Asia Pacific Journal of Research

ISSN (Print) : 2320-5504

ISSN (Online) : 2347-4793

A STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION WITH

REFERENCE TO GABRIEL INDIA LIMITED
A.Sahana1, Mahalakshmi2
1

(Assistant Professor, Department of MBA, The Oxford College of Engineering, Bengaluru, India)
2

(MBA IV Semester, Department of MBA, The Oxford College of Engineering, Bengaluru, India)

ABSTRACT
From the era of scientific management the works of F.W. Taylor, Henry Gantt to McGregors Theory X and Theory Y, all of them
have affirmed that employee motivation and their performance are directly related. Irrespective of the type of organization,
motivation plays a major role in enhancing the performance of employees and also for achieving organizational goals. A
combination of intrinsic and extrinsic motivators helps the managers to effectively prompt ordinary people to accomplish
outstanding results at their work place. This study intends to study the effectiveness of employee motivation; always a good
motivational program is essential to achieve the goal of the organization. . The primary data was collected through survey
method using questionnaire that comprised of questions on a 5 point Likert scale. Non probability judgmental sampling
technique was used for data collection from a sample size of 100 respondents. Chi square test was used for testing the
hypotheses.
Keywords : Employee motivation, intrinsic and extrinsic motivators, factors affecting motivation .
1. Introduction
A process of prompting an employee into action by fulfilling his need or emotion is known as motivation. There are
examples of occurrence of various forms of stimuli in an employee's behavior. This stimulus depends upon the credibility of the
concerned person who tries to motivate. It can also be described as an internal condition of mind that activates and directs our
actions which is known by learning his/her desires and needs. Motivation is an individuals readiness to make use of efforts in the
direction of accomplishing their goal.
There are different kinds of theories that describe diverse kinds of fixation that stimulates a man's behavior. There are
different motivators that motivate different people in different situation. Motivation is one of the efficient tools that can be used
for inspiring the workforce. For each manager, motivating his or her subordinate is an important task. They must determine that
some of their employees will be massively skilled at work, however they may not be willing to work when nothing can be
achieved. Willingness to work is major creation of motivation by a manager, which may be simple but true intellect of the word.
Managers perform the process of inspiring or triggering the employees to strive for the success of organisation objective.
2. Review of Literature
Motivation is a necessary component in understanding, studying and analyzing human behavior. It helps a manager to
determine the motives that influence the behavior of worker at workplace to achieve objectives. Human needs are unlimited.
Fulfillment of one set of wants elevates the employee to the next level of wants and needs (Yudhvir and Sunit 2012).
As a continuous process motivation can be identified as the process that accounts for an employees passion, direction
and perseverance of efforts that help in accomplishment of goals. Many a times, motivation stems from a need that has to be
satisfied and this in turn leads to a selective behavior. Fulfillment of needs results in some sort of reward, which will be either
intrinsic or external. The former are derived from among the individual, e.g. taking pride and feeling good concerning a job,
whereas the latter pertains to rewards given by organization (Yudhvir and Sunit 2012).

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Asia Pacific Journal of Research

