The study will make employers realize that labor welfare facilities serve as a key for workers, motivating them to work in a commendable manner. Furthermore, through the study, these companies will be able to identify which factors of motivation need to be improved, so that appropriate measures can be taken to improve the productivity of the employees.
Moreover, the study can assist the employers in arriving at policy decisions that will ensure efficiency in the enterprise, make workers work in the best interest of the company, and retain their loyalty to the company. An organization's viability and growth potential depend to a large extent on a satisfied labor force, and this study can help industries realize this aspect.
Furthermore, the government of Maharashtra will become aware of the labor welfare facilities provided by the large-scale automobile industry in Maharashtra and could take the necessary steps to improve the facilities provided to the employees of these companies.
INDEX
Acknowledgements
Index
List of Tables
List of Figures
1.Introduction
1.1 Preamble to Research
1.2 Labour Welfare in Indian Perspective
1.3 Motivation
1.4 Productivity
1.5 Statement of the Research Problem
1.6 Objectives of the Research
1.7 Scope of the Research
2.Review of Literature
2.1 Introduction
2.2 Theoretical Foundation of the Study
2.3 Summary and GAP Analysis
3.Conceptual Framework
3.1 Introduction: Labour Welfare
3.2 Objectives of Labour Welfare
3.3 Principles of Labour Welfare
3.4 Importance of Labour Welfare
3.5 Approaches to Labour Welfare
3.6 Theories and Models of Labour Welfare
3.7 Scope of Labour Welfare
3.8 Labour Welfare in India
3.9 Welfare Practices in India
3.10 Indian Social Security System
3.11 Influences of Labour Welfare
3.12 Concept of Motivation
3.13 Historical Development of Motivation
3.14 Nature of Motivation
3.15 Complex Process
3.16 Psychological Theories of Motivation to Increase Productivity
3.17 Purpose of Motivation
3.18 Needs for Positive Motivation
3.19 Ability and Motivation affect Work Performance
3.20 Results of Effective Motivation
3.21 Motivation and Productivity
3.22 Motivation and Behaviour
3.23 Motivation and Performance
3.24 Companies Information
3.25 Chapter Summary
4.Research Methodology
4.1 Introduction
4.2 Scope of present Research
4.3 Objectives of the Study
4.4 Types of Research
4.5 Research Process
4.6 Hypothesis
4.7 Period of Research
4.8 Design of Sample Survey
4.9 Scaling
4.10 Data Collection
4.11 Data Tabulation and Data Analysis
4.12 Limitations of the Study
4.13 Pilot Study
5.Data Analysis and Hypothesis Testing
Section-I: Demographic Profile
Section-II: Employee Welfare Activities
Section-III: Impact of Welfare Amenities on Employee Motivation
Section-IV: Impact of Welfare Amenities on Employees Productivity
Section-V: Impact of Employee Motivation on Productivity
Hypothesis Testing
Summary of Hypothesis Testing
Summary of Objective Achievement
6.Findings and Conclusions
6.1 Findings
6.2 Conclusions
7.Suggestions for Improvement
7.1 Suggestion-1
7.2 Suggestion-1
7.3 Guidelines for Future Research
Bibliography
Annexure
ACKNOWLEDGEMENTS
This study would not have been possible without the consent and valuable guidance and encouragement I received from Dr. Shamkant Narhar Kotkar, Associate Professor and HOD, Department of Computer Science, S.S.V.P.S.L.K.Dr.P.R. Ghogrey Science College, Dhule under whose valuable guidance the research work was completed, I am gratefully indebted to him. I am grateful to him for step-by-step guidance and support. He was incredibly supportive, gave me freedom and an opportunity to learn many processes of research under his guidance. He was always there whenever I needed his help. His ability to understand students from their perspective is remarkable.
I shall always remain thankful to my senior colleagues for all their help, support and valuable hints.
I must also record my thanks to the officers and employees of companies I visited and for providing me the required information and data to complete the work. Thanks are due to the HR Managers of all selected Large-scale Automobile industries for spending their valuable time to providing necessary information to complete this research work.
I would like to express my heartfelt gratitude to my mother Smt. Nirmala and my wife Shweta for making me the person what I am. I am also deeply indebted to my Son Abhimanyu for his love, care. I hereby dedicate this piece of work to my Father .
I also express my gratitude to all my well-wishers and friends who have directly or indirectly helped me in the completion of this thesis.
Dr.Amol Padmakar Kare
LIST OF TABLES
4.1 Design of sample survey
4.2 Likert Scale
4.3 Single and Multiple Category Scales
5.1 Demographic Information of the respondents
5.2 Medical Benefits provided by the Organization
5.3 Working Hours of the Organization
5.4 Sitting Arrangement of the Organization
5.5 Conveyance Allowance offered by the Organization
5.6 Overtime Allowance offered by the Organization
5.7 Leave Policy of the Organization
5.8 Canteen Services provided by the organization
5.9 Rest Room and Lunch Room facility provided by the organization
5.10 Overall Satisfaction with employee welfare activities
5.11 Maternity leave provided to Female Employees
5.12 Regular Increments provided to employees
5.13 Sufficient Number of Toilets in the organization
5.14 Creche Facility provided by the organization
5.15 Care for the employees working in night shift
5.16 Safety Measures for Employee
5.17 Amenities desired by employees
5.18 Effect of Remuneration/Compensation Structure on Motivation
5.19 Effect of Occupation Improvement on Motivation level of employees
5.20 Effect of Workplace Hygiene on Motivation level of employees
5.21 Effect of Medical Benefits on Motivation level of employees
5.22 Effect of Sitting Arrangement on Motivation level of employees
5.23 Effect of Increment Policies on Motivation level of employees
5.24 Effect of Promotional Policies on Motivation level of employees
5.25 Effect of Travel Benefits on Motivation level of employees
5.26 Effect of Work Timing on Motivation level of employees
5.27 Effect of Maternity Benefits on Motivation level of employees
5.28 Effect of Canteen Facility on Motivation level of employees
5.29 Effect of Creche Facility on Motivation level of employees
5.30 Effect of Rest Room and Lunch Room Facilities on Motivation level of employees
5.31 Effect of Remuneration/Compensation Structure on Productivity level of employees
5.32 Effect of Occupation Improvement on Productivity level of employees
5.33 Effect of Workplace Hygiene on Productivity level of employees
5.34 Effect of Medical Benefits on Productivity level of employees
5.35 Effect of Sitting Arrangement on Productivity level of employees
5.36 Effect of Increment Policies on Productivity level of employees
5.37 Effect of Promotional Policies on Productivity level of employees
5.38 Effect of Travel Benefits on Productivity level of employees
5.39 Effect of Work Timing on Productivity level of employees
5.40 Effect of Maternity Benefits on Productivity level of employees
5.41 Effect of Canteen Facility on Productivity level of employees
5.42 Effect of Creche Facility on Productivity level of employees
5.43 Effect of Rest Room and Lunch Room on Productivity level of employees
5.44 Effect of Motivation on Absenteeism level of employees
5.45 Effect of Motivation on Productivity level of employees
5.46 Effect of Motivation on Turnover of employees
5.47 Effect of Motivation on Security of employees
5.48 Effect of Motivation on levels of stress of employees
5.49 Effect of Motivation on need of Unionization of employees
5.50 Effect of Motivation on workers desire to learn new occupation assignments
5.51 Effect of Motivation on Commitment towards work
5.52 Effect of Motivation on Timely completion of work
5.53 Effect of Motivation on Efficiency of work
5.54 Mean and Standard Deviation for Welfare
5.55 Mean and Standard Deviation for Motivation
5.56 Mean and Standard Deviation for productivity
5.57 Reliability Analysis
Hypothesis Testing- Hypothesis-1
5.58 Pearson Correlation Analysis
5.59 Regression Statistics
5.60 ANOVA: Single Factor
5.61 z-Test: Two Sample for Means
5.62 F-Test Two-Sample for Variances
Hypothesis Testing- Hypothesis-2
5.63 Pearson Correlation Analysis
5.64 Regression Statistics
5.65 ANOVA: Single Factor
5.66 z-Test: Two Sample for Means
5.67 F-Test Two-Sample for Variances
Hypothesis Testing- Hypothesis-3
5.68 Pearson Correlation Analysis
5.69 Regression Statistics
5.70 ANOVA: Single Factor
5.71 z-Test: Two Sample for Means
5.72 F-Test Two-Sample for Variances
Hypothesis Testing- Hypothesis-4
5.73 Pearson Correlation Analysis
5.74 Regression Statistics
5.75 ANOVA: Single Factor
Hypothesis Testing- Hypothesis-5
5.76 Pearson Correlation Analysis
5.77 Regression Statistics
5.78 ANOVA: Single Factor
5.79 z-Test: Two Sample for Means
Hypothesis Testing- Hypothesis-6
5.80 Pearson Correlation Analysis
5.81 Regression Statistics
5.82 ANOVA: Single Factor
5.83 z-Test: Two Sample for Means
Summary
5.84 Summary of Hypothesis testing
5.85 Summary of Objective Achievement
LIST OF FIGURES
3.1 Theories and models of Labour Welfare
3.2 Herzberg’s Two Factor Theory
3.3 Maslow’s Need Hierarchy Theory
3.4 Alderfer’s – ERG theory
3.5 McClelland’s Theory of Need
3.6 Skinner’s Reinforcement Theory
3.7 Vroom’s expectancy theory
3.8 Adam’s Equity Theory
3.9 Process of motivation according to goal-setting theory
3.10 Hawthorne Effect How to apply it to the workplace
3.11 McGregor’s Participation Theory
4.1 Types of research
4.2 Research Process
4.3 Sampling Methods
4.4 Presentation of Data
4.5 Types of Data Analysis
7.1 Relationship amongst Welfare,Motivation and Productivity
7.2 IOTM Model
CHAPTER I INTRODUCTION
1.1. THE PREAMBLE TO RESEARCH
The present industrial culture is characterized by a working system that does not significantly stimulate workers to peak performance. It has led to a state where many individuals have been alienated and consequently have lost the zest for work (Lakoff, 1974)[1]. It has not helped individuals in gratifying their social and psychological needs and has therefore generated feelings of subordination, dependence, and submissiveness (Singh, 1979)[2]. It has also affected self-actualization, growth process, creativity, and innovativeness. Many people work today not because work offers any pleasure, but there is no other way of earning a living, as indicated by research studies (Ganguli, 1954)[3]. Increased employee alienation from the system of work is one of the important facets of work-life these days. Under the circumstance, jobs seem to arouse neither interest nor satisfaction among employees.
In large-scale organizations, jobs are structured and standardized. Most of the jobs are graded and employees are compartmentalized right from recruitment to retirement. Elaborate rules and regulations are enforced rigorously to bring order and discipline in work life. Innovative enterprises know better ways to manage, motivate and reward people (Gupta and Singhal, 1993)[4]. Researchers have found evidence that rewards influence employee motivation and satisfaction, and play an important role in attracting the right employees, encouraging these employees to develop the critical skills and knowledge, and finally retaining those employees for the future success of the organization (Whyte, 1955)[5].
In a competitive, consumerist globalized environment, the number of firms competing for excellent employees especially in knowledge-based industries is constantly increasing, and it is imperative to retain high performers by rewarding them. Incentive schemes are established to improve performance by fulfilling the needs of the employees (Rai, 2004)[6]. For building a stable and efficient labour force, it is essential to bring about a marked improvement in the conditions of workers' life and work. This is the basis of labour welfare measures.
After reviewing many International research papers, books and articles the researcher has done the GAP analysis. From the reviews, it is found that the previous research was done on welfare, motivation, and productivity separately. No research is done simultaneously on these three factors. Also, no one has examined the designations of employees with welfare, motivation, and productivity simultaneously. So, the researcher considered these factors for further research.
The researcher finally framed the topic that is “Critical Assessment of Welfare Amenities and Its Impact on Productivity and Motivation of Employees with Special Reference to Large Scale Automobile Companies in Maharashtra”
The scope of the study was limited to Nashik, Pune, Aurangabad and Ahmednagar districts in which the researcher has visited the Mahindra and Mahindra Ltd., Nashik, Volkswagen India Pvt. Ltd. Pune, Skoda Auto India P. Ltd, Aurangabad and Kinetic Automobile engineering Pvt. Ltd, Ahmednagar. The researcher studied the Welfare amenities provided by the companies and surveyed the employees by questionnaire.
Likert and Multiple category scales were used to prepare questionnaires.
The research design was Empirical Research. The sample size was 600. SimpleRandom Sampling, Stratified sampling and Purposive Sampling methods were used for the survey.
Data analysed and presented in Tabular, graphical formats.
In the present research, it can be concluded that welfare amenities provided by large scale automobile industries in Maharashtra are moderately satisfactory. The same has been proven in data analysis and hypothesis testing. It can be noted that companies provide satisfactory welfare amenities like leave policy, canteen services, Rest Room and Lunch Room facility, welfare activities, regular increments, maternity leave facility and creche facility for women.
There is a vast scope of improvement in medical facilities, working hours, sitting arrangement, Conveyance Allowance and Overtime Allowances as employees are moderately satisfied with the above-listed welfare amenities.
Remuneration/Compensation Structure of the organization, Workplace Hygiene, Medical Benefits, Increment Policies, Promotional Policies, Travel Benefits, Work Timing, Canteen Facility have a very high impact on employee motivation. Whereas Rest Room and Lunch Room facilities have a moderate impact on employee motivation.
Remuneration/Compensation Structure of the organization, Workplace Hygiene, Increment Policies, Promotional Policies, Canteen Facility, Rest Room and Lunch Room Facility have a high impact on employee productivity.
Additionally, Occupation Improvement of the organization, Medical Benefits, Sitting Arrangement, Travel Benefits and Work Timing have a moderate impact on employee productivity.
Based on data analysis when we study the relation between welfare amenities, productivity, and motivation, it can be concluded that welfare amenities and motivation are positively associated whereas welfare amenities and productivity are negatively associated. This shows that there is a large scope of development in areas of employee productivity associated with offered welfare amenities.
Study of relation between Job position and Employee Productivity, it was found that there is a negative relationship between Job position and Employee Productivity. Thus, it can also be concluded that Job position increases the Motivation of Employees but they are not productive as per the need of the desired position. This forms the main area of improvement from the research.
Based on the findings following suggestions recorded in form of the IOTM Model i.e., Improvise, Orient, Train and Maintain.
The present chapter is an attempt to provide an insight into the genesis and importance of labor welfare and motivation. It will also outline the main aspects of the present research.
1.2. LABOUR WELFARE IN INDIAN PERSPECTIVE
1.2.1. THE CONCEPT
Welfare is named as a relative concept for its associated with time and space. Changesin it have an impression on the system. As a result, the potential changes within the welfare content keep changing with time and space. It’s also been observed that welfareas an idea differs from country to country and from place to put.
Secondly, welfare may be a positive concept, on establishing a minimum standard of living, it might demand certain minimum acceptable conditions of existence in both biological and social. Thus, when this is often defined its necessity for the components of welfare in terms of health, food, clothing, housing, medical assistance, insurance so on are to be taken care of.
Further, labor welfare as an idea has both positive and negative sides like, it deals with the availability of opportunities that enable the worker and his family to guide an honest life, socially and personally and on the negative side it provides opportunities for undesirable consequences and labor problems.
The concept of labor differs from country to country, industry to industry and from time to time and region to region. Further, it also depends on the type of problems withwhich the society is confronted that's molded consistently with the age bracket, sex, socio- cultural background, economic status, and academic level of the employees in various industries.
The utilization philosophy of labor welfare work as a stimulating force towards every labor and for those curious about it.
1.2.2. DEFINITIONS
There couldn't be only one single definition to search out universal acceptance. The best of all might be to grasp that labor welfare as “efforts to form life worth living for workers”.
The Encyclopedia of social sciences welfare is termed as “voluntary efforts of the employers to determine within the prevailing industrial system, working and sometimes living and cultural conditions of the employees beyond what's required by law, the custom of the industry and also the conditions of the market.”[7]
Another definition of labor welfare states that “anything that finishes the comfort and improvement, intellectual and social of the employees over and above the wages paid, which isn't a necessity of the industry.”
It could even be defined as “such services, facilities, amenities, which can be established in or within the vicinity of undertakings to enable persons employed therein to perform them add healthy and congenial surroundings and to supply them with amenities conducive to healthiness and good morals.”
Labor welfare is additionally defined as “anything finished the intellectual, physical, moral and economic betterment of the workers, whether by employers, by government or by other agencies over and above what's laid down by law or what's normally expected as a part of the contractual benefits that the workers may have bargained”.
Another definition on labor welfare defines it as “that cover all the efforts which employers bring the advantage of their employees over and above the minimum standard of working conditions fixed by the factories act and over and above the supply of social legislation providing against accident, old age, unemployment and sickness.”
Another definition on labor welfare states that “such services, facilities and amenities as adequate canteens, rest and recreation facilities, sanitary and medical facilities, arrangements for the visit and from work and for the accommodation of the workers employed at a distance from their security measures, as contribute to an improvement within the conditions under which workers are employed.”
Thus, these definitions enable us to know together “in which much is often done to combat the sense of frustration of the economic workers, to alleviate them of private and family worries, to enhance their health, to afford them means of self-expression, to supply them some sphere during which they will excel others and assist them to a wider conception of life.”
The most significant definitions describe labor social service as “the voluntary effort of the employer to enhance the living and dealing conditions of his employees, the underlying assumption, being that the primary essentials to the welfare of the workers are steady work, a good wage and reasonable hours of labor”.
