, West Bengal, Maharashtra, Assam, Tripura, etc. It is an export oriented industry and having
greater potential to enhance exports by value addition through technological interventions and
diversified products like Coir Geotextiles etc. The acceptability of Coir products has increased rapidly
due to its 'environment friendly' image.

Ministry of Micro, Small & Medium Enterprises (M/o MSME) envision a vibrant MSME sector by
promoting growth and development of the MSME Sector, including Khadi, Village and Coir
Industries, in cooperation with concerned Ministries/Departments, State Governments and other
Stakeholders, through providing support to existing enterprises and encouraging creation of new
enterprises.

The Micro; Small and Medium Enterprises Development (MSMED) Act was notified in 2006 to
address policy issues affecting MSMEs as well as the coverage and investment ceiling of the sector.
The Act seeks to facilitate the development of these enterprises as also enhance their competitiveness.
It provides the first-ever legal framework for recognition of the concept of "enterprise" which
comprises both manufacturing and service entities. It defines medium enterprises for the first time and
seeks to integrate the three tiers of these enterprises, namely, micro, small and medium. The Act also
provides for a statutory consultative mechanism at the national level with balanced representation of
all sections of stakeholders, particularly the three classes of enterprises; and with a wide range of
advisory functions. Establishment of specific funds for the promotion, development and enhancing
competitiveness of these enterprises, notification of schemes/programmes for this purpose, progressive
credit policies and practices, preference in Government procurements to products and services of the
micro and small enterprises, more effective mechanisms for mitigating the problems of delayed
payments to micro and small enterprises and assurance of a scheme for easing the closure of business
by these enterprises are some of the other features of the Act.

On 9 May 2007, subsequent to an amendment of the Government of India (Allocation of Business)

Rules, 1961, erestwhile Ministry of Small Scale Industries and the Ministry of Agro and Rural
Industries were merged to form the Ministry of Micro, Small and Medium Enterprises (M/o MSME).
This Ministry now designs policies and promotes/ facilitates programmes, projects and schemes and
monitors their implementation with a view to assisting MSMEs and help them to scale up.

The primary responsibility of promotion and development of MSMEs is of the State Governments.
However, the Government of India, supplements the efforts of the State Governments through various
initiatives. The role of the M/o MSME and its organizations is to assist the States in their efforts to
encourage entrepreneurship, employment and livelihood opportunities and enhance the
competitiveness of MSMEs in the changed economic scenario. The schemes/ programmes undertaken
by the Ministry and its organizations seek to facilitate/provide: i) adequate flow of credit from
financial institutions/banks; ii) support for technology upgradation and modernization; iii) integrated
infrastructural facilities; iv) modern testing facilities and quality certification; v) access to modern
management practices; vi) entrepreneurship development and skill upgradation through appropriate
training facilities; vii) support for product development, design intervention and packaging; viii)
welfare of artisans and workers; ix) assistance for better access to domestic and export markets and x)
cluster-wise measures to promote capacity-building and empowerment of the units and their
collectives.

Organisational Setup

The M/o MSME is having two Divisions called Small & Medium Enterprises (SME) Division and
Agro & Rural Industry (ARI) Division. The SME Division is allocated the work, inter- alia, of
administration, vigilance and administrative supervision of the National Small Industries Corporation
(NSIC) Ltd., a public sector enterprise and the three autonomous national level entrepreneurship
development/training originations. The Division is also responsible for implementation of the schemes
relating to Performance and Credit Rating and Assistance to Training Institution, among others. SME
Division is also responsible for preparation and monitoring of Results- Framework Document (RFD)
as introduced in 2009 by the Cabinet Secretariat under Performance Monitoring and Evaluation
System (PMES). The ARI Division looks after the administration of two statutory bodies viz. the
Khadi and Village Industries Commission (KVIC), Coir Board and a newly created organization
called Mahatma Gandhi Institute for Rural Industrialization (MGIRI). It also supervises the
implementation of the Prime Minister's Employment Generation Programme (PMEGP).

The Implementation of policies and various programmes schemes for providing infrastructure and
support services to MSME's is undertaken through its attached office, namely the Office of the
Development Commissioner (010 DC (MSME)), National Small Industries Corporation (NSIC),
Khadi and Village Industries Commission (KVIC); the Coir Board, and three training institutes viz.,
National Institute for Entrepreneurship and Small Business Development (NIESBUD), NOIDA,
National Institute for Micro, Small and Medium Enterprises (NI-MSME), Hyderabad, Indian Institute
of Entrepreneurship (lIE), Guwahati and Mahatma Gandhi Institute for Rural Industrialization
(MGIRI), Wardha a society registered under Societies Registration Act, 1860.