ISSN (Print) : 2320-5504
ISSN (Online) : 2347-4793
Intrinsic motivation
Intrinsic motivation is stimulus that arises from within. It comes from the personal enjoyment and educational
achievement that we derive from doing that particular thing (Yudhvir and Sunit 2012). Intrinsic motivators at job include
achievement, advancement, work itself, responsibility and scope for growth.
Extrinsic motivation
Extrinsic motivators include security, working conditions, compensation, interpersonal relations, promotion criteria,
salary hike and status.
Factors affecting motivation
According to Maryam T. Abbah(2014) employees are valuable asset for the organization who can deliver immense value
to the organization in bringing revenue growth. The managers must necessarily understand employee motivation because the need
differs from each and every one, and also he implies that manager must understand the ability to identify the reward system. They
need to learn previous and current motivational programs to motivate their own employees. Only when the employees are
internally satisfied their productivity level increases and organization is able to achieve profit maximization.
According to Quratul-Ain Manzoor(2011) recognition and empowerment is an essential part for enhancing employee
towards organizational tasks. He implies that satisfying employee internally by appreciating and recognizing and involving them
in decision making and by increasing the task they are motivated a lot. By empowering employees has also leaded them in the
positive relationship between each other which makes them motivated to achieve more task and to accept responsibility.
According to Muogbo(2013) reward system is the key for motivating the employees based on the
day-to-day
performance because individual performance will depend on the level of motivation given to the employees. If motivation does
not happen in the right time then it may result in the displeasure through less commitment in the job and performance level. It is
rightly said that to be a productive at job the employee needs to be happy at his/her job. Good remuneration policy and different
kind of rewards are the most important tool that makes employee commit to the work to perform better job.
According to Ukaejiofo Rex Uzonna (2013) various motivational theories were used which are helpful in understanding
the employees. These are the concepts which help in improving the performance level of their work. According to this paper the
opportunities and challenging work help the employees motivational level and non-monetary motivational tools like recognition
motivates them a lot. When the employees are recognized for the work done then they feel more committed and responsible
towards the work and organization.
According to Osabiya, Babatunde (2015) motivated employees contribute to achievements of the organization. To get the
best from the employees they should be trained and let they to do what they are best in, and also he specifies that hard working,
talented and ambitious employees should be provided with rooms for developing their full potential which motivates them a lot.
3. Objective of the Study
The objectives of the study are:
To find out the level of motivation of employees with reference to their attributes.
To identify the present job motivators of the employees.
To study the techniques that motivates the employees at
4. Hypotheses
H01: There is no significant association between incentives and level of motivation.
H02: Involvement in decision making is not a motivating factor.
H03: There is no significant association between recognition given and level of motivation
H04: Improvement in job is not a motivator factor
H05: There is no significant relationship between stress relief program and level of motivation.
5. Research Methodology
The research carried out for the purpose of this study is descriptive in nature. The sampling unit considered for this
research purpose were the employees of Gabriel India Limited working at their office which is located at Moranampalli village,
Hosur taluk, II SIPCOT, Krishnagiri District , Tamil Nadu. The primary data was collected through survey method using
questionnaire that comprised of questions on a 5 point Likert scale. Non probability judgmental sampling technique was used for
data collection from a sample size of 100 respondents. Chi square test and weighted average ranking method was used for
testing the hypotheses.
6. Demographic Profile
The demographic profile (Table 6.1) indicates that 60% of the respondents were male and 40% were female. 75% of the
respondents were of 18 25 years age group, 15% were 26 35 years age group, 7% were 36 45 years age group and 3%
belonged to 46 55 years age group. 75% of the respondents were diploma holders, 20% were under graduates and 5% were post
graduates. 25% of the respondents have less than 1 year of experience, 50% have 1 5 years of experience, 12% have 6-10 years
of experience, 10% have 11-15 years of experience and 3% of the respondents have 16 20 years of experience.

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Asia Pacific Journal of Research

ISSN (Print) : 2320-5504
ISSN (Online) : 2347-4793

Sl.
No
1

Table 6.1
Demographic Profile of respondents
Demographic Characteristics
Respondents
Gender

Age

Educational
Qualification

Experience

Male
Female
18 - 25
26 35
36 - 45
46 - 55
Diploma
Under Graduate
Post Graduate
Less than 1 year
1 5 years
6 10 years
11 15 years
16 20 years

60
40
75
15
7
3
75
20
05
25
50
12
10
03

Percentage
100
100

100

100

7. Results and Discussion

Objective 1: To find out the level of motivation of employees with reference to their attributes.

The attributes selected for this purpose are incentives, involvement in decision making, recognition, job improvement, and stress
relief program.

Sl.
No.
1
2
3
4
5

Table 6.2
Incentive as Motivator
Option
Percentage
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Total

Graph 6.1
Incentive as Motivator

15
30
38
17
0
100

45% of the respondents are satisfied with incentive as a motivator and 38% of the respondents are neither
satisfied nor dissatisfied with incentive as a motivator and 17% are dissatisfied with incentive as a motivator.
Table 6.3
Involvement in decision making as Motivator
Sl.
No.
1
2
3
4
5

Option
Very frequently
Frequently
Occasionally
Rarely
Very rarely
Total

Graph 6.2
Involvement in decision making as Motivator

Percentage
0
10
42
28
20
100

42% of the respondents occasionally prefer Involvement in decision making as Motivator.

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ISSN (Online) : 2347-4793

Graph 6.3
Recognition as Motivator

Sl.
No.
1
2
3
4
5

Table 6.4
Recognition as Motivator
Option
Percentage
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Total

10
40
30
20
0
100

40% of the respondents are satisfied with recognition as a motivator, 30% are neither satisfied nor dissatisfied
with recognition as a motivator and 20% are dissatisfied with recognition as a motivator.