Of these definitions, it's considerably transparent to notice that none of those definitions is complete or comprehensive. There’s no precise, definitive outline or demarcation during this subject and thus they'll give overlap and ambiguity in certain areas of action.
However, it's a well-known undeniable fact that labor welfare promotes the wellbeing of the workers in a sort of way. Any quite voluntary service will come under the purview of labor welfare if it aims at helping the worker to figure better and in additional congenial surroundings and to measure better physically, socially, morally, economically, and intellectually.
1.2.3. OBJECTIVES OF LABOUR WELFARE
In the beginning humanitarianism and social awareness motivated labor welfare activities. Driven by the will for greater efficiency and output from workers and to draw in better workers, employers lured them into their Organization through labor welfare measures.
Further, several of the few issues tackled by labor welfare measures are as stated below.
Such labor welfare measures persuade workers to simply accept mechanization and a few times labor welfare measures were employed by the employers as a tool to combat the surface agencies on their employees.
Labor welfare measures are often undertaken to avoid paying tax on surplus and simultaneously build up good relations with the employee.
Sometimes labor welfare measures are undertaken to satisfy the minimal requirements that are followed by other organizations within the industry.
1.2.4. HISTORY OF LABOUR WELFARE
The history of the origin of labor welfare activities dates to the First World War (1914- 18). In the beginning, labor welfare work was started voluntarily. The economic depression of the 1930s gave a further impetus to welfare activities. In capitalist economies, both the employers as well as the government took a keen interest in these programmes, firstly due to prevailing industrial unrest and discontent and secondly on account of moral pressure built up by the International Labor Organization. The Second World War accelerated the movement. When Robert Owen, Sir Robert Peel, Francis Cabot Lowell, Nathan Appleton, Titus Salt, Bart, and Bismarck were looking towards the initiation and development of labor welfare in their respective countries, the Indian scene could not remain unaffected (Mustafa, 1990)[8].
The Government of India was quite indifferent towards labor welfare till World War II and did very little in this regard. The programme was confined only to holding labor conferences and making recommendations. But during the war period, welfare activities were introduced in the enterprises engaged in war production, which were extended to other government and private undertakings.
With the dawn of independence welfare measures for the upliftment of the labor class were intensified. The Directive Principles of State Policy in the Constitution of India places a lot of responsibility on the State in respect of labor. The Constitution directs the State to provide work to every citizen who is willing and able to work. Article 42 requires the State to make provision for securing just and humane conditions of work and for maternity relief. Article 43 which is described as the Magna Carta of the Indian worker, imposes upon the State the obligation, inter alia, to secure, by legal legislation, or economic organization or in any other way, to all workers, - agricultural, industrial, or otherwise - work, a living wage, conditions of work ensuring a decent standard of life, full enjoyment of leisure, and social and cultural opportunities. This resulted in the implementation of various labor legislations that would protect the interest of workers (Cherunilam,2003)[9].
The enactment of the Employees State Insurance Act (ESI) in 1948 marked the beginning of the era of social insurance of labor in India (Kumar, 2003)[10]. Moreover, the Government of India after incorporating certain modifications in the existing
Factories Act of 1934 enacted the Act under the nomenclature of the Factories Act of 1948. Various minimum standards were laid down in the Factories Act (1948). The main objectives of the Act were to regulate working conditions in manufacturing establishments and to ensure adequate health, safety, welfare measures, hours of work, leave with wages, and weekly off-days for workmen employed therein. Consequently, various other Acts were implemented by the Government to ensure the welfare of workers such as the Minimum Wages Act (1948), Employees' Provident Fund and Miscellaneous Provisions Act (1952), the recent being the Pension Act (1995).
1.3. MOTIVATION
Motivation is derived from the word ‘Motive’. “A motive is an inner state thatenergizes, activates or moves and directs or channels behavior towards goals”.
“Motivation represents an unsatisfied need which creates a state of tension or disequilibrium, causing the individual to move in a goal-directed pattern towards restoring a state of equilibrium by satisfying the need”. Motivation is the force that makes us do things. This is a result of our individual needs being satisfied so that we have the inspiration to complete the task. These needs vary from person to person as everybody has their individual needs to motivate themselves. Depending on how motivated they are, it may further determine the effort they put into their work and therefore increase the standard of the output.
Motivation is concerned with the factors that stimulate or inhibit the desire to engagein the behavior. From a manager’s perspective, it is important to understand what prompts or stimulates people, what influences them, and why they persist in actions.
Quick (1985)[11] presented these four underlying principles that are important to Understand motivation.
- People have reasons for everything they do.
- Whatever people choose as a goal is something, they believe is good for
- them.
- The goal people choose must be attainable.
- The conditions under which the work is done can affect its value to the Employee and his or her perceptions of attainability or success. The role of motivation in performance is summarized in the Model of Motivation in the figure given below.
1.3.1. A MODEL OF MOTIVATION
Internal needs and drives create tensions that are affected by one’s environment. For example, the need for food produces a tension of hunger. The hungry person then examines the surroundings to see which foods (external Literature Review 82 incentives) are available to satisfy that hunger. Since the environment affects one’s appetite for particular kinds of food, a South Indian may want Idli sambar, while a Punjabi may prefer parathas. Both persons are ready to achieve their goals, but they will seek different foods to satisfy their needs.
Potential performance (P) is a product of Ability (A) and Motivation (M) i.e.PA and M. Results occur when motivated employees are provided with the opportunity (such as the proper training) to perform and the resources (such as proper tools) to do so. The presence of goals and the awareness of incentives to satisfy one’s needs are also powerful motivational factors leading to the release of effort. When an employee is productive and the organization takes note of it, rewards will be distributed. If those rewards are appropriate in nature, timing and distribution, the employee’s original needs and drives are satisfied.
At that time, new needs may emerge and the cycle will begin again. It should be apparent, therefore, that an important starting point lies in understanding the significance of motivation in organizations and the changing role of HR managers striving to achieve a motivated workforce.
1.4. PRODUCTIVITY
1.4.1. DEFINITION
Employee productivity, also called workplace productivity, is an assessment of an employee's or a group of employees' efficiencies.
It is evaluated by looking at the total workforce or employee output in a given time. In most cases, the productivity of an individual will be assessed in comparison to the average output of other employees doing similar work.
1.4.2. IMPORTANCE OF PRODUCTIVITY
For it to make financial sense for a business to hire employees, employees must produce value for the business that exceeds the cost of employee wages. In this way, anemployee is an investment, and the investment should, in theory, provide a worthwhilereturn to the company. This can only happen if an employee is productive. Thus, the importance of productivity in an organization lies in the difference between an employee making the company profit and the employee costing the company money.
1.4.3. BENEFITS OF EMPLOYEE PRODUCTIVITY
When an employee is productive, it also contributes other benefits to the corporate. For one thing, lazy employees who don't get disciplined and are otherwise treated as equivalent to hard-working employees demotivate others. To an equivalent purpose, a highly productive employee, particularly one who is rewarded for his diligence, can motivate other employees, boosting morale and making a far better environment for the corporate as an entire.
When employees are productive, it can increase the company's revenue, and successively, a corporation may prefer to offer incentives to its employees. Failing to reward a productive staff can demotivate the entire team. If a corporation shares a number of its success with employees within the sort of pay raises, bonuses and improved benefits, employees can become more motivated and increase productivity. Additionally, this increased revenue may result in the company growing and bringing on even more employees.
Productive employees also can benefit customers because highly productive.
Employees provide speedier and higher-quality customer service than those that are unproductive. If employees are rewarded for his or her productivity and are highly motivated, this will lead to even better customer service and interactions. Naturally, great customer service may result in customer loyalty and word-of-mouth advertising, which may successively bring further revenue for the business.
1.5. STATEMENT OF RESEARCH PROBLEM
In the first place, there is no doubt as regards the beneficial effects of welfare measures such as educational facilities, sports, entrainments, etc., on the sentimental atmosphere in the factory & their contribution to the maintenance of industrial peace. The proper administration and implementation of labor welfare facilities play an important role in fulfilling the economic, social, and psychological needs of employees. In satisfying these needs a favorable attitude towards the job can be developed. When the worker feels that the employer & the state are interested in his day-to-day life & would like to make his lot happier in every possible way, his tendency to grouse & grumble will steadily disappear.
Secondly, better housing, co-operative societies, canteens, sickness & maternity benefits, provident funds, gratuities & pensions & such other things are bound to create a feeling amongst the workers that they would have a stake in the industry as much as anyone else, and the present situation under which labor turnover & absenteeism prevail and workers are constantly trekking to their village homes in search of social security & recreation will yield place to the new situation in which the working class becomes more stabilized & economically efficient.
Thirdly, the social advantages even- apart from humanitarian value –of such activities are considerable. Thus, the provision of canteens where cheap, clean and balanced food is available to workers must improve their families and bring down the rates of maternal & infants and infant mortality and educational facilities must increase their mental efficiency and economic productivity.
In a globalized and highly competitive world, automobile companies are in stiff competition with each other. They need to encourage their workers to perform better, improve efficiency and retain good employees. For this purpose, providing adequate labor welfare facilities and promoting job satisfaction by motivating them and increasing their self-productivity assumes importance.
Finally, to search and analyze the impact of welfare activities on the employee’s motivation and self-productivity of the large -scale automobile industry.
The researcher makes the statement that “Critical Assessment Of Welfare Amenities And Its Impact On Productivity And Motivation Of Employees With Special Reference To Large Scale Automobile Companies In Maharashtra” for the research.
1.6. OBJECTIVES OF THE RESEARCH
- To study welfare amenities provided by large scale automobile industries in Maharashtra.
- To study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee motivation.
- To study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee productivity.
- To understand the relation between welfare amenities, productivity and motivation.
- To understand the relation between Job position and Motivation.
- To understand the relation between Job position and Employee Productivity.
1.7. SCOPE OF THE RESEARCH
The research on “Critical Assessment Of Welfare Amenities And Its Impact On Productivity And Motivation Of Employees With Special Reference To Large Scale Automobile Companies In Maharashtra”
It is the first of its kind undertaken so far in Maharashtra. It can therefore be of immense use to employers and future researchers interested in this area. The study provides an insight into the labor welfare facilities provided by the Large-scale Automobile Industry in Maharashtra.
Moreover, from the study, the level of motivation experienced by employees in the Large-scale Automobile Industry in Maharashtra will also be realized. This will be of interest to the employers of these companies, as it will make them aware of the importance of providing labor welfare facilities, which facilities need to be improved upon, the extent of job satisfaction experienced by their employees and how satisfaction at work can be enhanced.
The study will make the employers realize that the labor welfare facilities act as a key for the workers and will motivate them to work in a laudable manner. Furthermore, through the study, these companies will be able to realize which factors of motivation need to be improved, so that appropriate measures can be taken to improve the productivity of the employees.
Moreover, the study can assist the employers to arrive at policy decisions that will ensure efficiency in the enterprise, make workers work in the best interest of the company and retain their loyalties with the company. An organization's viability and growth potential depend to a large extent on a satisfied labor force and this study can help industries realize this aspect.
Furthermore, the Government of Maharashtra will become aware of the labor welfare facilities provided by the Large-scale Automobile Industry in Maharashtra and could take necessary steps to improve the facilities provided to the employees in these companies.
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[10] Kumar, A. 2003. Labour welfare and social security: awareness, utilization and satisfaction of labour laws. New Delhi: Deep and Deep Publications.
[11] Quick . 1985. In Fumham, A. 2005. The psychology of behaviour at work: the individual in the organization. East Sussex: Psychology Press.
CHAPTER II REVIEW OF LITERATURE
2.1. INTRODUCTION
This chapter seeks to present a review of the relevant theoretical and empirical literature with the research questions being analysed, that is, (i) What are the extrinsic factors that influence the level of employee motivation in an organization?, (ii) What are the intrinsic factors that influence the level of employee motivation in an organization?,
(iii) What is the impact of employee motivation on his/her performance in the organization?
This part bridges the data from different specialists who have completed research in a similar field of study. The particular territories secured here are worker welfare and representative execution. The section is fundamentally worried about examining writing by different researchers on the idea of worker welfare programs.
2.2. THEORETICAL FOUNDATION OF THE STUDY
The investigation is guided by the Functional hypothesis of work welfare, social trade hypothesis and anticipation hypothesis.
The functional theory of labor is also called the Efficiency Theory. This theory states that a fully mentally and physically satisfied worker is the most efficient. Employee welfare is a means to keep industrial workers content so they may work effectively. In this theory, welfare work is used as a means to secure, preserve and develop the Efficiency and productivity of labor.
2.2.1. WELFARE
Allender, Colquhoun, and Kelley, (2011) 1, studied that workplace health leads to job motivation and satisfaction despite providing health benefits to the employees. It means that the workplace hygiene provided by the employer leads to motivation and satisfaction more than the health benefits provided. The researcher observes the workplace hygiene, satisfaction and motivation of the employees for further research.
Ankita, (2010)[2], examined types of welfare services and stated that activities may also be divided into statutory and voluntary welfare services which comprise the legal provision in various pieces of labor legislation and activities which are undertaken by employees for their workers voluntarily respectively. The researcher considers the literature for the types of welfare facilities.
Armstrong, (2006) 3, argues on Medical benefits and commented that medical services aim to provide help to employees who get absent from work for long periods because of illness related issues. They should aim to speed the return of employees to work. Visits should be made by the managers or specialized full-or part-time sick visitors to show employees that their firm and colleagues are concerned about their welfare and to alleviate any loneliness they may feel. The researcher observes the importance of the medical benefits and the empathy aspect for further research.
Armstrong, (2006) 4, commented that organizations such as the Health and Safety Executive have identified stress, anxiety and depression as among the most commonly reported illnesses. Stress brought about through work intensification and conflicts between home and work are related to the risks of disease and ill health. It is related to the psychological aspect of motivation and productivity. The researcher observes the stress, motivation and Productivity for further research.
Armstrong, (2006) 5, argues that the concept of expectancy was originally contained in the valence- instrumentality- expectancy theory by Victor Vroom in 1964. According to him, valence stands for value instrumentality is the belief that if we do one thing it will lead to another and expectancy is the belief that action or effort will lead to an outcome. The theory holds that individuals choose between alternatives that involve uncertain outcomes. The individual’s behavior is not only affected by his preferences
amongst these outcomes but also by the degree to which the individual believes the outcomes to be possible. He defines expectancy as a monitor belief concerning the likelihood that a particular act will be followed by a particular outcome. According to Armstrong (2006) expectancies may be described in terms of their strength. Maximum strength is indicated by subjective certainty that the act will be followed by the outcome while minimal strength is indicated by subjective certainty that the act will not be followed by the outcome. The strength of expectations may be based on past experiences for example the idea that employees who go beyond the call of duty are rewarded. In these circumstances, motivation to perform will be increased. To maintain such employee performance at the workplace managers should reward their employees for their contribution. This will motivate the employee to continue performing and even go beyond the call of what they are expected to do. The expectancy theory has also made some important contributions to motivation theories. Unlike other theories, the expectancy theory takes into account individual perceptions and thus personal histories allowing a richness of response not obvious in other theories which assume that people are essentially the same. However, the expectancy theory has also been criticized. The researcher takes the welfare, medical benefits and Empathy for the research.
Bellamy and Watty, (2003) 6, discussed flexible time and motivation. Both commented on a study on Malaysian Tertiary Education Institutions, examining how working conditions affect job satisfaction among the academicians. Mail surveys wereused to collect the data from the academicians comprising former tutors, lecturers, senior lecturers, associate professors, and professors in 38 Australian universities. A total of 3161 questionnaires were distributed to the targeted academicians with only 1328 responded. The result emphasized that flexible scheduling is the most important factor to retain academic staff besides the factor of autonomy. With the provision of flexible scheduling benefits, the academicians are motivated to remain in the institutions. The researcher notes the flexible time and motivation for the research.
Blau, (1964) 7, commented on welfare and expectations and stated that they develop between two parties through a series of mutual, although not necessarily simultaneous, exchanges that yield a pattern of reciprocal obligation in each party.
One party contributes or provides a service to the other party and in so doing develops an expectation of a return at some future point in time. The researcher observes the point that the employer gives something to the employees and it develops the expectations to get something in the future from the employee i.e. performance.
Chen et al., (2006) 8, researched on motivation and Pension schemes and analyzed the satisfaction level of educators on six quality attributes and the priority of improvements in Taiwan and established that the retirement provision scheme is among the top three concerns of educators which enhance the job motivation level of educators in institutions. The researcher noted that the pension scheme enhances the job motivation and satisfaction of the educators.
Eaton, Marx, and Bowie, (2007) 9, studied various employee welfare programs in United States institutions and their impacts on health behavior and status of faculty and staff. The data was collected through the application of computer-assisted telephone interviews, self-administered mail questionnaires and computer-assisted personal interviews; 67.2% of the results reflected that health promotions can attract and retain skilled faculty and staff. The study concluded that employee welfare programs have positively impacted the health and wellbeing of employees increasing service delivery. This is to point out that health benefits can affect the turnover of skilled workers. They can be retained by the good medical benefits.
Froeschle and Sinkford, (2009) 10, determined the influences of positive and negative aspects on career satisfaction. Online surveys are conducted in 38 institutions and results of 451 full-time faculty members were responded to. The result reflected the flexible working schedule is categorized as a positive aspect to retain the junior faculty in the academic dentistry field. It is concluded that most dental faculty members are willing to remain in institutions with the provision of flexible scheduling practices. The researcher observes the flexible timing for the research.