The National Board for Micro, Small and Medium Enterprises (NBMSME) was established by the
Government under the Micro, Small and Medium Enterprises Development Act, 2006 and Rules made
thereunder. It examines the factors affecting promotion and development of MSME, reviews existing
policies and programmes and make recommendations to the Government in formulating the policies
and programmes for the growth of MSME.

Office of the Development Commissioner [MSME]

The Micro, Small and Medium Enterprises- Development Organisation (MSME-DO) is headed by the
Additional Secretary & Development Commissioner (MSME). The Office of the Development
Commissioner (Micro, Small & Medium Enterprises) assists the Ministry in formulating, co-
ordinating, implementing and monitoring different policies and programmes for the promotion and
development of MSMEs in the country. In addition, it provides a comprehensive range of common
facilities, technology support services, marketing assistance, etc. through its network of 30 Micro,
Small and Medium Enterprises-Development Institutes (MSME-Dls); 28 Branch MSME-Dls; 4
MSME Testing Centres (MSME-TCs); 7 MSME-Testing Stations (MSME-TSs); 2 MSME-Training
Institutes (MSME-Tls); and 1 MSME-Technology Development Center-Hand Tools (MSME-TDC-
Hand Tools). The % DC (MSME) also operates a network of Tool Rooms and Technology
Development Centres (including 2 Footwear Training Institutes) which are autonomous bodies
registered as Societies under the Societies Act. The Office implements a number of schemes for the
MSME sector, the details of which have been duly incorporated in the booklet.

Khadi & Village Industries Commission

The Khadi & Village Industries Commission (KVIC), established under the Khadi and Village
Industries Commission Act, 1956 (61 of 1956), is a statutory organization engaged in promoting and
developing khadi and village industries for providing employment opportunities in rural areas, thereby
strengthening the rural economy. The Commission is headed by full time Chairman and consists of 10
part-time Members. The KVIC has been identified as one of the major organizations in the
decentralized sector for generating sustainable rural non-farm employment opportunities at a low per
capita investment. This also helps in checking migration of rural population to urban areas in search of
the employment opportunities. The main functions of the KVIC are to plan, promote, organize and
assist in implementation of the programmes/projects/schemes for generation of employment
opportunities through development of khadi and village industries. Towards this end, it undertakes
activities like skill improvement, transfer of technology, research & development, marketing, etc.
KVIC co-ordinates its activities through State KVI boards, registered societies and cooperatives. It has
under its aegis a large number of industry-specific institutions spread in various parts of the country.

Coir Board

The Coir Board is a statutory body established under the Coir Board Industry Act, 1953 (NO. 45 of
1953) for promoting overall development of the coir industry and improving the living conditions of
the workers engaged in this traditional industry. The Coir Board consists of a full-time Chairman and
39 part- time Members. The activities of the Board for development of coir industries, inter-alia
include undertaking scientific, technological and economic research and development activities;
collecting statistics relating to exports and internal consumption of coir and coir products; developing
new products and designs; organizing publicity for promotion of exports and internal sales; marketing
of coir and coir products in India and abroad; preventing unfair competition between producers and
exporters; assisting the establishment of units for manufacture of the products; promoting co-operative
organization among producers of husks, coir fibre, coir yarn and manufactures of coir products;
ensuring remunerative returns to producers and manufacturers, etc.

The Board has promoted two research institutes namely, Central Coir Research Institute (CCRI),
Kalavoor, Alleppey, and Central Institute of Coir Technology (CICT), Bengalooru for under taking
research activities on different aspects of coir industry which is one of the major agro based rural
industries in the country. The two major strengths of the coir industry are it being export oriented and
generating wealth out of the waste (coconut husk).

National Small Industries Corporation Limited (NSIC)

● NSIC, established in 1955, is headed by Chairman-cum-Managing Director and managed by a

Board of Directors.

● The main function of the Corporation is to promote, aid and foster the growth of micro and
small enterprises in the country, generally on commercial basis.