Sl.
No.
1
2
3
4

Table 6.5
Job Improvement as Motivator
Option
Percentage
Highly agree
Agree
Neutral
Disagree
Total

Job Improvement as Motivator

15
50
25
10
100

Graph 6.4
65% of the respondents agree that job improvement is a motivating factor
Stress Relief as Motivator
Table 6.6
Stress Relief as Motivator
Sl.
Option
Percentage
No.
1
Highly satisfied
00
2
Satisfied
35
3
Neutral
40
4
Dissatisfied
25
Total
100
Graph 6.5
It can be opined from the above table that for 35% of the respondents stress relief programmes act as a motivator while 40% of the
respondents are neither satisfied nor dissatisfied with stress relief programmes as a motivator.

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ISSN (Online) : 2347-4793

Attributes
Incentives
Involvement in decision
making
Recognition
Job Improvement
Stress relief program

Table 6.7
Motivational Factors that Influence Employees
Table
Asymp.Sig
2
df
Result
value
(2-sided)
42.90
9.488
4
0.000
Significance@5%, hence reject H01
62.4

9.488

0.009

Significance@5%, hence reject H02

50
38
72.5

9.488
7.815
9.488

4
3
4

0.003
0.002
0.006

Significance@5%, hence reject H03

Significance@5%, hence reject H04
Significance@5%, hence reject H05

It can be observed from the table (6.7) that the calculated 2 value is greater than the table value and the p-value is less than 0.05.
Therefore null hypotheses is rejected and concluded that there is a significant relationship between incentives; involvement in
decision making; recognition; job improvement; stress relief program and level of motivation.
Objective 2: To identify the extrinsic and intrinsic job motivators.
Table 6.8
Intrinsic motivators at Job
Number of respondents
Motivators
5
4
3
2
60
20
12
8
Achievement
20
30
45
5
Scope for growth
45
20
30
5
Opportunity for advancement
10
20
60
10
Challenging and exciting work
20
35
40
5
Recognition

1
0
0
0
0
0

Mean

Rank

4.32
3.65
4.45
3.30
3.70

2
4
1
5
3

The weighted average ranking method in table 6.8 indicates that the respondents have ranked Opportunity for
advancement as 1st rank; Achievement is ranked 2nd, Recognition is ranked 3rd, Scope for growth is ranked 4th, challenging
and exciting work is ranked 5th.

Motivators
Reasonable salary
Job security
Company recognition
Working conditions
Status growth
Promotion Criteria
Interpersonal relationship

Table 6.9
Extrinsic motivators
Number of respondents
5
4
3
2
1
0
20
60
15
5
20
46
22
12
0
5
25
52
18
0
25
40
25
10
0
09
19
50
22
0
3
5
57
25
10
10
20
58
12
0

Mean

Rank

2.95
3.74
3.17
3.80
3.15
2.66
3.28

6
2
4
1
5
7
3

The above table indicates that working conditions is ranked 1st, job security is ranked 2nd, interpersonal
relationship is ranked 3rd, company recognition is ranked 4th, status is ranked 5th, reasonable salary is ranked 6th and
promotion criteria is ranked 7th.

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Objective 3: To identify the techniques that motivates the employees at Gabriel.

Techniques
Financial Incentives
Job enrichment
Job enlargement
Job rotation
Participation
Quality of work life

Table 6.10
Motivation techniques
Number of respondents
5
4
3
2
15
30
25
15
25
10
15
35
35
25
12
15
28
14
30
16
52
25
20
3
43
25
08
15

1
15
15
13
12
0
09

Mean

Rank

3.15
2.95
3.54
3.30
4.26
3.78

5
6
3
4
1
2

It can be opined from the above table (6.10) that work participation is ranked 1 st, quality of work life is ranked 2nd, job
enlargement is ranked 3rd, job rotation is ranked 4th, financial incentives is ranked 5th and job enrichment is ranked 7th as
motivational techniques of employees.
8. Conclusion
The study concludes that that there is a significant relationship between incentives; involvement in decision making;
recognition; job improvement; stress relief program and level of motivation. Moreover Opportunity for advancement as 1st rank;
Achievement is ranked 2nd, Recognition is ranked 3rd, Scope for growth is ranked 4th, challenging and exciting work is
ranked 5th as intrinsic motivators, while Opportunity for advancement as 1 st rank; Achievement is ranked 2nd, Recognition is
ranked 3rd, Scope for growth is ranked 4th, challenging and exciting work is ranked 5 th as extrinsic motivators.
Depending on its usage, motivation can either facilitate or damage an organisation. It is understandable that there have
been many researchers who have tried to understand what motivates people and findings have always suggested combinations of
extrinsic and intrinsic factors and any one theory cannot describe all categories of employee behaviour. Motivation is essential for
every organization because without human factor nothing can be achieved. Motivation is the key to performance enhancement.
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