Froeschle and Sinkford, (2009) 11, determined the influences of positive and negative aspects in the employee’s environment on career satisfaction. Online surveys were conducted in 38institutions and a result of 451 full-time faculty members responded.
The result reflected the flexible working schedule and categorized it as a positive aspect contributing to the retention of the junior faculty in the academic dentistry field. It concluded that most of the dental faculty members were willing to remain in the institutions with the provision of flexible scheduling practices. Employee assistance program provides information and referrals to appropriate counselling, treatment, and support services, for which the company may pay in whole or in part. The researcher considers the flexible schedule, employee assistance program and retention of employees for the research.
Golden, (2009) 12, discussed the flexibility and the motivation and productivity of the employees. He stated that schedule flexibility is an employee benefit, which aids in retaining skilled human capital. It meets the needs requirements of human capital, which boost their efforts, reduce job absenteeism, and ultimately enhance their job satisfaction. The researcher noted that the flexibility in schedule reduces absenteeism and increases the satisfaction of the employee. It is one of the factors that affect productivity. The researcher notes the schedule flexibility, absenteeism and satisfaction for the research.
Grawitch et al., (2007) 13, examined the affiliation between diverse workplace practices which comprised safety and health practices and satisfaction level in terms of commitment and turnover intention in universities. A web-based survey was conducted on 152 university faculties and staff through a college distribution list. The results asserted that health and safety practices are positively related to employee job satisfaction in terms of turnover intentions. As a result, it is significant to identify and understand the needs of human capital to enhance performance and service delivery in the form of an individual basis and the organization as a whole. The researcher observes health, safety and satisfaction level for the research.
Greenberg and Scott, (1996) 14, discussed the central aspect of this theory is the norm of reciprocity. A strong social exchange relationship between the employer and employee will help maintain positive working relationships and would elicit positive sentiments such as satisfaction commitment and trust in employees, which in turn will move employees to engage themselves in employee productivity. The theory proposes that employees exhibit positive or negative behavior as a response to the treatment they receive from their employers. Social exchange theory proposes that the relationships we choose to create and maintain are the ones that maximize our rewards and minimize our costs. According to this, we are more self-centered and not necessarily concerned with equality. The basic idea is that relationships that give us the most benefits for the least amount of effort are the ones we value the most and are likely to keep long term.
Both assert that the social exchange theory is most commonly used by the studies in predicting work behavior in the field of organizational behavior. Employers need to treat their employees fairly such that they can reciprocate the good gesture in the form of behavior such as organizational citizenship behavior which contributes to organizational influence effectiveness. The social exchange theory also has its fair share of criticism. The researcher takes satisfaction and productivity for further research from this.
Haines, Davis, Rancour, Robinson, Wilson, and Wagner, (2007) 15, studied the effectiveness of the 12-weeks walking program in improving the health of employees. After attending a study orientation, 125 college faculties and staff are requested to complete Godin Leisure Time exercise questionnaires to seek their current physical activity status. The results emphasized that health promotion programs have positively impacted the welfare of employees and service delivery. The researcher scrutinizes the health programs and welfare of the employee for the research.
Manju and Mishra, (2007) 16, stated that the extra-mural activities which are undertaken outside the establishment such as maternity benefits, social insurance measures like gratuity pension, provident fund and rehabilitation, physical fitness and efficiency, family planning and child welfare, education facilities, housing facilities, recreational facilities including sports, cultural activities, transport to and from the place of work. The researcher considers the above facilities for further studies.
Manju and Mishra, (2007) 17, examined the welfare and productivity of the employees and suggests that welfare work can be used as a means of securing,preserving and developing the efficiency and productivity of labor. The theory states that if an employer takes good care of his workforce, they will tend to be more efficient by improving production and that programs for housing, education, training, provisionof a balanced diet and family planning measures are important for labor welfare as they increase the efficiency of workers in underdeveloped countries. The theory helps understand the characteristics of the labor force as reflected in the contemporary support for labor and it works well if the employer and employees have the same goal of achieving higher production through better welfare. The theory is adopted in the study since welfare services affect the performance of any Labor force. It is obvious that if an employer takes good care of his workers, they will tend to become more efficient. According to this theory, the employer has an obligation or duty towards its employees to look after their welfare. The constitution of India also emphasizes this aspect of labor welfare.
Impact on Efficiency plays an important role in welfare services and is based on the relationship between welfare and efficiency, though it is difficult to measure this relationship. Programs for housing, education and training, the provision of a balanced diet and family planning measures are some of the important programs of Labor welfare that increases the efficiency of the workers, especially in underdeveloped or developing countries. The development of the human personality is given here as the goal of industrial welfare, which, according to this principle, should counteract the baneful effects of the industrial system. Therefore, it is necessary to implement Labor welfare services. Both inside and outside the factory, that is, provide intra-mural and extra- mural labor welfare services. The totality of Welfare emphasizes that the concept of labor welfare must spread throughout the hierarchy of an organization. Employees at all levels must accept this total concept of labor welfare program will never really get off the ground. The researcher used the welfare amenities and efficiency of the employee for the research.
Manzini and Gwandure, (2011) 18, studied welfare and motivation and pointed out that employees in the mobile industry like the soldiers and employees experience emotional, social, political, and economic and work-related problems for which they need employee welfare programs to cushion them against such adversity. The researcher observes the statement that employee welfare programs are necessary for emotional and motivational support.
Manziniand Gwandure, (2011) 19, studied medical facilities and commented that the obvious impact of these increased costs is that the budget for the workforce will be stretched with less money available for regular training, investment, infrastructure, and equipment. The provision of medical facilities in such cases in any organization could reduce the incidences of HIV/Aids and other illnesses among the employees. The researcher scrutinizes the point of provision of the medical facilities.
Menezes & Kelliher, (2011) 20, studied Flexi timing and satisfaction. He stated that flexible scheduling is referred to as the working arrangement that allows employees to
schedule their working hours respectively. It is also considered as the welfare factor that affects satisfaction and motivation. The researcher takes the welfare, satisfaction and motivation for the research.
Miller, (2005) 21, researched welfare and social needs and commented that the theory reduces human interaction to a purely rational process that arises from economic needs. He further contends that the theory favors openness as it was developed in the 1970s when ideas of freedom and openness were preferred but their Social exchange theory may provide insight into what variables might mediate the distinct effects of procedural and interactional justice on employees’ reactions to the organization versus the supervisor. The researcher noted that the Social exchange relationships are different from those based on purely economic exchange, in that the obligations to one another are often unspecified and the standards for measuring contributions are often unclear. The researcher takes the welfare and social needs of the employees for further research.
Ramachandran et al., (2005) 22, examined the determinants affecting motivation level and job satisfaction among educators and improvement required in India. The research involved interviews with administrators, teacher union leaders, educators, NGOs, researchers, focus group discussion and surveys in 10 schools of Tonk District of Rajasthan. The findings reflected that almost all educators felt satisfied with their work when the government provided pension schemes. The researcher noted that the pension scheme i.e. non-monetary benefits are affecting the level of motivation.
Resma and Basavraju (2013) 23, researched the welfare amenities. Both stated the employee welfare is a comprehensive term including various services, benefits and facilities offered to employees of the organization. This study enlightens the concept of welfare measures; it also highlights the employee’s perception regarding the various statutory welfare measures provided by the Donimalai Iron Ore Mine, Bellary. The researcher observes the statutory welfare amenities for the research.
Roy, Jack, and Crank, (2007) 24, researched on welfare and stress factor and concluded on a study on police suicide in America found out that some occupations such as police were eight times more likely to commit suicide than to be killed in homicide and three times more likely to commit suicide than to die in job-related
accidents. This shows suicide has become the most dreaded result of employees under stress and other problems associated with the job. This reaffirms that the cost of stress is huge if not controlled both to the individual and to the employer. The researcher considers the facilities and the stress for the research.
Sindhu (2012) 25, studied the welfare measures and stated the employee welfare measures increase the productivity of an organization and promote healthy industrial relations thereby maintaining industrial peace. Organizations provide welfare facilities to their employees to keep their motivation levels high. Business houses provide many such statutory and non-statutory things policies to maintain a satisfactory level of their employees. When they get better canteen facilities, good water to drink, clean restrooms, clean and hygienic washrooms and bathrooms, regular medical check-ups, health insurances, Employee assistance programme, grievance handling department, better facilities to sit or good workplace gives employees a high level of satisfaction. This gives an organization to grow much faster . The researcher noted the welfare facilities, satisfaction and productivity for the research.
Taylor, (2000) 26, researched pension and turnover and noted that many academic researchers have found significant associations between membership of pension schemes and reduction of turnover among human capital. Pension schemes affect the reduction in turnover of the human workforce due to motivation and satisfaction. The researcher scrutinizes the pension scheme and the turnover for the research.
Umur, (2010) 27, studied the determinants of job satisfaction and motivations level as well as factors overcoming demotivation issues among educators. The target respondents were 16 English language academicians at the European University of Lefke, English Preparatory. Quantitative and qualitative research was conducted. The result mentioned that flexible working scheduling is a positive motivational factor to educators in the forms of productivity and job satisfaction. The researcher noted the flexible working, satisfaction and motivation for the research.
Urwick et al. (2005) 28, aimed to investigate the factors determining motivation level and leading to work satisfaction and means to improve them in Sub-Saharan Africa and South Asia. By using focus groups, they interviewed the headteachers, teachers, community and the Association between Employee Welfare and Job Motivation representatives. As a result, the interviewees agreed that the provision of pension schemes boosted work motivation levels. The researcher observes the welfare and the motivation for the research.
Walker & Foster, (2006) 29, studied non-monetary schemes and stated that the establishment of a non-wage reward system, the pension provision scheme is referred to as an instrument of management to offer the incentives in valuing the human capital of organizations. It means the non-monetary benefits and pension scheme affects motivation and satisfaction. It leads to a good workforce. The researcher considers the non-monetary schemes and the satisfaction of the employee for the research.
2.2.2. MOTIVATION
A co-worker is a person who holds a position or rank similar to that of an employee in the same company/organization. The researcher noted the motivation and appreciation for his study.
A good managerial relation is an important factor in fostering employee motivation. Those who act to maintain good relations with their employees exhibit the following behaviors: help with job-related problems, awareness of employee difficulties, good communication, and regular feedback about the performance so that employees always know where they stand. The researcher scrutinizes the interpersonal relations and motivation for further study.
Abadi, et al., ( 2011) 30, studied payment and motivation. He stated that no one works for free, nor should they. Employees want to earn a reasonable salary/payment and employees desire their employers to feel that is what they are getting. Money is the fundamental inducement; no other incentive or motivational technique comes even close to it for its influential value. It has the supremacy to magnetize, retain and motivate individuals towards higher performance. Frederick Taylor and his scientific management associate described money as the most fundamental factor in motivating industrial workers to attain greater productivity. The researcher observes the salary and motivation for the study.
Annamalai, Abdullah and Alasidiyeen, (2010) 31, researched the Trust and Interpersonal relations of the employees. He stated that Trust is defined as the perception of one about others, decision to act based on communication, behavior and their decision. If an organization wants to improve and be successful, trust plays a significant role so it should always be preserved to ensure an organization's existence and to enhance employee’s motivation. It can make intrapersonal and interpersonal effects and influence the relations inside and out of the organization. The researcher takes the trust and the motivation for further study.
Banjoko, (1996) 32, researched reward and productivity. He states that a large number of managers use the money to reward or punish workers. This is done through the process of rewarding employees for higher productivity by instilling fear of loss of job
(e.g., premature retirement due to poor performance). The desire to be promoted and earn enhanced pay may also motivate employees. Staff training- no matter how automated an organization or a library maybe, high productivity depends on the level of motivation and the effectiveness of the workforce. Staff training is an indispensable strategy for motivating workers; library organizations must have a good training programme. This will give the librarian or information professional opportunities for self-improvement and development to meet the challenges and requirements of new equipment and new techniques for performing a task. Information availability and communication- one-way managers can stimulate motivation is to give relevant information on the consequences of their actions on the other. To this researcher, it seems that there is no known organization in which people do not usually feel there should be an improvement in the way departments communicate, cooperate, and collaborate. Information availability brings to bear a powerful peer pressure, where two or more people running together will run faster than when running without awareness of the pace of the other runners. By sharing information, subordinates compete with one another. The researcher observes the training and motivation for further study.
Bernard, (1995) 33, studied the welfare strategies and motivation and accords due recognition to the needs of workers saying that, the ultimate test of organizational success is its ability to create values sufficient to compensate for the burdens imposed upon resources contributed. Bernard looks at workers, in particular librarians, in an organized endeavor, putting in time and efforts for personal economic and non- economic satisfaction. In this era of information professionals or librarians must be careful to meet their needs. Otherwise, they will discover they are losing their talented and creative professionals to other organizations who are ready and willing to meet their needs and demands. The following strategies can be used to motivate information professionals: Salary, wages and conditions of service: to use salaries as a motivator effectively, personal managers must consider 4 major components of a salary structure. These are the job rate, which relates to the importance the organization attaches to each job; payment which encourages workers or groups by rewarding them according to their performance; personal or special allowance, associated with factors such as scarcity of particular skills or certain categories of information professionals or librarians, or with long service; and fringe benefits such as holidays with pay pensions and so on. It is also important to ensure that the prevailing pay in other library or information establishments is taken into consideration in determining the pay structure of their organization. The researcher scrutinizes the motivation and welfare amenities for the study.
Bhatt L.J., (1962) 34, conducted three studies on Incentives, choice of work and advancement and it showed that of the nine possible Incentives, choice of work, advancements and co-workers were ranked first, second and third respectively. Wages ranked fourth while the fifth place saw a tie between benefits and conditions of work, and the supervisor. The researcher observes the Incentives, Choice of work and increments for further study.
Chiang and Jang, (2008) 35, studied motivation and work environment. He concluded that it seems that there is no known organization in which people do not usually feel there should be an improvement in the way departments communicate, cooperate, and collaborate. Information availability brings to bear a powerful peer pressure, where two or more people running together will run faster than when running alone or running without awareness of the pace of the other runners. By sharing information, subordinates compete with one another hence lifting each other’s self-confidence.
Chowdhary and Trivedi, (1953) 36 examined incentive schemes and conducted studies among textile workers in Ahmedabad. They employed a ‘group norm’ techniqueand provided information to the workers regarding breaks and damages as well as the quantity of work accomplished by the group within a time. Under these arrangements, the efficiency of weavers increased substantially and the rates of damages declined significantly. A similar trend was constantly noted in various mills. Thus, these studies conclusively showed how Experimental manipulation of social variables can be a powerful incentive for increasing efficiency. The researcher noted the incentive facility for further studies.
Eccles & Wigfield, (2002) 37, studied that Motivation that is intrinsic occurs when people participate in an activity when they truly find them enjoyable and interesting, whereas extrinsic motivation arises when individuals engage in activities where they anticipate receiving a reward or other incentives. The researcher considers the motivation and rewards for the study.
Employee empowerment and participation consist of the contribution of employees in management and decision making associated with policies, objectives and strategies of the organization. Empowerment results in motivating employees that leads to constant expansion and organizational growth. The researcher takes the employee engagement, empowerment and motivation for the study.
Employee level of motivation is also influenced by the quality of the working environment both its physical attributes and the degree to which it provides meaningful work. The researcher takes the motivation and works environment for further study.
Extrinsic motivation, on the other hand, refers to tangible rewards such as pay, fringe benefits, work environment, work conditions, and job security. Extrinsic motives cannot only be satisfied with the work itself. That means pleasure comes from something the task leads to, such as money. The researcher observes the rewards and motivation for further study.
First more provision of valued rewards to them, the second modification of their values towards the available rewards, third improvement of their perception of the behavior reward linkages, and fourth improvement of the reality of the behavior- reward linkage. The researcher noted motivation and rewards for the study.
Ganguli, (1957) 38, researched workers participation and conducted a study in an Indian railway workshop, employing nearly 12,000 workers. The results showed that the supervisors expected three things from his job: the adequate value of his suggestionsand recommendations regarding his workgroup. The researcher takes the workers participation in suggestions for the study.
Hodge B.J. and H.J. Johnson, (1970) 39, researched the motivation amongst the employees. He observes that motivation in organizational settings refers to the willingness of an individual to react to organizational requirements in the short run.
The greater the magnitude of the positive motivation of an individual towards the organization, the more is the likelihood that he will perform effectively in his position, even if it causes some amount of personal deprivation. The researcher considers the motivation and organizational goals for the study.
Hunjra, Chani, Aslam, Azam and Rehman, (2010) 40, studied the objectives of training and competency of the employees. He stated that these training and management programs aim to amend employee’s skills and organization potentialities. The researcher takes the training and the motivation for further study.
Irons and Buskist, (2008) 41, researched working conditions and motivation. He stated that that negative performance will be provoked by poor working conditions since employee’s jobs demand mentally and physical tranquility. Moreover, they warned that if working conditions are two extreme ends i.e. either too favorable or too extreme, this could be taken for granted or ignored by most employees. The researcher takes the working conditions and motivation for the study.
Mathis, R.L & Jackson, (2008) 42, argued on the training and the performance of the employee. He stated that this is the extent to which a particular job requires a variety of employee competencies to carry it out. For example, lower-skill selection exists when an assembly-line employee performs the same two tasks over and over again. The more skill involved, the more meaningful the work becomes for an employee. The researcher noted the training and the performance of the employee for further study.