● NSIC provides a variety of support services to micro and small enterprises catering to their
different requirements in the areas of raw material procurement; product marketing; credit rating;
acquisition of technologies; adoption of modern management practices, etc.
NSIC implements its various programmes and projects throughout the country through its 9 Zonal
Offices, 39 Branch Offices, 12 Sub Offices, 5 Technical Services Centres, 3 Technical Services
Extension Centres, 2 Software Technology Parks, 23 NSIC-Business Development Extension Offices
and 1 Foreign Office.
CHAPTER-3
REVIEW OF LITERATURE
REVIEW OF LITERATURE

1. Luthans and Stajkovic (1999) concluded that advancement of human resources through
rewards, monetary incentives, and organizational behavior modification has generated a
large volume of debate in the human resource and sales performance field.
2. According to Orpen (1997) better the relationship between mentors and mentees in
the formal mentoring program, the more mentees are motivated to work hard and
committed to their organization.
3. Malina and Selto (2001) conducted a case study in one corporate setting by using
balance score card (BSC) method and found out that organizational outcomes would be
greater if employees are provided with positive motivation.
4.Chenhall (2005) Goal-directed behavior and strategic feedback are expected to
enhance organizational performance.
5. Kunz and Pfaff (2002) stated no substantive reason to fear an undermining effect of
extrinsic rewards on intrinsic motivation.
6. Decoene and Bruggeman (2006) in their study developed and illustrated a model of
the relationship between strategic alignment, motivation and organizational
performance in a BSC context and find that effective strategic alignment empowers and
motivates working executives.
7. Aguinis et al.(2013) stated that monetary rewards can be a very powerful
determinant of employee motivation and achievement which, in turn, can advance to
important returns in terms of firm-level performance.
8. Garg and Rastogi (2006) identified the key issues of job design research and
practice to motivate
Employees’ performance and concluded that a dynamic managerial learning framework
is required to enhance employees’ performance to meet global challenges.
9. Vuori and Okkonen (2012) stated that motivation helps to share knowledge
through an intra- organizational social media platform which can help the organization
to reach its goals and objectives.
10. Den and Verburg (2004) found the impact of high performing work systems, also
called human resource practices, on perceptual measures of firm performance.
11. Ashmos and Duchon (2000) recognizes that employees have both a mind and a
spirit and seek to find meaning and purpose in their work, and an aspiration to be part
of a community, hence making their jobs worthwhile and motivating them to do at a
high level with a view to personal and social development.
12. Smith and Rupp (2003) stated that performance is a role of individual motivation;
organizational strategy, and structure and resistance to change, is an empirical role
relating motivation in the organization.
13. Rabby (2001) The ingredients of motivation lie within all and the internalized
drive toward the dominant thought of the moment.
14. Panagiotakopoulos (2013) concluded that factors affecting staff motivation at a
period where the financial rewards are kept to the least leads to stimulate employee
performance. So, management personnel’s responsibility to motivate their employees to
work as per the expectation to enhance the organization’s performance.
15. Dysvik and Kuvaas (2010) concluded that intrinsic motivation was the strongest
predictor of turnover intention and relationship between mastery-approach goals and
turnover intention was only positive for employees, low in intrinsic motivation. The
only thing organization needs to do is to give employees with ample resources and
platform to do.
16. Kuo (2013) a successful organization must combine the strengths and motivations
of internal employees and respond to external changes and demands promptly to show
the organization’s value. In this paper, we have taken various techniques of motivation
from existing literature, and managed to make flow of motivation from young-age
employees to old-age employees. From organization perspective managers need to
understand the flow of motivation, it helps them to create a culture where employees
always get motivated to do better.
17. Barney and Steven Elias (2010) found that with extrinsic motivation there exist a
significant interaction between job stress, flex time, and country of residence.
18. Gignac and Palmer( 2011) Leaders know that at the heart of every productive and
successful business lies a thriving organizational culture and hardworking people
collaborate passionately to produce great results
CHAPTER-4

DATA ANALYSIS

AND

DATA ENETERPRETATION
SOURCE: Questionnaire given to employees
TABLE NO:4.1 Age

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
18-25 69 86.3%
26-35 10 12.5%
36-45 0 0%
above 1 1.2%
Total 80 100%

CHART: 4.1.1

SOURCE: Questionnaire given to employees

TABLE NO:4.2 Gender

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Male 64 80%
Female 15 20%
Total 80 100%
CHART: 4.2.1

SOURCE: Questionnaire given to employees

TABLE NO:4.3 Education qualification

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Undergraduate 54 67.5%
Postgraduate 25 32.5%
Total 80 100%

CHART: 4.3.1
SOURCE: Questionnaire given to employees
TABLE NO:4.4 Employment status