Job enrichment is a job redesign technique that allows employees to have autonomy in how they perform their tasks, giving them more responsibility. As an alternative to job specialization, companies/organizations using job enrichment may experiencepositive outcomes such as increased motivation, reduced turnover, increasedproductivity, and reduced absences. This may be because employees who have the authority and responsibility for their work can be more efficient, eliminate unnecessarytasks, take shortcuts, and overall increase their performance. The researcher noted the motivation and the leadership for the study.
Khan, (2010) 43, studied the participation of employees and motivation and elaborated that Employee participation and empowerment not only direct to efficiency, effectiveness and innovation but they also boost employee fulfilment, work motivation and trust in the organization. John Baldoni in his book ‘Great motivation Secrets of Great Leaders’, has discussed that empowerment and recognition encourage and motivates people to work. He elaborates that empowerment grants people responsibility and the ability to act as it puts people in control of their destinies. Also, he wrote that it's fundamental to our humanity that everyone needs to be recognized about how and what work they have done and next time they do it more efficiently for the sake of more recognition. The researcher considers the participation and motivation of the employees for the study.
Kolasa B.J., (1970) 44, studied motivation and then explained that motivation is a concept like gravity or intelligence. One never sees any gravity or intelligence, one infers them. Thus, motivation is defined as a hypothetical process inferred from certain changes in responses taking place because of certain changes in the stimulus conditions. The researcher observes the motivation concept for the study.
Lai, (2011) 45, reported on the participation in management and the satisfaction and motivation of the employees. He stated that employee participation may enhance motivation and job satisfaction through power-sharing, and increased responsibility. Employee participation can provide individuals with an opportunity to make key managerial decisions that have an impact on other employees, thus increasing job satisfaction and performance. Herzberg’s two-factor theory suggests that intrinsic work factors such as responsibility held by employees and skills development may increase job satisfaction. Increased work responsibility may be related to many factors suggested in the two-factor model as recognition and interpersonal relationships have implications for an individual's identity.
Lunenburg and Ornstein, (2008) 46, studied the Task significance. Both stated that the Task significance is the extent to which an employee perceives the job he or she is performing as having a substantial impact on the lives of other people, whether those people are within or outside the organization. Most people work to earn a living, but also because of the other satisfactions that come with the job, such as doing something meaningful. The researcher takes the task significance and motivation for further study.
Mani, V, (2010) 47, argued the motivation and productivity of the employee. He stated that Empowerment directs faster decision of customer troubles for the reason that employees did not fritter away time referring customer objections to managers. Increased self-sufficiency enhances work productivity, amplifies employee’s wisdom of self-efficacy and their motivation to get upon and complete certain tasks. Managers should regard employees in decision-making procedures. The researcher noted the motivation and productivity of the employee for the study.
Matthew et al, (2009) 48, discussed that intrinsic motivation is the desire of anindividual to perform his/her work well, to achieve the satisfaction of intrinsic needs. In other words, an individual performs a task to achieve certain types of internal states,which he/she experiences as intrinsic motivation relates to psychological rewards suchas the recognition of a task completed. External rewards such as food, money, praise, and so on, are not the main reason for a person to engage in activities. Intrinsic motivescan be satisfied by the work itself. In other words, the task itself is the main source of motivation, since it provides interest, stimulation, challenges, and opportunities for personal growth and achievement to the individual. Intrinsically motivated behavior is the one that is determined by an individual's need for feeling competent and self- determining. On the one hand, a person will seek out challenges that allow him/her to behave in ways that provide him/her with a sense of competence and self-determination. The researcher noted motivation and the intrinsic factors for the study.
Mehmood, Irum, Ahmed and Sultana, (2012) 49, studied job appreciation and the relation to motivation. He stated that when the job performed by an employee is perceived to be important, this will increase motivation level. Work challenges let employees utilize their skills, knowledge and intelligence to deal with complexities involved in their job. There is a negative association between intelligence and motivation when complications in jobs are persistent because most of the jobs are not challenging or interesting, hence if the job doesn’t have the perceived element of interest it may bring demotivation among intelligent employees.
Minner, Ibrahim, and Watcher, (1995) 50, studied the psychology of motivation. He states that in a system sense, motivation consists of these three interacting and interdependent elements, i.e., needs, drives, and incentives. Managers and Management researchers have long believed that organizational goals are unattainable without the enduring commitment of members of the organizations. Motivation is a human psychological characteristic that contributes to a person’s degree of commitment. The author concludes that the factors that cause, channel, and sustain human behavior in a particular committed direction. The researcher considers the causes and motivation for the study.
Mudor and Tookson (2011) 51, studied motivation and productivity and noted that desire to achieve the set target is the motivation that makes most employees perform efficiently and be good at something within the organization as the employee realizes that his or her efforts are worth much more to the organization. The researcher observes the motivation and productivity of the study.
Narain Laxmi, (1971) 52, researched motivation and recognition and surveyed a sample of 1,213 managers working with public sector undertakings in India. Attemptswere made to evaluate eight areas of needs for measuring motivation and to analyze eight factors hampering job performance. Among the factors conducive to job performance, the feeling of worthwhile accomplishment was ranked the highest. It wasfollowed by recognition, the opportunity for personal growth and decision-making authority. The researcher scrutinizes the motivation and recognition for further study.
O'Connor and Yballe, (2007) 53, studied self-actualization and motivation and commented that it is only when someone reaches level five and achieves self- actualization are, they then able to extend themselves to the point where they not only seek to improve the well-being of their personal or professional groups, but also the well-being of their communities. In general, because self-actualizes are ‘guided by the understanding [they have] of their unique talents, preferences, values, and meaning’, they can make choices ‘in what to do and how to do it’. The researcher considers self- actualization and motivation for the study.
Peklar and Bostjancic, (2012) 54, examined motivation, personal goals and job satisfaction and commented on work motivation as the steering force behind whether or not an employee opts to promote or advance personal or professional interests.
Work motivation according to Peklar and Bostjancic (2012) “is the steering of human activity towards the desired objective utilizing motives generated internally in a person or his or her environment, based on his or her needs”. Regardless of intention, many employees will base their decisions or choices on their personal or professional need to either achieve a goal, promotion potential, job satisfaction, and or seek recognition for the work they do. The researcher considers the motivation, personal goals and satisfaction for further study.
Pepe, (2010) 55, focused on affective commitment, continuance commitment, and normative commitment are the three types of commitment levels all employees experience. Employees that experience affective commitment not only emotionally attach themselves to their organization, but they also identify with and become involved in the organization. Because effectively committed employees will identify with, involve themselves in and become emotionally attached to their organizations, they will consequently have strong outlooks that will enable them to continue working for the same employer, not because they have to, but because they want to Continuance commitment according to Pepe (2010) ‘refers to [an employee’s] awareness of the costs associated with leaving the organization’. While effective commitment employees stay with an employer because they want to, continuance commitment employees stay with the same employer because they need to, and normative commitment employees remain with the organization not because they need to or want to, but because they feel they ought to. The researcher observes the motivation and the commitment to further study.
Robbins S.P., (1996) 56, researched that the importance or the driving force of a category of needs is a function of an individual’s divergent characteristics, including educational, family and cultural backgrounds. A theory of motivation can have cross cultural validity if it either avoids the assumption that all people proceed through a specific sequential need hierarchy or refines the theory to identify factors that differentiate them into homogenous need hierarchy categories.
Rukhmani et al ( 2010) 57, focused on Rewards are management tools that hopefully contribute to the firm’s effectiveness by influencing individual or group behavior. All businesses use to pay, promotion, bonuses or other types of rewards to motivate and encourage high-level performances of employees. To use salaries as a motivator effectively, managers must consider salary structures which should include the importance organization attaches to each job, payment according to performance, personal or special allowances, fringe benefits, pensions etc. The researcher considers the reward system and motivation for further study.
Rukhmani, (2010) 58, studied Designation and the levels of motivation of the employees. He stated that Leadership is about influencing people to do things the right way. To achieve that you need people to follow and to have them trust you. And if you want them to trust you and do things for you and the organization, they need to be motivated. Theories imply that leaders and followers raise one another to higher levels of morality and motivation. Motivation is purely and simply a leadership behavior. It stems from wanting to do what is right for people as well as for the organization. Leadership and motivation are active processes in management.
Scott and T.R. Mitchell, (1972) 59, studied theories of motivation. Both classify theories of motivation into two categories: content theory and process theory. While the former deals with content, which motivates people, it’s very little about how the motivation is expressed. The latter theory interprets the underlying process of motivation. Content theories are called universalistic theory, whereas process theories are termed contingency theories. The researcher scrutinizes the motivation and its theories for the study.
Sisson K., (1996) 60, examined the efforts to improve the quality of working life . These efforts included the introduction of group work, quality circles, and job enrichment programmes. These soft forms of direct participation serve the interest of the employer by enhancing employee motivation and promoting flexible patterns of work. The researcher observes the motivation and job enrichment for further study.
Spyropoulos, (1997) 61, pointed out the Auto Europa practiced a ‘lean production’ strategy. The basic unit of this Greenfield site was a ‘self-directed work team’. This team refers to a group of employees responsible for getting work done and for managing themselves. The basic goals of the team concept were to ‘improve employees’ satisfaction, involvement and direct participation in continuous improvement of production and quality. The researcher considers the satisfaction, teamwork and motivation for the study.
Turkyilmaz et al, ( 2011) 62, studied occupational promotions and satisfaction. He stated that it is no surprise that the employees take promotion as the ultimate achievement in their career and when it is realized, he/she feels extremely satisfied. If an organization provides employees with the necessary factors for promotion such as facilities, ability and skills, then employees will be automatically motivated andsatisfied. Promotion and satisfaction have a direct relationship. The researcher scrutinizes the satisfaction and promotion of the study.
Turkyilmaz et al, (2011) 63, pointed on the Reward and recognition affects the level of motivation of the employees. He stated that the administration of organizations and institutions should build up the arrangement for giving that reward and recognition to enhance employee job satisfaction and motivational level. The researcher noted the reward and recognition affect the level of motivation for the study.
U. Pareek, (1997) 64, researched the socio-psychological needs and identified (based on a survey of psychological literature) a set of six socio-psychological motives (or needs) which are relevant for understanding human behavior at work and that motivesare achievement, influence, control, extension, dependence, affiliation. The researcher observes the six socio-psychological needs or motives for the further study.
Underwood B.J., (1949) 65, researched motivation and its concept. In his research article the author believed that when an individual is motivated, he possesses latent energy or drive, which is potentially available for an efficient effort. As the drive condition is initiated in a particular direction or towards a specific goal, it is called for a motive for behavior. This energy is in a passive form and remains as such until a channel is found to release and suitably direct it. The researcher noted the concept of motivation for further studies.
V.K. Krishnamurthy, (1985) 66, examined the motivational impact of organizational climate and work culture on productivity. As he points out, the failure to accomplish higher levels of productivity of Indian organizations. The researcher uses this for the challenges of productivity of employees.
Van and Adonisi, (2008) 67, studied effectiveness and motivation and that it has been claimed that motivated employees tend to have better mental and physical health and learn new job-related tasks more quickly. All these considered by practicing managers and organizational behavior researchers, would agree that employee motivation is important to an organization. Critics, however, point out this is a pure assumption because there is so much, we do not know about the positive effects of motivation. On the other hand, when employee motivation is low, there seem to be negative effects on the organization that have been documented. So, if only from the standpoint of viewing employee motivation as a minimum requirement or point of departure, it is of value to the organization’s overall health and effectiveness and is deserving of study and application in the field of organizational behavior. The researcher considers the motivation and the effectiveness in work for the study.
Whittaker, (2008) 68, examined job enrichment and motivation and discussed that there is some evidence that job enrichment may sometimes cause employees to be dissatisfied. The reason may be that employees who are given additional autonomy and responsibility may expect greater levels of pay or other types of compensation, and if this expectation is not met, they may feel frustrated. One more thing to remember is that job enrichment may not be suitable for all employees. Not all employees desire to have control over how they work, and if they do not have this desire, they may feel dissatisfied in an enriched job. Managers can stimulate motivation by giving relevant information and making it readily available to the employees. The researcher observes the job enrichment and motivation for the study.
Whittaker, (2008) 69, studied interpersonal relations and their effect on motivation. Furthermore, stated that when employees feel that management does not appreciate or acknowledge their efforts or work done, they may use poor working conditions as an excuse getting back at management.
Yaseen, (2013) 70, discussed the recognition and work experiences that affect the motivation of the employees. He stated that managers have to make work meaningful for their employees so that they can be motivated with their job and due to this, employees will show a positive response in the organization. Success, achievement and status are included in the meaningful work experiences. The researcher considers the recognition and motivation for the study.
Yazdani et al., (2011) 71, studied the work environment and motivation. He stated that a comfortable physical environment is correlated with employee motivation, the relationship is not merely as strong as the relationship between motivation and managerial behavior. The work environment plays an essential role since it influences employee motivation. Employees are concerned with a comfortable physical work environment that will ultimately provide an extra optimistic level of motivation. Lack of favorable working conditions, amongst other things, can affect badly on the employee's mental and physical well-being. The researcher noted the work environment and motivation for the study.
Yazdani et al., ( 2011) 72, studied promotions and motivation. He surveyed employee motivation is a procedure by which employees report their feelings towards their jobs and work environment. Individual responses are then combined and analyzed. Promotional opportunities affect employee motivation considerably. The desire for promotion is generally strong among employees as it involves a change in job content, pays, responsibility, independence and status among others. An average employee in a typical government organization can hope to get two or three promotions in his entire service, though chances of promotions are better in the private sector. The researcher observes motivation and promotions for the study.
2.2.3. EMPLOYEE PRODUCTIVITY
Many scholars argue that there exists a somewhat relationship between employee performance and employee welfare benefits and services.
Anderson, (2004) 73, discussed the absenteeism of the employees. He suggested that even though this correlation is rather moderate, the underlying assumption is that absence is at least in part, the result of dissatisfaction on the job. Absenteeism has long been considered a significant and pervasive problem in the industry. As a result, theories have been developed and numerous studies conducted to identify the causes of absenteeism. Probably one of the most common theories is the notion that absenteeism is caused by employees avoiding a painful or dissatisfying work situation. The researcher scrutinizes the absenteeism and work situation for the study.
Armstrong and Baron, (2006) 74, studied the welfare and the productivity of the employees. He stated that base the ethos of performance on the assumption that if the performance levels of individuals can be raised somehow, better organizational performance will follow as a direct result. The researcher noted the welfare and productivity of the study.
George and Jones, (2002) 75, studied the absenteeism and motivation relation. Both mentioned that many researchers have studied the relationship between absenteeism and motivation in an attempt to discover ways to reduce absenteeism. The researcher observes the absenteeism and motivation for the study.
Huczynski and Buchanan, (2007) 76, research on motivation and absenteeism. Both discussed that the contextual or citizenship performance includes behaviors that establish the organizational social and psychological context and help employees to perform their core technical or task activities may be times when openness is not the best option in a relationship. Various studies have attempted to examine the relationship between employee motivation and absenteeism. Absenteeism as the absence is commonly viewed as one of the means of withdrawal from stressful work situations. The researcher considers the motivation and absenteeism for the study.
Huczynski and Buchanan, (2007) 77 , studied productivity. He stated that contextual or citizenship performance includes behaviors that establish the organizational social
and psychological context and help employees to perform their core technical or task activities. The researchers considered productivity concepts for the study.
Hussin, (2011) 78, commented on motivation and performance. He also stated that well- motivated employees would influence the efficiency of the organization and couldlead to achieving the organization’s vision and goals. The researcher observes the motivation and performance of the study.
Luthans, (1995) 79, research has generally revealed a consistent inverse relationship between motivation and absenteeism, for instance when motivation is high,absenteeism tends to be low and when motivation is low, absenteeism tends to be high.The researcher considers motivation and absenteeism for the study.
Manju and Mishra, (2007) 80, studied welfare facilities and their impact on the workforce. Both stated that the Employee welfare activities in both developed and developing society have an impact not only on the workforce but also on the facets of human resources. The researcher observes welfare and its impact on the workforce for further study.
Manzini and Gwandure, (2011) 81, commented on the welfare facilities and the work conditions. Both argue that welfare services can be used to secure the labor force by providing proper human conditions of work and living through minimizing the hazardous effect on the life of the workers and their family members. The researcher considers welfare facilities and the work conditions for the study.
Manzini and Gwandure, (2011) 82, studied the welfare services and the efficiency of the employees. He stated that historically employee welfare services were meant to reduce absenteeism and time off due to illness. However, today they have taken a broader scope and they include almost all aspects that relate to an employee’s wellness and personal development in the workplace. Logically, the provision of welfare schemes is to create an efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work-life better and also to raise their standard of living. The researcher observes welfare services and the efficiency of the employees for the study.
Mazin, (2010) 83, argued on the performance aspects of the employees. He listed four different performance dimensions on which employees are measured: quality, quantity, dependability and job knowledge. The researcher scrutinizes the various aspects of productivity for further study.
McGuire and McDonnel, (2008) 84, studied the welfare facilities and the performance of the employees. He suggested that the welfare facilities aids in enhancing the self- confidence and intellectual level of an employee. The researcher observes the factors affecting productivity.
Mishra and Manju, (2007) 85, argued on the welfare services and the standard of living. Both stated that the Welfare services may be provided by supplementing the income of the workers by providing services such as housing, medical assistance, canteens and recreation facilities. Further, welfare facilities help in raising employees’standards of living. The researcher observes welfare services and the standard of livingfor the study.
Morwabe, (2009)[86], researched the work environment facilities of the employees. He argues that the work environment should comprise issues such as the working hours, employment policy, workers’ health and welfare, workplace design and the general conduct of workers at the workplace. The researcher observes the work environment facilities of the employees for further study.
Muhammad and Wajidi, (2013) 87, studied motivation and work performance. Both discussed that demotivation and dissatisfaction with wages, job security, fringe benefits, chances for promotion and treatment by supervisors are reasons, which make employees join unions. Another aspect is that job- dissatisfaction and lack of motivation can have an impact on the tendency to take action within the union, such as filing grievances or striking. The researcher takes motivation and work performance for the study.
Muhammad and Wajidi, (2013) 88, examined the motivation and productivity of the employees. Both stated that there are some conditions under which high productivity more clearly leads to motivation. One condition is that the employees perceive that intrinsic and extrinsic rewards are contingent upon their productivity. The second condition is that the extrinsic rewards (pay for example) be distributed equitably.
Inequitable distribution fails to convince the employees of the close correlations between hard work and rewards. The researcher considers the motivation and productivity of the study.
Obasan, (2011) 89, examined absenteeism and recognized that absenteeism may be caused by the employee's inability to come to work, motivation to attend work is assumed to be a major factor determining how often an employee is absent. To many in the world of work, absenteeism is one of those stubborn problems for which there is no clear culprit and no easy cure. The researcher scrutinizes the absenteeism and their causes for the study.
Obasan, (2011) 90, studied the attendance of the employees. He postulates that employers have the right to expect good attendance from their employees as employment is a contract between two consenting parties”. The researcher takes the attendance and the administration for the study.
Park, Mitsuhashi, Fey and Bjorkman, (2003)[91], examined the performance. He stated that an employee's performance is measured against the performance standards set by the organization. Performance is the achievement of specified tasks measured against predetermined or identified standards of accuracy, completeness, cost and speed. Desired performance can only be achieved efficiently and effectively, if an employee gets a sense of mutual gain of an organization as well as of himself, with theattainment of that defined target or goal. The researcher observes the performance andthe standards of the organization for the study.
Park, Mitsuhashi, Fey and Bjorkman, (2003) 92, studied productivity and the standards set by organizations. They stated that an employee's performance is measured against the performance standards set by the organization. Performance is the achievement of specified tasks measured against predetermined or identified standards of accuracy, completeness, cost and speed. The researcher takes the performance and the predefined standards of the organization for the study.
Priti, (2009) 93, examined the welfare activities and the efficiency of the employees. She argues that the role of welfare activities is to promote economic development by increasing efficiency and productivity with the underlying principle being making workers give their loyal services ungrudgingly in a genuine spirit of co-operation and
the general well-being of the employee. The researcher considers welfare services and the efficiency of the employees for the study.
Tessema and Soeters, (2006) 94, studied performance and work assignment. Both categorized employee performance into the task and contextual or citizenship performance behaviors. Task performance includes behaviors which an employee performs to accomplish tasks given to him by his supervisor or behaviors associated with core technical activities of the organization. The researcher takes the performance and the work assignment for the study.
Tessema and Soeters, (2006) 95, studied productivity and participation. Both stated that the desired performance can only be achieved efficiently and effectively, if the employee gets a sense of mutual gain of an organization as well as of himself, with the attainment of that defined target or goal. Efficiency and effectiveness are ingredients of performance apart from competitiveness and productivity and training is a way of increasing an individual's performance. The researcher observes productivity and participation in further study.
Torjman, (2004) 96, commented on welfare and productivity. He demonstrated that welfare facilities and recreation account for healthy individuals besides encashing among their happiness and emotional quotient. The researcher notes welfare and productivity for the study. Turnover is a process in which employees leave the organization and have to be replaced. Like absenteeism, turnover is related to employee motivation. Turnover occurs when employees leave an organization and have to be replaced. Excessive turnover can be a very costly problem, one with a major impact on productivity. The researcher considers turnover and motivation for the study.
Van and Adonisi, (2008) 97, studied employee turnover. Both discussed that some employees cannot imagine themselves working elsewhere, however, demotivated they are in their present job. Availability of other places of employment also influences turnover. The researcher notes turnover and motivation for the study.
Van and Adonisi, (2008) 98, commented on the job stress and effect on employees. Both noted that Job stress is the body’s response to any job-related factor that threatensto disturb the person’s equilibrium. In the process of experiencing stress, the employee's inner state changes thus prolonged stress can cause the employee serious ailments such as heart disease, ulcer, blurred vision, lower back pain, dermatitis, and muscle aches. Persistent job-dissatisfaction is a powerful source of job stress. The employee may see no satisfactory short-term solution to evading this type of stress. The researcher observes job stress and performance for the study.
Vlosky and Aguilar, (2009) 99, studied the absenteeism of the employees. Both noted that absenteeism can be very costly to organizations and enormous savings can be realized through effective management of nonattendance at work. Besides the cost implications, absenteeism is influenced by dozens of interrelated factors which make it even more difficult to ‘quantify, qualify or rectify’. One of these factors which have been cited by different researchers is an employee’s level of job motivation in the workplace. In conjunction with this. The researcher notes absenteeism and motivation for the study.
Vlosky and Aguilar, (2009) 100, examined motivation and absenteeism. Both stated that the early motivation research has emphasized the underlying assumption that lackof employee motivation represents the primary cause of absenteeism. The researcher scrutinizes absenteeism and motivation for the study.
Westover, (2010) 101, noted employee motivation and turnover. He suggested that an employee trapped in a demotivating job may withdraw by such means as high absenteeism and tardiness, or the employee may quit.
Westover, (2010) 102, studied motivation and productivity. He suggested that motivation and productivity may be well largely separate casual paths: one set of factors (e.g. investment in technology) determines productivity and another set (e.g. perceived equity of rewards) produces job-satisfaction. The researcher observes motivation and productivity for the study.
Westover, (2010) 103, argued the motivation and the turnover of the employees. He stated that the cost is not the only reason turnover is important. Lengthy training times, interrupted schedules, additional overtime, mistakes and not having knowledgeable employees in place are some of the frustrations associated with excessive turnover. High employee turnover is of considerable concern for employers because it disrupts normal operations, causes morale problems for those stuck on, and increases the cost involved in selecting and training replacements. The employer does whatever possible to minimize turnover by making employees feel motivated in their jobs. The withdrawal behavior of employees is modified by certain factors. Loyalty to the organization is one such. The researcher scrutinizes turnover and motivation for the study.
2.3. CHAPTER SUMMARY AND GAP ANALYSIS
This chapter has presented a review of pertinent literature of employee motivation in organizations and welfare amenities playing key roles in the motivation of employees. Even Motivation affects the level of performance of the employee. Arising from this review, various researched theories have been presented. It is therefore important for this research to provide empirical evidence of these theories. Research in this area will provide more knowledge on the extent to which these theories are relatable to Indian organizations. From these reviews, it is found that the previous research was done on welfare, motivation and productivity separately. No research is done simultaneously on these three factors. Also, no one has examined the designations of the employees with welfare, motivation and productivity simultaneously. So, the researcher can consider these factors for further research.
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CHAPTER III CONCEPTUAL FRAMEWORK
3.1. INTRODUCTION: LABOUR WELFARE
The theory and perception of ‘Labour welfare’ are dynamic, resilient and changes only with times, regions, country, industry, social values, the extent of industrialization, the wide-ranging socio-economic development of population and political ideologies established at meticulous moments.
Labour welfare is an inclusive and comprehensive term with diverse benefits and facilitates given to labourers by employers. The amenities for labour welfare are in addition to normal remuneration and rewards available for employees as per the company policies and legal provisions. Labour welfare is a process of improving the health, safety, general well-being and the development of skills and efficiency of the workers than the minimum set standards. Labour Welfare measures can also be extended by the government, trade unions and non-government agencies in addition to the management or employer.
Committee on Labour Welfare (1969)[1] defined the phrase labour welfare as, “Such facilities and amenities as adequate canteens, rest and recreation facilities, sanitary and medical facilities arrangements for travel to and from and for the accommodation of workers employed at a distance from their homes, and such other services, amenities and facilities including social security measures as contributing to conditions under which workers are employed.”
The second report of the International Labour Organization (ILO) defines labour welfare as, Such services and amenities which may be established in or in the vicinity of undertakings to enable the persons employed in them to perform their work in healthy, congenial surroundings and such amenities conducive to good health, and high morale. The importance of welfare measures as a developmental instrument was well accepted as early as 1931 when the Royal Commission on labour recognised it. The significance is of enormous significance to the highly insecure labour. The programmes on Labour welfare can be considered as a wise investment mainly because they will bring an advantageous return in the form of greater efficiency and productivity. The main features of Labour welfare may be observed as the activity which is generally undertaken within the boundary or vicinity of the industrial unit for the benefit and wellbeing of the labour and their family.
Another definition of labour welfare states that anything is done for the comfort and improvement, intellectual and social of the employees over and above the wages paid, which is not a necessity of the industry.
Labour welfare is also defined as anything done for the intellectual, physical, moral and economic betterment of the workers, whether by employers, by government or by other agencies over and above what is laid down by law or what is normally expected as part of the contractual benefits for which the workers may have bargained . Another definition on labour welfare defines it as that cover all the efforts which employers make for the benefit of their employees over and above the minimum standard of working conditions fixed by the factories act and over and above the provision of social legislation providing against accident, old age, unemployment and sickness. Another definition on labour welfare states that such services, facilities and amenities as adequate canteens, rest and recreation facilities, sanitary and medical facilities, arrangements for travel to and from work and for the accommodation of the workers employed at a distance from their security measures, as contribute to an improvement in the conditions under which workers are employed.
Thus these definitions enable us to understand as one in which much can be done to combat the sense of frustration of the industrial workers, to relieve them of personal and family worries, to improve their health, to afford them means of self-expression, to offer them some sphere in which they can excel others and help them to a wider conception of life.
3.2. OBJECTIVES OF LABOUR WELFARE
The objectives of labour welfare have gradually transformed over the last few decades. From the primitive policing theoretical approach and placating philosophy of labour welfare, it progressively moved to the period of paternalism with philanthropic based objectives. There has been an attempt made by some organization to give a humanitarian perception to their labour welfare programmes. The recent approach towards labour welfare, however, has been aimed at increasing the productivity and efficiency of workers. Gradually labour welfare has developed as a comprehensive concept concerned with the humanitarian approach embracing mental, physical, psychological, social and spiritual aspects of the employees' well- being (Sarma, 1996)[2]. The objectives of welfare activities can be observed as purely humanitarian to facilitate workers to lead richer life - partially economic to improve the productivity of the workers, and partly civic - to develop a sense of responsibility and dignity for organisation, society and country which leads to the development of worthy citizens of the nation.
The main goal of provision for welfare services for some employers is to enhance their image to create an environment of goodwill between labour and organisation and also between the organisation and the public. Employers provide welfare facilities to workers to fulfil their needs and aspirations, so they can experience job satisfaction.
3.3. PRINCIPLES OF LABOUR WELFARE
Principle of Adequacy of Wages – labour welfare measures cannot be a substitute for wages, workers have a right to adequate wages, but high rates of wages alone cannot create a healthy environment nor would bring in commitment on the part of the workers. A combination of social welfare, emotional welfare and economic welfare together would achieve good results.
Principle of Social Responsibility – according to this principle, the industry has an obligation towards its employees to look after their welfare and this is also backed by the constitution of India in its directive principles of the state policy.
Principles of Efficiency – plays an important role in welfare services and is based on the relationship between welfare and efficiency, though it is difficult to measure this relationship. Whether one accepts the social responsibility of industry or not, the employer quite often accepts the responsibility for increasing such labour measures as would increase efficiency. For e.g. Diet planning in canteens.
Principle of Re-personalisation – the development of human personality is found to be the goal of industrial welfare and this principle should counteract the baneful effects of the industrial system. Therefore, it is necessary to implement labour welfare services, both inside and outside the factory.
Principle of Totality of Welfare – emphasizes that the concept of labour welfare must spread throughout the hierarchy of an Organisation and employees at all levels must accept this total concept of labour welfare without which the labour welfare wouldnot be implemented.
Principle of Coordination – is a concept of co-ordinated approach that will promote the healthy development of the worker in his work, home and community. This is essential for the sake of harmony and continuity in labour welfare services.
Principle of Democratic Values – cooperation of the worker is the basis of this principle and thus consultation and the agreement of the workers in the formulation and implementation of the labour welfare services are very necessary for their success. Moreover, workers allowed to participate in planning these programmes get keenly interested in their proper implementation. This principle is based on the assumption that the worker is a mature and rational individual and industrial democracy is the driving force here and workers also develop a sense of pride when they are made to feel that labour welfare programmes are created by them and for them.
Principles of Responsibility – recognises the fact that both employers and workers are responsible for labour welfare. Trade unions too are healthily involved in these programmes, for basically labour welfare belongs to the domain of the trade union activity. Further, when responsibility is shared by different groups, labour welfare work becomes simpler and easier. Accordingly, various committees are elected or nominated and various powers and responsibilities in the welfare field are delegated to them. For Eg. the Safety committee, the canteen supervision committee etc.
The principle of Accountability – is also known as the principle of evaluation. Here one responsible person gives an assessment or evaluation of existing welfare services on a periodical basis to a higher authority. In this criteria, one judge the success of labour welfare programmes.
Principle of Timeliness – The timeliness of any service helps in its success. To identify the labour problem and to discover what kind of help is necessary to solve it and when to provide this help are all very necessary in planning labour welfare programmes.
The principle of Self Help – is the facts that labour welfare must aim at helping workers to help themselves in the long run. This helps them to become more responsible and more efficient.
3.4. IMPORTANCE OF LABOUR WELFARE
Labour welfare is an important facet of industrial relations, which gives satisfaction to the workers in a way, which even a good wage cannot. Labour welfare plays a vital role in any industrial society. According to Madhumathi and Desai (2003)[3] welfare does not mean amenities but the right atmosphere where the worker can breathe an air of growth and development and think constructively to understand the play and interplay of his subconscious instructs and conscious emotions.
The lot of the workers is the mirror of the prosperity of a country. If an industrial worker is sick, the industrial unit will be sick. To neglect the labour class is to neglect productivity because ultimately the country's welfare lies in their welfare. In India labour welfare measures become all the more important because of the reasons like a low level of wages, irregular working hours, the inability of trade unions to undertake welfare work, to build up a stable labour force, to create a committed labour force, for creating a genuine welfare state, to create good psychological feelings and to create good moral habits (Khan and Ahmed, 1981)[4].
According to the Labour Investigation Committee (1946), there are three main benefits of labour welfare activities:
- Housing, canteens, sickness and maternity benefits, provident fund, gratuity, pensions etc make the workers feel that they have a stake in the industry as much as anyone else has.
- Educational facilities, sports, entertainment, and other co-curricular activities make the workers feel that the employer is interested in their day-to-day life and therefore, their tendency to grouse and grumble will gradually disappear.
Provision of labour welfare measures to the workers and other employees has received much important to maintain good industrial relations. Welfare facilities influence the workers' motivation and they feel that the employer and the government are interested in their welfare and happiness and their tendency to complain steadily disappears. Consequently, industrial peace will emerge, the efficiency of workers will increase and ultimately higher productivity will be achieved.
Since an industrial organization is rigid and impersonal, the goal of welfare in the industry is the enrichment and growth of human personality. The labour welfare movement seeks to bring cheer, comfort, and warmth in the human relationship by treating a man as an individual, with distinct needs and aspirations. Social and cultural programmes, recreation and other measures designed after taking into consideration the worker's interests go a long way in counteracting the effects of monotony, boredom, and cheerlessness (John, 1998)[5] .
The necessity and importance of welfare work in India are greater than in the West. The need and the importance of welfare amenities in India, which are designed to bringabout an all-round improvement in workers' standard of living, cannot be overemphasized. In India, welfare work will undoubtedly raise the standard andefficiency of workers in various industries. It will be in the interest of the employers torecognize the importance of labour welfare facilities; the gains accruing from them andto realize that the amount spent by them on these activities will be a valuable investment, which will ultimately increase their profits. If the labouring working classis satisfied and is allowed to live a comfortable life it will go a long way in promoting efficiency in industrial activity and will assist the overall progress of the economy (Railkar, 1990)[6]. But the working class is unfortunately neglected and exploited at least in the early stages of industrial development. Therefore, it becomes necessary to workout conditions favourable to promote the welfare of the workers. It is equally important to take timely and effective steps to provide such conditions to create a more and more comfortable atmosphere for the industrial workers of the country.
Provision of adequate amenities to this class of people, so that they may feel content and happy, and may be able to put their heart and soul for increased production, is of utmost importance.
The social and economic aspects of the life of a worker have a direct influence on the social and economic development of the nation. There is every need to take extra care of the worker by providing statutory and non — statutory facilities to them. Another argument in favour of employee welfare is that the facilities help motivate and retain employees. A further argument supporting welfare is that the reputation for showing concern helps improve the image of the company as a good employer and thus assists in recruitment. Welfare may add to the general feeling of satisfaction with the company and cut down labour turnover (Armstrong 1988)[7] .