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Full time employee 43 55%
Part time employee 28 35%
Contract employee 8 10%
Total 80 100%
CHART: 4.4.1
SOURCE: Questionnaire given to employees
TABLE NO:4.5 Which of the following is a factor that can influence employee motivation?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Job security 46 58.8%
Rough management 9 11.3%
Heavy workload 7 8.8%
Low salary 17 21.3%
Total 80 100%

CHART: 4.5.1
SOURCE: Questionnaire given to employees
ANALYSIS: 58.8% of the respondents that are to job security, 21.3% of the respondents that
are to low salary, 11.3% of the respondents that are to rough management, 8.8% of the
respondents that are to heavy workload.
INTERPRETATION: Majority of the respondents agree that job security is a factor that can
influence employee motivation.
TABLE NO:4.6 Why is training important for productivity?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
It helps achieve the 17 22.5%
company's goals
It increases employee’s 10 12.5%
satisfaction
It helps employees 13 16.2%
develop new skills
All the above 39 48.8%
Total 80 100%

CHART: 4.6.1
SOURCE: Questionnaire given to employees
ANALYSIS: 48.8% of the employees responded to the training important for productivity,
22.5% of the employees are responded to achieve the company goals, 16.2% of the employees
are responded for the employees develop new skills, 12.5% of the employees are responded to
increases employee’s satisfaction.
INTERPRETATION: Majority of the respondents think that training is important for
productivity because it helps achieve company goals, it increases employee satisfaction, it helps
employee development new skill.

TABLE NO: 4.7 Do you think you are employer could increase your motivation?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
By micromanaging their 55 68.8%
employee's work
By offering a low salary 10 20%
By giving employees 8 11.3%
boring and repetitive
work
Total 80 100%

CHART:4.7.1
SOURCE: Questionnaire given to employees
ANALYSIS: 68.8% of the respondents that are by micromanaging their employees work, 20%
of the respondents that are by offering a low salary, 11.3% of the respondents that are by giving
employees boring and repetitive.
INTERPRETATION: Majority of the respondents think that motivation can be increase by
micromanaging their employees.

TABLE NO:4.8 Through frequent feedback, I feel more engaged and connected to work?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
It helps employees feel 47 58.8%
more engaged and
connected to their work
It increased employees 17 21.3%
stress and anxiety
It reduces employee’s 6 8.8%
motivation
It has no effect on 9 11.3%
employee performance
Total 80 100%
CHART:4.8.1
SOURCE: Questionnaire given to employees
ANALYSIS: 58.8% of the respondents that are to help employees feel more engaged and
connected to their work, 21.3% of the respondents that are to increased employees stress and
anxiety, 11.3% of the respondents that are has no effect on employees motivation, 8.8% of the
respondents that are to reduces employees motivation.
INTERPRETATION: Majority of the respondents think that through frequent feedback
employees feel more engaged and connected to work.
TABLE NO:4.9 According to me high motivation needs to high productivity?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Strongly Agree 33 41.3%
Agree 28 35%
Neutral 13 17.5%
Disagree 4 5%
Strongly Disagree 1 1.2%
Total 80 100%
CHART:4.9.1
SOURCE: Questionnaire given to employees
ANALYSIS: 41.3% of the respondents that are strongly Agree for high motivation needs to
high productivity, 35% of the respondents that agree, 17.5% of the respondents that are neutral,
5% of the respondents that disagree,1.2% of the respondents that Strongly Disagree.
INTERPRETATION: Majority of the respondents that strongly agree high motivation leads to
high productivity.
TABLE NO:4.10 The purpose of performance appraisal is to increase employee motivation?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Strongly Agree 32 41.3%
Agree 29 36.2%
Neutral 14 17.5%
Disagree 3 3.7%
Strongly Disagree 1 1.2%
Total 80 100%
CHART: 4.10.1

SOURCE: Questionnaire given to employees

ANALYSIS: 41.3% of the respondents that strongly agree to the purpose of performance
appraisal is to increase employee motivation, 36.2% of the respondents that Agree, 17.5 % of
the respondents that Neutral, 3.7% of the respondents that Disagree, 1.2 % of the respondents
that Strongly.
INTERPRETATION: Majority of the respondents strongly agree that purpose of performance
appraisal is increased employees motivation.
TABLE NO:4.11 My employer user's the following methods to motivate me?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Feeling a sense of 29 36.3%
accomplishment after
completing a task
Receiving a bonus for 14 18.8%
meeting a sales target
Enjoying the process of 25 31.3%
learning a new skill
Finding personal 11 13.7%
satisfaction from a job
well done
Total 80 100%
CHART.4.11

SOURCE: Questionnaire given to employees

ANALYSIS: 36.3% of the respondents are that Feeling a sense of accomplishment after
completing a task, 31.3% of the respondents that Enjoying the process of learning a new skill,
18.8% of the respondents to Receiving a bonus for meeting a sales target, 13.7% of the
respondents that Finding personal satisfaction from a job well done.
INTERPRETATION: Majority of the respondents think the feeling a sense of accomplishment
after completing a task will help improve their motivation.
TABLE NO:4.12 According to me ways to increase employee motivation?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Reducing their work 29 30%
load
Increasing their salary 14 35%
Giving them more 25 21.3%
control over their work
Micromanaging their 11 13.7%
tasks
Total 80 100%
CHART: 4.12.1
SOURCE: Questionnaire given to employees
ANALYSIS: 35% of the respondents that increasing their salary, 30% of the respondents that
Reducing their work load, 21.3% of the respondents to Giving them more control over their
work, 13.75 of the respondents to Micromanaging their tasks.
INTERPRETATION: Majority of the respondents agree that increasing employee salary,
increase their motivation.
TABLE NO:4.13 The purpose of goal setting in the organization to increase employee
productivity?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
To give employees a 35 43.8%
detailed list of tasks they
need to complete each
day
To provide a clear 34 43.8%
direction for where an
employee should focus
their energy and efforts
To discourage 8 10%
employees from taking
breaks or deviating from
their assigned work
To establish a system of 2 2.5%
rewards and punishment
based on task
completion
Total 80 100%
CHART:4.13.1
SOURCE: Questionnaire given to employees
ANALYSIS: 43.8% of the respondents are give employees a detailed list of tasks they need to
complete each day, 43.8% of the respondents to provide a clear direction for where an
employee should focus their energy and efforts, 10% of the respondents to discourage
employees from taking breaks or deviating from their assigned work, 2.5% of the respondents
To establish a system of rewards and punishment based on task completion.
INTERPRETATION: Majority of the respondents think that giving a detailed list of tasks they
need to complete each day and also providing a clear direction of work will improve
motivation.
TABLE NO:4.14 My manager can effectively motivate employees?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Strongly Agree 24 30%
Agree 37 47.5%
Neutral 13 16.2%
Disagree 4 5%
Strongly Disagree 1 1.2%
Total 80 100%
CHART:4.14.1
SOURCE: Questionnaire given to employees
ANALYSIS: 47.5% of the respondents Agree that managers can effectively motivate
employees, 30% of the respondents Strongly Agree, 16.2% of the respondents are Neutral, 5%
of the respondents are Disagree, 1.2 % of the respondents are Strongly Disagree.
INTERPRETATION: Majority of the respondents strongly agree that their manager can
effectively motivate employees.
TABLE NO:4.15 My manager keeps us motivated when faced with challenges?

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Strongly Agree 29 36.3%
Agree 36 45%
Neutral 12 16.2%
Disagree 2 2.5%
Strongly Disagree 0 0%
Total 80 100%
CHART: 4.15.1
SOURCE: Questionnaire given to employees
ANALYSIS: 45% of the respondents that Agree Managers keeps us motivated when faced with
challenges, 36.3% of the respondents are Strongly Agree, 16.2% of the respondents are Neutral,
2.5% of the respondents are Disagree, 0 % of the respondents that Strongly Disagree
INTERPRETATION: Majority of the respondents agree that their manager keeps them
motivated when faced with challenges.
CHAPTER-5
FINDINGS
CONCLUSION
SUGGESTIONS
FINDINGS
. Majority of the respondents agree that job security is a factor that can influence employee
motivation.
. Majority of the respondents think that training is important for productivity because it helps
achieve company goals, it increases employee satisfaction, it helps employee development new
skill.
.Majority of the respondents think that motivation can be increase by micromanaging their
employees.
.Majority of the respondents think that through frequent feedback employees feel more engaged
and connected to work.
.Majority of the respondents that strongly agree high motivation leads to high productivity.
.Majority of the respondents strongly agree that purpose of performance appraisal is increased
employees motivation.
.Majority of the respondents think the feeling a sense of accomplishment after completing a
task will help improve their motivation.
.Majority of the respondents agree that increasing employee salary, increase their motivation.
.Majority of the respondents think that giving a detailed list of tasks they need to complete each
day and also providing a clear direction of work will improve motivation.
.Majority of the respondents strongly agree that their manager can effectively motivate
employees.
.Majority of the respondents agree that their manager keeps them motivated when faced with
challenges.