To achieve the goal of large-scale industrialization, a happy and contented working force is essential, on which the edifice of industrial progress is based. Workers hold key positions in society, because their devotion to duty and toil determine, to a large scale, the material progress of a country. Therefore, in our country, where workers have so far regarded industrial employment as a ‘necessary evil’ and try to escape from it at their earliest convenience, welfare measures have become a necessity to build up a stable and efficient working force. It is wrong to condemn the Indian industrial workers as lazy and inefficient, but improvement in their conditions of life is to be brought about by the concerned factories (Mustafa, 1990)[8]. The very logic behind providing welfare schemes is to create an efficient, healthy, loyal and satisfied labour force for the organization. The purpose of providing such facilities is to make their work-life better and also to raise their standard of living.
To conclude, in today's competitive world, labour welfare has come to be known as the Internal social responsibility of the organization. Employers have realized the importance of retaining an efficient and highly productive labour force. They have also come to accept that the provision of labour welfare facilities to workers enables them to have a better life, maintain goodwill, meet their hopes and aspirations, and reduce frustrations (Rao, 2005)[9]. Welfare activities raise the morale of employees, reduce risk and insecurity, eliminate turnover and absenteeism, and increase production and productivity. Thus, improving the quality of working life by providing labour welfare facilities would go a long way in achieving the goals of the organization.
3.5. APPROACHES TO LABOUR WELFARE
All the stakeholders involved in the establishment of labour welfare measures are led by mutual interest based on different approaches. The study of these approaches is desirable for the government, employers, the workers and the general reader. Insight and knowledge of these approaches of labour welfare enable the employers and the workers to have a better perspective on welfare measures. Moreover, several approaches to labour welfare reflect the outlooks and principles of the agencies, which are engaged in establishment welfare activities. These different approaches also reflect the evolution of the concept of labour welfare.
3.5.1. Paternalistic Approach
The Paternalistic Approach towards labour for their welfare can be drawn from the beginning of the modern industrial system where management and ownership used to be very much the same. Owners of the firm do have first-hand experience and information on the living and working conditions of the workers in industrial premises. This approach talks about the employer’s sense of responsibility and morality for the well-being of persons employed by them as workers. This approach assumes that the workers belong to an inferior social category, always in need of help and charity. This assumption reflects the nature and motives of labour welfare services. These services are formulated and imposed from a higher level of authority (with the assumption that managers being wiser and knowledgeable than workers) and these activities reflect the attitudinal perception of employers that they have done so much for workers, now the labour class should be loyal to the employers. This particular approach may work in the initial stages of the industrial revolution where the workers come from the interiors of the state. But with the time changes in the attitudes of the public in general and industrial workers in particular, will protest as welfare measures cannot be accepted asa charity.
3.5.2. Atomistic Approach
This approach says that every individual should be left as free as he can attain his own best interest if they are left free. Therefore, it was opposed by the state as welfare promoting activities are undertaken by the government or any social or public agency contradict with this approach. This approach emphasizes that the scope of labour welfare activities should be as small as possible. This hypothesis is based on the following important principles:
- Society in its natural environment is composed of individuals. They are a highly unorganized and uncoordinated group. Under such an environment every individual is self-centred and motivated by self-interest.
- That kind of person will always act in a calculated manner. A person is always looking for a secure life. This kind of person is most engaged and motivated by the activities of self-interest. Therefore, he will act in a manner that leads to the maximization of his self-interest.
- Every person is supposed to act throughout life which will promote his self- interest. He is always trying to achieve the goal to the best of his ability.
- The Atomistic approach was established on the independence, individualistic and rationality concept of the early 19th century. This approach did draw strong criticism in the 19th century mainly due to extreme atomistic views thathave almost disappeared now. This approach led to the perception that there isa need for an increasingly more liberal and progressive view of welfare activities for labour.
3.5.3. Mechanistic Approach
Since the beginning of the 20th-century labour welfare measures and labour relations have moved and adopted a more sympathetic approach. Working towards the increase in the efficiency of labour has been taken as a matter of fundamental significance. It is evident that if labour administration in the state needs to be scientifically managed which can significantly improve the scope for the efficiency of labour. Such an approach of scientific management of labour welfare measures and the industry establishment leads to the development of the mechanical approach. This approach assumes worker as labour performed as some 'mechanical units' in as 'man days', 'hours of work', `man hours. Its emphasis is on the scientific mean of production with an increase in the efficiency of workers. Such kind of approach is generally preferred by employers and management for consistent and higher production. However, it is intensely protested by the trade union institutions in the industrial establishment. Scientific management and mechanistic approach is based on the theory of `stimulus and response' relationship and 'carrot and stick' method that it advocates less for the employee (International Trade Union Confederation, 2007). The mechanistic approach takes welfare services like social security measures, economic justice, health services and hygienic workplace are not necessary for the overall development of the workers. Therefore, this approach takes a highly restrictive methodology for the introduction of Labour welfare activities.
3.5.4. Humanistic Approach
The Humanistic approach was advocated by Australian sociologist Elton Mayo. He finds that the most important thing is to treat labour as a human element of production. Therefore, it became necessary to take a new, modern and sympathetic view of labour welfare measures. The humanistic approach comprises of human values and relationships, which was missing in the other approaches of labour welfare. The human factor was absent in the management of the industrial units and Mayo found the significance of informal relations among groups of workers and stressed relief for man. This approach considers attitudes, human personality and feelings of workers while introducing labour welfare. Therefore, it is evident that the humanistic approach to labour, welfare takes a progressive view about labour welfare.
3.6. THEORIES AND MODELS OF LABOUR WELFARE
There are various theoretical explanations advocated which may encourage Employersto introduce different labour welfare activities. The following are the theories and model on labour welfare:
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Figure 3.1: Theories and models of Labour Welfare (Author’s own work)
3.6.1. Religious Theory
The Religion theory constitutes element such as investment and atonement for the welfare of workers. The concept of investment says that the benefit of today's work will be reaped tomorrow. It is also widely believed that because of this belief many companies provide facilities such as canteens and crèches to the workers. Atonement says that the existing disabilities of an individual are mainly due to sins committed by him earlier part of life. Therefore, the employers provide benefits and facilities to worker compensate for the sins. Welfare activities are considered to be an effort to appeal to the religious values of the owner of the firm by suggesting that the welfare act can purify him from his sinful activities of exploitation and profit-making. Religious theory demands sharing progress and profit partly with your fellow workers and it says that even God will not forgive too much self-centred and acquisitive act. Therefore, sharing wealth and acting for the welfare of the working class is part of the religious duty of every employer.
3.6.2. Philanthropic Theory
The philanthropic theory says that a philanthropist loves mankind and work towards that. According to philanthropic theory, the companies provide good quality working conditions, facilities such as crèches, restroom and canteens etc. to show kindness to improve the working condition for workers. The philanthropic theory is very common as social welfare measure rather than in industrial establishment. This theory is closely related to religious theory’s principle of charity. This theory further emphasis that every member of the industrial system should have harmonious relations with the rest of the stakeholders. It is the duty and responsibility of wealthy people to help the underprivileged. Mutual harmony and brotherly relations within society are important to promote a peaceful and cooperative environment.
3.6.3. Paternalistic Theory
The paternalistic theory assumes that labour is not being able to look after them. Therefore, the employer provides various benefits and facilities for their well-being. As they establish an enterprise in trust for the benefit of the employees, this theory is also called trusteeship theory. It takes a paternalistic approach towards the industrial production system and proprietorship of resources. According to this theory, the owner is not only a trustee but also looks after the productive activities. The owner must share the wealth and use it wisely for the larger interest of workers who equally contributed to the production of wealth. Thus the owner is like a big brother or elderly member and in charge of the family for the overall welfare of all the workers. Mahatma Gandhi was a strong supporter of the trusteeship theory for labour welfare measures.
3.6.4. Policing Theory
According to this theory, welfare is a legal or statutory responsibility of the employer. Under this theory, every employer is compelled to make available minimum comforts to the working class such as minimum rate of wages, minimum safety, and security provisions, promote the payment of wages and other benefits. According to this theory, employers exploit workers with unjust and unfair tactics. Government to take the role of policeman and enforces measures in the industrial unit or factory or plant for requisite welfare services and provisions for punishment in case of non-compliance. This concept of legislation and its enforcement for compliance is known as the policingtheory of labour welfare.
3.6.5. Placating Theory
Placating theory implies that appeasement pays when the labour is organized and is militant. Peace can be brought and maintained by various kinds of welfare measures. According to this theory, management endorses welfare measures not as charity, but as a rewarding effort on the part of the worker (Kohli and Sharma, 1997)[10]. It is the right of the labour class to organize itself into association or unions, to plan protest activities and force the management to provide more welfare facilities to the workers. Therefore, it is evident that the stronger the labour class, the greater the welfare services to be conceded for welfare provisions. The industry and employers are worried not by the legislation framed by the State, but by the labour union which compels management to placate or satisfy the workers' needs.
3.6.6. Efficiency/Functional Theory
The functional theory implies by saying that the facilities and benefits are being provided to the worker to make them more efficient and productive. According to functional theory, welfare measures to be provided on the grounds of efficiency and productivity. There is an effort going on to correlate labour welfare facilities and resultant increases in the efficiency of the workers. It is debated that introduction of welfare promoting activities do pay rich dividends in terms of higher productivity. Therefore, the theory applies a commercial approach towards labour welfare activities to make them more economically viable.
3.6.7. Public Relations Theory
According to Public Relations theory, welfare facilities are provided to create goodwill and to generate a good image on the minds of workers and society. In other words, Public Relations theory says that welfare activities are meant to create a good impression on the workers and the public. Good working conditions such as clean and safe premises, decent canteen, crèche and other amenities, create a pacifying impression on the labour class and the public.
3.6.8. Social Theory
The social theory implies that an industrial establishment is morally bound to providea decent working condition for the employees in addition to improve the environment and condition of society. The social responsibility of an industrial establishment has been acknowledged as of great significance at present. This theory implies that an industrial establishment is ethically bound to provide decent conditions for a society in addition to enhancing the conditions of its workers. Labour welfare should progressively develop into social welfare. It is evident with theoretical explanations on labour welfare practices and their evolution over the years, that none of the single theory can explain the dynamic nature and variety of welfare measures that can be provided to the working class for their development and decent living. Therefore, the objective and spirit of all these theories and model are to provide maximum welfare facilities to the workers to maintain and increase industrial productivity by enhancing labour productivity. Overall most labour welfare programmes in modern times can be said to be a product of a combined effect of various theoretical reflections.
3.7. SCOPE OF LABOUR WELFARE
Labour welfare and its scope for society are very broad. The scope of welfare measures invites a comprehensive study that has been appropriately considered in the year 1946 by the Labour Investigation Committee, Government of India. The Labour Investigation Committee has stated on the scope of welfare measures ‘For our part, we prefer to include welfare activities as anything done for the physical, intellectual, moral and socio-economic improvement of the workers, whether by government, by an employer, or by other agencies, over and above what is laid down by law or what is normally expected as part of contractual benefits for which the workers may have bargained’. Thus, this definition suggests that labour welfare benefits should include facilities such as housing, health and education, nutrition (including the provision of canteens), restroom and recreation, day nurseries and crèches, a facility for sanitary, accommodation, cooperative societies, holidays with pay, insurance measures including sickness and maternity benefits programme, provident funds, gratuities, pensions, and so on.
The scope of labour welfare can be understood in diverse means, in diverse countries, depending upon the various stages of economic development, political environment and social philosophy.
3.8. LABOUR WELFARE IN INDIA
3.8.1. Pre – Independence
The origin of labour welfare activity in India goes back to 1837, following the abolition of slavery in the year 1833 and British colonies started importing Indian labour. Then the labour welfare activity was mainly controlled by legislation and the earliest act in this regard was the Apprentices Act of 1850 that was passed to protect the orphaned children to learn various trades with the help of experienced craftsmen. The next act was the Fatal Accidents Act of 1853 aimed at providing compensation tothe families of workmen who lost their lives as a result of any actionable wrong at the workplace. This act was followed by the Merchant shipping act of 1859, which intendedto regulate the employment of seamen and provided for their health, accommodation and protection.
The review of all these early enactments shows that they were drawn up with specific objectives and that they do not indicate any planned policy or approach to labour welfare. Thus, they were only attempting to regulate employment rather than improve their working conditions of labour.
22 years elapsed after the shipping act before the first Indian factories were passed in 1881, which marked the beginning of a series of labour laws that brought improvements in the working conditions of labour. The conditions of the labour that worked in the textile mills in Bombay from 1870 onwards were the immediate cause for this act to be enacted.
Some of the conditions of the workers during those time were, children below the age of 08 years were employed, the hours of work was between sunrise to sunset, there were no fixed holidays and under all normal conditions the mills were working for not less than 320 days in a year and the conditions inside the working area were not fit for humans to work and the levels of safety was inadequate.
Thus, the Indian Factories Act of 1881 was made applicable to all the factories using mechanical power employing not less than 100 persons and working more than 04 months in a year. Further, the following is highlighted in the act.
Children below the age of 07 could not be employed, while those between the age of 07 and 12 did not work for more than 09 hours a day. They were also to get 04 holidays every month. The state was empowered to appoint factory inspectors to oversee the functions of the factories.
Dangerous machinery was to be properly fenced and every accident needs to be reported to the factory inspector.
Following the international conference on labour in Berlin, and on the advice of the special commission on labour, the following amendments were made in the year 1891 to the factories act of 1881.
It applied to all the factories employing 50 persons or more and could be extended to those who have 20 workers.
A mid-day break for half an hour was made compulsory A weekly off day was prescribed. Women were allowed to work for a maximum of 11 hours with a break for 1 and a half hours. The lower age limit for the worker was raised from 09 years to 14 years and was not allowed to work for more than 07 hours a day.
Local governing bodies were empowered to make rules regarding sanitation and other amenities for workers. Provisions were made for inspection and penalties for breach of any provision of the Factory Act.
This act could also not come of certain drawbacks like:
It did not apply for those factories that did not work for more than 120 days a year Safety provisions in the act were also found to be inadequate and legally the manager of the factory was not an occupier and could not, therefore, be punished for breach of the provisions of the act.
During these periods’ various voluntary actions in the fields of labour welfare also made considerable progress. Group efforts came to the forefront. The amalgamated society of railway servants of India and Burma, formed in the year 1897 started severalfriendly benefit schemes, the printer’s union in Calcutta and the postal union in Bombaywere respectively organised in 1905 and 1907. They introduced mutual insurance schemes, night schools, educational stipends and funeral allowance. In the year 1910, the Kamgar Hitwardhak Sabha was established to help workers in a variety of ways andthe most important being the labour welfare functions.
3.8.2. After Independence
The labour welfare movement acquired new dimensions. For the requirement of massive investments in the industry during this period, it was felt necessary that labour welfare played a positive role in increasing productivity and reducing industrial tensions. The state too seriously took its social responsibility to the weaker and working sections of the population. Thus, the factories act of 1948 was enacted that replaced all previous legislation.
3.8.3. Factories Act of 1948.
The factories act of 1948 is a milestone in the factory legislation and the mainprovisions of the act are as follows.
Provisions regarding safety guarding machines, health and cleanliness, drinking water, washing and latrine facilities, lunchrooms and restrooms, sitting arrangements, first and dispensary facilities in all the factories employing more than 500 workmen, crèches were more than 50 women workers are employed, welfare officer where more than 500 workmen are employed, provisions for spittoons, holidays with wages at the rate of one day for every 20 days worked, weekly hours like 48 hours for adults and 27 hours for younger persons, rate of payment for overtime work, rest for half an hour after maximum 05 hours of work and weekly holiday.
The act provided for the development of the Labour welfare movement in two streams. One movement through voluntary effort to develop programmes to minimize hardship and the other an agitation movement for better legislation. Thus, the government is playing a triple role of legislator, administrator and promoter.
The Indian constitution makes a specific mention of duties the state owes to labour apart from the factories act of 1948. The government of India also passed the welfare act known as the employees' state insurance act, which provides for benefits to workersin case of sickness, maternity, employment injury, hospitalization etc.
3.9. WELFARE PRACTICES IN INDIA
Many welfare amenities described in the main report of the labour investigation committee have become a part of the statutory obligations. The different welfare amenities are under the various heading as follows.
3.9.1. Statutory Welfare Schemes
The statutory welfare schemes include the following provisions:
Drinking-Water (Sec 18): At all working places, safe hygienic drinking water should be provided. Also, during summer, cool water facilities are to be maintained.
Facilities for sitting (Sec 44): In every organization, especially within factories, suitable seating arrangements are to be made available without disturbing the work progress. It helps labours to reduce their physical toil and to regain energy.
First aid appliances (Sec 45): First aid appliances are to be maintained and should be readily accessible so that in case of any minor accident, initial medication can be provided to the needed employee, while in the event of a major injury it helps to avoid excessive blood loss.
Ambulance room (Sec 45.4): Specified number of beds with ward attendees, staff nurses and duty doctors’ inadequate number to be available at all shifts of the industry. Even the storage of drugs, ointments and sprits etc to be maintained and updated.
Latrines and Urinals (Sec 19): Sufficient number of latrines and urinals are to be constructed in the office and factory premises and are to be maintained in clean and hygienic condition with tiled floor and walls. Adequate water should be made available in toilets and urinals.
Canteen (Sec 46): Cafeteria or canteens are to be maintained by the employer to render hygienic and nutritious food to the employees. Stipulated quantity of rice, dhal,and vegetables at a subsidized price to be supplied to workers at a reasonable time during shifts.
Spittoons (Sec 20): In every workplace, such as production sites, warehouses, store yards, dock area and office premises, spittoons are to be placed at convenient places and to be cleaned with disinfectant regularly. Their locations are to be indicated with symbols or in local language for easy recognition.