Conclusion
This study on “Effect of Motivation and training on productivity”. A sample of 50 employees
has been considered.
From the analysis it has been found that a sense of accomplishment after completing a task,
getting a clear direction, getting the required training to perform their job and getting an
opportunity to work on challenging tasks will improve employee productivity. Therefore it is
suggested that managers in the organization should cater to training and motivation needs of
employees to improve the productivity.

Suggestions

. From the analysis the organization should consider a good performance appraisal mechanism
that will lead to high productivity among employees.

. Instead of assigning monotonous work to employees it is important to give them challenging

tasks to keep them motivated in order to increase this productivity.

. From the analysis it was found that job security is one of the potential factors to improve
productivity therefore it is important therefore it is important the organization provided a
certain level of job security.
ANNEXURE
Sir/Madam
I am K.Akanksha MBA With HR specialization according to my MBA curriculum I
have to do project for that am conducting this research under the guidance of HR
manager how to get opinions about a study on ‘Effect of motivation and training on
productivity’ and your opinion will be used as a aggregate purpose only.

QUESTIONNAIRE ON A STUDY OF EFFECT OF MOTIVATION

AND TRAINING ON PRODCUTIVITY
DEMOGRAPHIC INFORMATION
1.How old are you
(A) 18-25 years
(B) 26-35 years
(C) 36-45 years
(D) 45 Above

2.What is your gender

(A)male
(B)Female

3.What are educational qualification?

(A) Undergraduate
(B) Postgraduate

4.What is your current employment status

What is your current employment status
1. Full time employee
2. Part time employee
3. Contract employee
5. Which of the following is a factor that can influence employee motivation?
a. Job security
b. Rough management
c. Heavy workload
d. Low salary
6. Why is training important for productivity?
a. It helps achieve the company's goals
b. It increases employee satisfaction
c. It helps employees develop new skills
d. All of the above
7. How do you think you are employer could increase your motivation?
a. By providing opportunities for growth and development
b. By micromanaging their employees' work
c. By offering a low salary
d. By giving employees boring and repetitive work

8. Through frequent feedback, I feel more engaged and connected to work?

a. It helps employees feel more engaged and connected to their work
b. It increases employee stress and anxiety
c. It reduces employee motivation
d. It has no effect on employee performance.
9.According to me high motivation needs to high productivity?
a. Strongly Agree
b. Agree
c. Neutral
d.Disagree
e.Strongly disagree
10.The purpose of performance appraisal is to increase employee motivation?
a. Strongly Agree
b. Agree
c. Neutral
d.Disagree
e.Strongly disagree
11.My employer user’s the following methods to motivate me?
a.Feeling a sense of accomplishment after completing a task
b.Receiving a bonus for meeting a sales target
c.Enjoying the process of learning a new skill
d.Finding personal satisfaction from a job well done
12.According to me ways to increase employees motivation?
a. Reducing their work load
b.Increasing their salary
c. Giving them more control over their work
d. Micromanaging their tasks
13.The purpose of goal setting in the organization to increase employee productivity?
a.To give employees a detailed list of tasks they need to complete each day
b.To provide a clear direction for where an employee should focus their energy and efforts
c.To discourage employees from taking breaks or deviating from their assigned work
d.To establish a system of rewards and punishment based on task completion
14.My manager can effectively motivate employees?
a. Strongly Agree
b. Agree
c. Neutral
d.Disagree
e.Strongly disagree
15.My manager keeps us motivated when faced with challenges?
a. Strongly Agree
b. Agree
c. Neutral
d.Disagree
e.Strongly disagree
BIBILOGRAPHY
References

[1] Farnham, D. (2010) Human Resource Management in Context, London, CIPD

[2] Bennett, N. and Lemoine, G. J. (2014) ‘What VUCA really means for you’,
Harvard Business Review 92 (1-2): 27.

[3] Batt, R. and Valcour, P. M. 2003. Human resources practices as predictors of

work-family outcomes and employee turnover. Industrial

[4] Teece, D. J., Pisano, G. and Shuen, A. (1997) ‘Dynamic capabilities and
strategic management’, Strategic Management Journal, 18 (7): 509-

[5] Gomez-Mejia, L. R., Balkin, D. and Cardy, R. L. 2007. Managing human

resources , 5th ed., Upper Saddle River, NJ: Pearson Prentice Hall.

[6] Allen, D., Shore, L. and Griffeth, R. 2003. The role of percieved organizatinal
support and supportive human resource practices in the turnover