Lighting (Sec 17): Proper and sufficient lights are to be maintained throughout the factory premises and particularly in the work spot so that employees can work safely during night shifts.
Ventilation (Sec 13): Free flow of fresh air is mandatory for the labours working in a covered area. This makes them breathe freely and normally, thus prevent the spreading of germs. Fresh air makes workers feel energetic and vibrant to concentrate on the assigned work.
Washing places (Sec 42 and 43): Adequate washing places such as a bathroom, washbasin with tap and tap on the standpipe are provided in the selected area in the vicinity of the workplaces. Washing of uniforms and taking bath along with drying of dress are done without difficulties.
Changing rooms (Sec 47): Changing rooms in good number are to be created for workers to change their cloth in the factory area and office premises. Adequate lockers to store clothes and belongings are also provided for their convenience.
Restrooms (Sec 47.2): Enough number of restrooms with water supply, washbasin, toilet, and bathroom, etc are provided as per workers’ need during and after the working hours.
3.9.2. Non-Statutory Schemes
In addition to the welfare facilities in the factory premises, workers are also provided certain benefits and facilities outside the factory. These non-mandatory welfare schemes include the following schemes:
Personal Health Care (Regular medical check-ups) : Some companies provide a facility for an extensive health check-up. As it is a regular checkup, it involves a full checkup from head to toe. This medical checkup is also extended to the dependents of the employees.
Flexi-time: The main objective of the flextime policy is to provide an opportunity for employees to work with flexible working schedules. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs.
Employee Assistance Programs: Various assistant programs are arranged like external counselling service so that employees or their family members can get counselling on various matters such as psychological, personal, family, sexual, financial and social relations etc. This programme helps them to reduce stress and strain.
Maternity and Adoption Leave: Women employees can avail themselves of maternity leave. Various companies have also introduced paternity leave policies that can be availed by the male worker to assist his pregnant wife at the time of delivery. Both male and female employees can make use of adoption leave on the occasion of adopting a child.
Employee Referral Scheme: In several companies, an employee referral scheme is implemented to encourage employees to refer to friends and relatives for employment in their organization. It gives psychological incentives for the workers and hikes their affinity to the organization.
Transportation: A few organizations are interested in plying buses either on their own or on contract to pick and drop employees. This arrangement makes them be on time for work and at their home.
Housing facilities: Some industries construct quarters or housing colony with various classifications such as A, B and C with vital facilities to suit officer, executives and workers respectively. Recreation facilities and a common prayer hall are also special features in some concern.
Worker’s education: It includes creating awareness among workers on the latest amendments, benefits, safety measures, security issues and other special matters related to their employment. Labour matters discussed and ongoing in the parliament are made known to the workers. It is mostly done through informal means such as sharing and common discussion.
Welfare fund: In some concern, welfare funds are created by the workers themselves for their benefits particularly in the event of emergency faced by an individual worker and this fund comes for the rescue. Really when the employer has more concern for workers, then they will take initiatives for the creation of welfare funds.
Co-operative stores: All grocery and stationery goods are sold in the cooperative store established by the workers in general and in some cases cooperative stores are organized by the employer for the benefit of the workers. Goods can be purchased on credit and the same is cleared in the next month salary or the weekly wages of the workers.
3.9.3. Occupational Health Services
These are essentially preventive, very common in the industrially advanced countriesof the west and it is gaining importance and recognition in the large-sized undertakingsin our country. One of the main functions of this service is to protect workers against the health hazards arising out of the nature of their work or the work environment. This service includes carrying out periodical medical checks for categories of workers to detect early signs of ill health and prevent them from serious health complaints.
3.9.4. Family Planning
The increasing population has increased the strength of the labour force and created many economic problems, including the problem of unemployment and industrial unrest. A great deal of attention has therefore been paid to family planning programmes for industrial workers. Various committees that were formed to look into the welfare measures under labour welfare activities thought that the family planning programme for industrial workers should be a part of labour welfare.
3.9.5. Creche (Section 48)
This is a welfare facility that is provided for women workers. This is a place where babies of working mother are taken care of while the mother is at work. The provision for this facility was made in the factories act of 191934 and the need was emphasized in the 1948 enactment stating that it is mandatory for an Organisation which has around 30 women workers and should be adequately lighted and ventilated with a clean sanitary condition.
3.9.6. Social Security Measures
The concept of social security has been mentioned in the early Vedic hymn which wishes everyone to be happy free from ill health and enjoy a bright future and suffer no sorrow. In total it is based on the idea of human dignity and social justice.
Social security is defined as ‘the security that society furnishes, through appropriate Organisation, against certain risks to which its members have exposed’ These risks are essentially contingencies against which the individual, who has small means, cannot protect himself. These contingencies include employment injury, sickness, invalidism or disablement, industrial disease, maternity, old age, burial, widowhood, orphanhood and unemployment.
The three major ways of providing social security are:
Social Insurance – is described as the giving in return for the contribution, benefits up to subsistence level, as of right and without a means test, so that an individual may build freely upon it. Thus, social insurance implies that it is compulsory and that men stand together with their fellows.
The features of social insurance are - It is financed entirely by or mainly from the common monetary contributions of workers, employers and the state. This fund takes care of all the benefits paid in cash or kind.
Second, the state and the employers make a major contribution to the fund, while the employees pay only a nominal amount, according to their capacity to pay.
Third, when there is a total or partial loss income, these benefits within limits, ensure the maintenance of the beneficiaries minimum standard of living.
Fourth, social insurance benefits are granted without an examination of an individual’s needs and any means test, without affecting the sense of self-respect of the beneficiary.
Fifth these benefits are so planned as to cover, on a compulsory basis all those who are sought to be covered.
Lastly, social insurance reduces the suffering arising out of the contingencies faced by an individual contingency which he cannot prevent.
Thus, social security is a combination of the principle of social assistance and social insurance. Social insurance however falls midway between the two for it is financed by the state as well as by the insured and their employers, whereas social assistance is given grants to the needy by the state or the community. Commercial insurance is entirely a private contract.
Public Service is a programme constituting the third main type of social security. They are financed directly by the government from its general revenues in form of cash payments or services to every member of the community falling within a defined category. Some of the services being rendered under this scheme are, national health service providing medical care for every person in the country, old-age pension, pension for invalidism, survivors pension to every widow or orphan and a family allowance to every family having a given number of children.
Apart from the state, many other agencies provide security against contingencies. In many other countries, the trade unions have their sickness, old age and unemployment schemes. Savings funds, sickness benefits and old-age pensions have also be been provided by a large number of organisations for their employees. The underlying idea of social security measures is that a citizen who has contributed or is likely to contribute to his country’s welfare should be given protection against certain hazards.
3.10. INDIAN SOCIAL SECURITY SYSTEM
In India, the social security system was in a crude form of social protection that was made available to the needy and the unfortunate under the joint family system, while additional help was rendered by the community panchayats, orphanages and widows’ home and also by individuals offering alms and charity.
With the joint family system problems like unemployment or any other economic hardships, old age and other contingencies were not suffered by the individuals, since there were not in isolation. Similarly, members of a particular cast were offered security and benefits such as medical aid, financial help to widows and orphans, educational assistance in the form of scholarships and free ships were offered. However, this assistance was offered only to the members of their community and there was no definite law or principle towards these.
During the time of urbanization and industrialization, both these systems of social security system lost their hold on the society and the concept of a secular state in India has further eroded the continuance of the system.
Modern industrialization has created a new class of industrial portrait of the country with its rural background and with very little social and material resources, is in great need of systematized help through social security agencies. The social security system in India has evolved in obedience to the impact of western influence and the modern urban-industrial system.
Thus, social reformers, labour welfare Organisations and many progressive employers persuaded the government to undertake social security measures as a protection for the workers at least against a few contingencies. Social security is a major aspect of public policy today and the extent of its prevalence is a measure of the progress made by a country towards the idea of a welfare state.
The following major enactments have been made by the Government of India to provide social security to industrial:
Workmen’s Compensation Act 1923 was put into effect on 1st July 1924 and was amended several times. It was extended and enforced by the Indian Independence Order of 1948 and adaptation of laws order in 1958, wartime injuries were also covered by the act.
Employees State Insurance Act 1948 The Government of India could not adopt the health insurance schemes due to financial difficulties and hence after several conferences, the health insurance for the workers was recommended as compulsory and contributory in August 1944 and the Employees State Insurance Act was enacted in the year 1948 that would cover the cash benefit in contingencies of sickness, maternity and employment injury but did not provide security in such contingencies as unemployment and old age.
The ESI schemes offer both direct and indirect medical care. The direct method is called the service system by which the ESI Corporation provides medical care either through its employees' state insurance hospital or through the reservation of beds in state government hospitals. The indirect method is known as the panel method under which medical care is provided through private doctors selected by the state government with the approval of the ESI corporation that would cover Sickness benefit Maternity Benefit Disablement Benefit Dependent’s benefit Funeral Benefit and Medical benefit.
Employees Provident Fund Act 1952 applied to all factory’s mines and other coal mines and commercial establishments employing more than 20 workers and they are earning not exceeding Rs. 3,500/-. The provident fund act of 1952 was amended following which the employee’s family pension scheme has been enforced from March 1 1971 to protect the family after the worker's death.
Maternity Benefit Act 1961 following the enactment, it provided for better and more far-reaching benefits and hence the state act of maternity benefit that was enacted earlier lost its importance and gradually the central act was adopted.
Industrial Dispute Act 1947 was the act that provides for workers unemployment due to layoff. This relief was given by way of compensation to the affected workers ata certain specified rate. The compensation in case of retrenchment cases amounts to 15 days average earnings for every completed year of service or part thereof. In the event of closure of undertaking, the retrenched workers receive compensation at the same rate, however, it is limited to a maximum of 03 months average earnings.
Employer’s family pension scheme 1971 was notified by the Government of India under the employee’s provident fund and family pension act. Here the family pension means a regular monthly amount payable to a person belonging to the family of a member of the pension fund scheme in the event of his death during the period of reckonable service. The definition of the word, the family covers wife or husband, minor sons, and unmarried daughters of a member of the family pension fund.
Payment of Gratuity act 1972 according to the act, gratuity shall be payable to an employee on termination of his employment after he has rendered continuous service for not less than five years.
- On his superannuation
- On his retirement or resignation
- On his death or disablement due to accident or disease.
3.11. INFLUENCES OF LABOUR WELFARE
John Creedy (1998)[11] says that welfare measures make employees feel that the management is interested in taking care of the employees that result in full enthusiasm, energetic behaviour, sincerity, commitment and loyalty of the employees towards the organization leading to an increase in production and ultimately results in profit maximization. Besides, it creates the following positive impact in the industry.
Adequacy of Wages: Labour welfare measures cannot be a substitute for wages. But it makes the majority of the workers get adequate wages. This implies that through intramural and extramural measures, workers get maximum benefits for their day to day living and a reasonable portion of the money is saved in this regard; thus, workersget an adequate wage.
Increase of Social Liability: Industry through welfare provision increases the liabilities of the workers similar to the employer’s liability towards workers. Workers are obliged to their duty. Enthusiasm, commitment and loyalty are the output of social liability of the workers.
Impact on Efficiency: There is a solid relationship between welfare and efficiency. Though it is difficult to measure this relationship, a few welfare programmes such as housing, labour education, training, balanced diet and family planning increase the efficiency of the workers, especially in underdeveloped or developing countries like a tip of the iceberg.
Development of Personality: The goal of industrial welfare, that is intra-mural and extra-mural labour welfare services brings total human personality. When welfare measures are released regularly, workers are relieved of stress and balanced work-life leads to a stable personality. Ultimately it gives increased productivity and income gain for employers.
The totality of Welfare: Normally labour welfare is distributed throughout the hierarchy of an organization. Employees at all levels irrespective of their wages and salary are benefited by these industrial welfare measures if not, ‘totality of welfare’ will never be a real one.
Coordination or Integration: An important role in the success of welfare services is to develop a health worker in his place of work, home and community. This promotes coordination and integration among industrial setups leading to harmonious industrial relations.
Democratic Values: Implementation of the welfare measures is successful only through the cooperation of the workers that is, consultations with, considering the agreement of workers are the basic industrial democratic values for welfare policies. It thereby develops a sense of pride among the workers to feel that the labour welfare programmes are created by them and for them.
Responsibility: Regularity in welfare measures brings satisfaction and life balance among the workers. These measures will make the working mass response to their work, employer, fellow workers and finally to the society at large. Even in the case of implementing welfare provisions when responsibility is shared by employer and employees, labour welfare work becomes simpler and easier.
Accountability: Welfare measures are service-oriented to make the workers feel happy and comfortable. It is accountable on the part of the management to release the welfare activities regularly and in time on one hand. Similarly, the receivers, namely workers are also accountable to reciprocate in time in the form of sincerity to service on the other hand.
Timely: The timeliness of any service helps in its success. It initiates to be in time to identify the labour problem and to discover what kind of help is needed to solve it and when to provide this help. These are very necessary for planning labour welfare programmes. Timely action in the proper direction is essential in any kind of wellbeing programmes making workers more responsible and more efficient.
Harmonious industrial relations: Timely and proper enforcement of welfare measures not only makes employees responsible and productivity-oriented, but the relations between employer and workers also turns to be crystal clear and harmonious. This type of relations force the employer to upgrade the benefits for the employee and the employee should fully involve in his duties and finally, both of them should have balanced and recognized rights and obligations recognized.
Labour Insurance: Welfare state and measures have brought the principles of labour insurance since 1950. It has succeeded in protecting the labourer and maintaining social stability. Labour insurance programmes had made a government plan for establishing an insurance programme to cover all the workers by the year 2015. At present, nearly US$ 9.75 billion had been reserved for payment of claims in this regard.
Vocational Guidance: Labour welfare measures have brought the new trend of vocational guidance to fully utilize manpower resources. With modern facilities and a complete informational network promoting job opportunities, transforming the social structure, focusing on industrial improvement and accelerating economic development are successfully done.
Labour Safety and Sanitation: Latest welfare measures strictly insist on improvements in the factory work environment, strengthening labour safety and sanitation services through expanding labour safety, sanitation regulations, work guidance and educational training. Meanwhile, environmental monitoring, awareness of danger and pollution, analysis and investigation of workplace hazards and studying preventive measures are the regular features of labour welfare provisions.
Labour Welfare Fund: The hallmark of labour welfare is the creation and distribution of labour welfare funds. It is known that the majority of the Indian labour force is held in the unorganized sector. To provide social security to such workers, the Government has introduced a Labour welfare fund to ensure economic assistance to unorganized labours.
The Mica Mines Labour Welfare Fund Act, 1946, The Limestone and Dolomite Mines Labour Welfare Funds Act, 1972, The Iron ore, Manganese ore and Chrome Ore Mines Labour Welfare Fund Act, 1976.
Quality of Work Life: Quality of work-life is the total result of labour welfare which brings fair remuneration, a safe and healthy environment, opportunities for growth, improved production followed by an increase in labour productivity. These qualities of work-life make workers stay back in the industry and exhibit their loyalty. For that welfare, measures take the major lead.
Workers Participation in Management (W.P.M.): It is the tool of employee welfare and this encourages the employees to work hard for more productivity which ultimately increases the turnover of the organization. In WPM, management decides with the consultancy and consensus of the workers It has been found that the workers, executives and management are responsible for the proper implementation of the welfare measures in the organization.
Labour Productivity: There is always a positive correlation between the welfare measures and manpower productivity i.e. proper enforcement of welfare measures bring an increase in productivity among employees and ultimately the profit of the organization increases. It also enhances the morale and motivation of the employees which gives a positive impact on the efficiency level of the organization.
3.12. CONCEPT OF MOTIVATION
The motivation of people is not constant as it varies with age, education, experience, aspirations, the background of people, level in the organization and stays in that. Motivation could be intrinsic or extrinsic. Intrinsic motivation comes from within and is long-lasting as reported. Extrinsic motivation on the other hand depends on external factors and is short-lived. Therefore, an organization especially its top management needs to know what gives its people intrinsic motivation are same for its entire employee base. The managers may then take appropriate action to enhance motivation level. A fundamental issue in organizational and industrial psychology concerns the motivational bases of job performance and job satisfaction. Much contemporary research and thought in the field have been concerned with the theories of Maslow (1954) and Herzberg (1966).”
Motivation is the force that makes us do things; this is a result of our individuals needs being satisfied (or met) so that we have the inspiration to complete the task. These needs vary from person to person; everybody has their individual needs to motivate themselves. Depending on how motivated we are, it may further determine the effort we put into our work and therefore the standard of output. Motivation can affect the output of your business and concern both quality and quantity.
The term Motivation has been derived from the word ‘motive’. The motive is anything that initiates or sustains activity. It is an inner state that energizes, activates or movers and that directs or channels behaviour towards goals. A motive is a psychological force within an individual that sets him in motion for the achievement of certain goals or satisfaction of certain needs.
Echoing the above basic definition Craig Pindar has suggested the following comprehensive definition of work motivation: “Work motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behaviour, and to determine its form, direction, intensity and duration”.
3.13. HISTORICAL DEVELOPMENT OF MOTIVATION
Some ancient views about what motivates man can be found in Greek writings and the ideas of British philosophers such as J. S. Mill and Jeremy Bentham. In Indian philosophy, one finds such emphasis in Charvak. The underlying view known as Hedonism asserts that an organization behaves in a manner that maximizes its pleasure; an individual does what he does because he believes that it will give him more pleasure than anything else he might to do. Yet, as these philosophers seldom what attempted to evaluate just what individual anticipated to be the results of their behaviour, the view was empirically insignificant. Later development in this respect concentrated on two issues:
Thorndike asserted in his Law of Effect that of the numerous responses which an organism makes to a specific situation, those which give satisfaction or pleasure are reinforced and those which cause dissatisfaction or unpleasant experiences weakened. The reinforce responses emerge to be more probable than the weakened ones in response to the same situation. Accordingly, the present choices of the people were interpreted in terms of past results. However, the law of effect fails to interpret precisely why the results satisfying or dissatisfying.
The interpretation of why the living system behaves at all, and accordingly, why responses are either more or less satisfying, was related to the idea of physiological needs. The organism was viewed as one possessing hunger, thirst and several other drives, the reduction of which was considered pleasure. At this stage the Law of Effect assumes significance. An infant’s behaviour just before being fed or instance would be reinforced. Numerous psychological theories revolve around the view of derives and reinforcement. Those theories which purport to specify and codify drives that motivate people are called content theories, whereas those which attempt to describe their choice behaviour is called process theories.
3.14. NATURE OF MOTIVATION
Instead of explaining behaviour in terms of motives psychologists then explained it in terms of instincts, or innate patterns of behaviour which are universal in species and independent of experience. They also held that these were elicited by specific stimuli and conditions. Basic instincts included pugnacity (combativeness), greed (acquisitiveness), sympathy and curiosity. However, subsequently, psychologists found that there existed a circular process. An instinct was observed from observations of behaviour and it was then used to explain the occurrence of this behaviour. With the growing recognition of this basic flaw in the instinct approach, it was replaced by other perspectives on motivation.
There is a consensus for motivating conditions that cause behaviour. Presumably, the nature of these causal factors can be observed in the principle of homeostasis. This principle reveals the tendency to maintain a constancy of internal conditions, just as human beings sweat when their bodies feel excessive heat. Their homeostatic reactions provide us with a model for analyzing motivation. It is inherent like the living system that an organism frequently gets imbalanced. Then, it tends to do something to restore its balance. This is a motivation problem, which answers the question: what is what makes individuals do things? Motivation refers to something dynamic which stems from within. As Burleson and Steiner observe it refers to all those inner striving conditions which have been described as wishes, desires, drives, etc. it is an inner striving condition that activates our moves.
The term Motivation refers to a logical scientific construct or concept. In its usual meaning, it is not an entity, object or thing, such as a living thing or a piece of bread. It possesses no immediate sensory testimony. It is a hypothetical process, the functioning of which is inferred from observations of the behaviour of the living system. Motivation is a concept like gravity or intelligence, one infers them. Thus, Motivation is defined as a hypothetical process inferred from certain changes in responses taking place as a consequence of certain changes in the stimulus condition.
The response aspects from which changes in motivation are inferred include changesin tension or activity level, and performance. Here we are concerned with those inner forces which energize the living system, direct its behaviour and emphasize specific responses. Thus, Motivation involves forces that mobilize activities of the individual and channelize them in those directions which help in accomplishing goals. When an individual is motivated, he possesses latent energy or derives which is potentially available for an efficient effort. As soon as such a derived condition is initiated in a particular direction or towards a specific goal, it is a called motive for behaviour. This energy is in a passive form and remains as such until a channel is found to release and suitably direct it.
In organizational settings, release and direction relate to the job of management and are performed by the effective application of incentives schemes. One may come across individuals who are not performing effectively in their positions. From the definition of motivation, we can derive the following characteristics of motivation:
3.14.1. Based on motives:
Motivation is based on an individual’s motives which are internal to the individual. These motives are in the form of feeling that the individual lacks something.
3.14.2. Affected by motivating:
Motivation is affected by the way the individual is motivated. The act of motivating channelizes the need for satisfaction.
3.14.3. Goal-directed behavior:
Motivation leads to goal-directed behavior. A goal behavior satisfies the causes for which behavior takes place.
3.14.4. Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of an individual which he derives out of need fulfilment.
3.14.5. A person motivated in totality:
A person is motivated in totality and not in part. Each individual in the organization is a self-contained unit and his needs are interrelated.
3.15. COMPLEX PROCESS
Motivation is a complex process; complexity emerges because of the nature of the needs and the type of behaviour that is attempted to satisfy those needs. This generates complexity in the motivation process in the following ways. :
Needs are internal feelings of individuals and sometimes, even they, themselves may not be quite aware of their needs and the priority of these. Thus, understanding human needs and providing means for their satisfaction becomes difficult. Even if needs are identified the problems is not over here as a particular need may result in different behaviour from different individuals because of their differences. A particular behaviour may emerge not only because of the specific need but it may be because of a variety of needs.
Goal-directed behaviour may not lead to goal attainment. There may be many constraints in the situation which may restrain the goal attainment of goal-directed behaviour. This may result in frustration in an individual creating a lot of problems.
3.16. PSYCHOLOGICAL THEORIES OF MOTIVATION TO INCREASE PRODUCTIVITY
We all want to be more productive but getting motivated enough to get things done can seem impossible. Social scientists have been studying motivation for decades, trying to find out what motivates our behaviour, how and why.
Dozens of theories of motivation have been proposed over the years. Here are popular theories of motivation that can help you increase workplace productivity.
3.16.1. Hertzberg’s Two-Factor Theory
The Two-Factor Theory of motivation (otherwise known as dual-factor theory or motivation-hygiene theory) was developed by psychologist Frederick Herzberg in the 1950s. Analysing the responses of 200 accountants and engineers who were asked about their positive and negative feelings about their work, Herzberg found 2 factors that influence employee motivation and satisfaction.
- Motivator factors – Simply put, these are factors that lead to satisfaction and motivate employees to work harder. Examples might include enjoying your work, feeling recognised and career progression.
- Hygiene factors – These factors can lead to dissatisfaction and a lack of motivation if they are absent. Examples include salary, company policies, benefits, relationships with managers and co-workers.
According to Herzberg’s findings, while motivator and hygiene factors both influenced motivations, they appeared to work completely independently of each other. While motivator factors increased employee satisfaction and motivation, the absence of these factors didn’t necessarily cause dissatisfaction. Likewise, the presence of hygiene factors didn’t appear to increase satisfaction and motivation but their absence caused an increase in dissatisfaction.
3.16.2. How to apply it to the workplace
This theory implies that for the happiest and most productive workforce, you need to work on improving both motivator and hygiene factors.
To help motivate your employees, make sure they feel appreciated and supported. Give plenty of feedback and make sure your employees understand how they can growand progress through the company.
To prevent job dissatisfaction, make sure that your employees feel that they are treated right by offering them the best possible working conditions and fair pay. Make sure you pay attention to your team and form supportive relationships with them.
“For true engagement to occur in a company you must first remove the issues that cause dissatisfaction – the baseline benefits offered by the company that satisfy the hygiene needs of the employee. Then you must focus on the individual and what they want out of their association with your enterprise.”
Abbildung in dieser Leseprobe nicht enthalten
Figure 3.2 Herzberg’s Two Factor Theory [i]
3.16.3. Maslow’s Need Hierarchy Theory
This is the earliest and most widely known theory of motivation, developed by Abraham Maslow (1943) in the 1940s and 1950s.
This theory condenses needs into five basic categories. Maslow ordered these needs in his hierarchy, beginning with the basic psychological needs and continuing through safety, belonging and love, esteem and self-actualization (Figure 3.3). In his theory, the lowest unsatisfied need becomes the dominant or the most powerful and significant need. The most dominant need activates an individual to act to fulfil it. Satisfied needs do not motivate. Individual pursues to seek a higher need when lower needs are fulfilled.
Maslow's hierarchy of needs is often shown in the shape of a pyramid: basic needs at the bottom and the most complex need (need for self-actualization) at the top. Maslow himself has never drawn a pyramid to describe these levels of our needs, but the pyramid has become the most known way to represent his hierarchy.
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Figure 3.3 Maslow’s Need Hierarchy Theory (Author’s own work)
- Physiological needs (e.g. food, water, shelter, sleep)
It includes the most basic needs for humans to survive, such as air, water and food. Maslow emphasized, our body and mind cannot function well if these requirements are not fulfilled.
These physiological needs are the most dominant of all needs. So if someone is missing everything in his/her life, probably the major motivation would be to fulfil his/her physiological needs rather than any others. A person who is lacking food, safety, love (also sex) and esteem, would most probably hunger for food (and also for money, salary to buy food) than for anything else.
If all the needs are unsatisfied, and the organism is then overruled by the physiological needs, all other needs may turn into the background. All capacities are put into the attendance of satisfying hunger. Any other things are forgotten or got secondary importance.
- Safety and security (secure source of income, a place to live, health and well- being)
If the physiological needs are relatively well contented, new needs will appear, the so- called safety needs. Safety needs refer to a person’s desire for security or protection. Everything looks less important than safety and protection (the physiological needs even sometimes). The healthy and fortunate adults in our culture are largely satisfied with their safety needs. The peaceful, sure, safety and unwavering society make us feel safe enough from criminal assaults, murder, unbelievable natural catastrophes, and so on. In that case, people no longer have any safety needs as first-line motivators.
Meeting with safety needs demonstrated as a preference for insurance policies, saving accounts or job security, etc., we think about the lack of economic safety. Children have a greater need to feel safe. That is the reason why this level is more important for children.
Safety and security needs include Personal security; Financial security; Health and well-being; Safety mesh against accidents, illnesses and their adverse impacts.
To tell the truth, in real dangers and traumas – like war, murder, natural catastrophes, criminal assault, etc. the safety needs become an active, first-line and dominant mobilizer of human beings.
- Belongingness and love (integration into social groups, feel part of a community or a group; affectionate relationships)
If both the physiological and the safety needs are fulfilled, the affection, love and belongingness need come into prominence. Maslow claimed people need to belong and accepted among their social groups. Group size does not mean anything: social groups can be large or small. People need to love and be loved – both sexually and non-sexually by others. Depending on the power and pressure of the peer group, this need for belonging may overbear the physiological and security needs.
Love needs involve giving and receiving affections (love is not synonymous with sex (sex is a physiological need). When they are unsatisfied, a person will immediately eliminate the lack of friends, peers and partner. Many people suffer from social nervousness, loneliness, social isolation and also clinical depression because of the lack of this love or belongingness factor.
- Esteem (respect for a person as a useful, honourable human being)
- Self-actualization (individual’s desire to grow and develop to his or her fullest potential)
‘What humans can be, they must be.’ (Maslow, 1954)
Self-actualization reflects an individual’s desire to grow and develop to his/her fullest potential. People like opportunities, choosing his/her versions, challenging positions or creative tasks. Maslow described this level as the ‘ need to accomplish everything that one can, to become the most that one can be ’. Maslow believed that people must overcome their other needs – described above -, not only achieve them. At this level, individual differences are the largest.
As each level is adequately satisfied, we are then motivated to satisfy the next level in the hierarchy, always new and higher needs are coming. This is what we mean when the basic human needs are drawn like a pyramid, a hierarchy. Life experiences, including divorce and loss of a job, may cause an individual to fluctuate between levels of the hierarchy. These five different levels were further sub-categorised into two main groups: deficiency and growth needs.
- Deficiency needs – The very basic needs for survival and security.
These needs include:
- physiological needs
- safety and security needs
- social needs – belongingness and love
- esteem needs
It may not cause a physical indication if these ‘deficiency needs’ are not fulfilled, but the individual will feel anxious and tense. So, the most basic level of needs must be fulfilled before a person wants to focus on secondary or higher-level needs.
Growth needs – Personal growth and fulfilment of personal potential. These needs include:
- self-actualisation needs
3.16.4. Alderfer – ERG theory: Existence needs, relatedness needs and growth needs
Maslow’s physiological and safety needs belong together to existence needs. Relatedness can be harmonised to the belongingness and esteem of others. Growth is the same as Maslow’s self-esteem plus self-actualization. Both Maslow and Alderfer tried to describe how these needs, these stages of needs become more or less important to individuals.
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Figure 3.4 Alderfer’s – ERG theory [ii]
Existence needs: These include needs for basic material necessities. In short, it includes an individual’s physiological and physical safety needs.
Relatedness needs: Individuals need significant relationships (be with family, peers or superiors), love and belongingness, they strive toward reaching public fame and recognition. This class of needs contain Maslow’s social needs and external component of esteem needs.
Growth needs: Need for self-development, personal growth and advancement form together with this class of need. This class of needs contain Maslow’s self-actualization needs and the intrinsic component of esteem needs.
For example, there is a student, who has excellent grades, friends, and a high standard of living, maybe also work at the university. What happens if this individual finds that he or she is frustrated in attempts to get more autonomy and responsibility at the university, maybe also more scholarship that generally encourages individuals’ growth? Frustration in satisfying a higher (growth) need has resulted in a regression to a lower level of (relatedness) needs (‘ I need just my friends, some good wine, I do not want to go to the university anymore.’).
This event is known and called the frustration-regression process. This is a more realistic approach as it recognises that because when a need is met, it does not mean it will always remain met. ERG theory of motivation is very flexible: it explains needs as a range rather than as a hierarchy. The implication of this theory: Managers must understand that an employee has various needs that must be satisfied at the same time. ERG theory says, if the manager concentrates only on one need at a time, he or she won’t be able to motivate the employee effectively and efficiently. Prioritization and sequence of these three categories, classes can be different for each individual.
3.16.5. McClelland – Need for achievement, affiliation andpower
In the early 1960s McClelland – built on Maslow’s work – described three human motivators. Humans acquire, learn their motivators over time that is the reason why this theory is sometimes called the ‘ Learned Needs Theory’. He affirms that we all have three motivating drivers, and it does not depend on our gender or age. One of these drives or needs will be dominant in our behaviour.
McClelland’s theory differs from Maslow’s and Alderfer’s, which focus on satisfying existing needs rather than creating or developing needs. This dominant motivator depends on our culture and life experiences, of course (but the three motivators are permanent). The three motivators are:
- achievement: a need to accomplish and demonstrate competence or mastery
- affiliation: a need for love, belonging and relatedness
- power: a need for control over one’s work or the work of others
These learned needs could lead to diversity and variety between employees. More precisely, prioritization and the importance of these motivational needs characterizes a person’s behavior. As we wrote, although each person has all of these needs to some extent, only one of them tends to motivate an individual at any given time.
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Figure 3.5 McClelland’s Theory of Need [iii]
McClelland argues that with a strong need for achievement people can become the best leaders – as we wrote it above. But at the same time, there can be a tendency to request too much of their employees, because they think that these people are also highly achievement-focused and results-driven, as they are. Think about your teachersand professors! I am sure they all want the best for you, they would like to develop you,but I do not think you feel the same every time. McClelland said that most people haveand show a combination of these characteristics.
3.16.6. Skinner's Reinforcement Theory
The Reinforcement theory, based on Skinner's operant conditioning theory, says that behaviour can be formed by its consequences.
Positive reinforcements, for example, praise, appreciation, a good mark/grade, trophy, money, promotion or any other reward can increase the possibility of the rewarded behaviours' repetition.
If a student gets positive verbal feedback and a good grade for his test, this reinforcement encourages the performance of the behaviour to recur. If the teacher doesn’t tell precisely what he expects, then the positive reinforcements can drive the behaviour closer to the preferred. For example, when a student who is usually late to class gets positive feedback when he arrives on time, the student becomes more and more punctual. Positive reinforcement motivates to get the anticipated reinforcement of required behaviour.
We use negative reinforcement when we give a meal to a hungry person if he behavesin a certain manner/way.
In this case, the meal is negative reinforcement because it eliminates the unpleasant state (hunger).
Contrary to positive and negative reinforcement, punishment can be undesired reinforcement, or reinforce undesired behaviour.
For example, if a student is always late to class and thus, he gets negative verbal feedback and also always has to tidy up the classroom at the end of the day, in this case, the undesirable behaviour is reinforced with an undesirable reinforcer. The punishment declines the tendency to be late.
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Figure 3.6 Skinner's Reinforcement Theory [iv]
According to the theory, positive reinforcement is a much better motivational technique than punishment because punishment:
- tries to stop undesirable behaviour and does not offer an alternative behaviour
- creates bad feelings, negative attitudes toward the activity, and the person who gives the punishment
- Suppresses behaviour, but does not permanently eliminate it.
Once certain behaviour has been conditioned through repetitive reinforcement, elimination of the reinforcement will decline the motivation to perform that behaviour. Therefore, it is better not to give a reward every time. Reinforcement in the workplace usually takes place on a partial or irregular reinforcement schedule, when a reward is not given for every response.
3.16.7. Vroom's Expectancy Theory
The expectancy theory emphasizes the process and the content of motivation as well, and it integrates needs, equity and reinforcement theories.
Victor Vroom's expectancy theory aims to explain how people choose from the available actions. Vroom defines motivation as a process that governs our choices among alternative forms of voluntary behaviour. The basic rationale of this theory is that motivation stems from the belief that decisions will have their desired outcomes.
The motivation to engage in an activity is determined by appraising three factors. These three factors are the following:
- Expectancy a person’s belief that more effort will result in success. If you work harder, it will result in better performance.
In this case, the question is: ‘ Am I capable of making a good grade on a math test if I learn more?’ Appraisal of this factor is based on the effort to learn math, on knowledge of math, on the previous experience of math test results, on self-efficacy and specific self-rated abilities.
- Instrumentality the person’s belief that there is a connection between activity and goal.
If you perform well, you will get a reward.
In this case, the question is: ‘ Will I get the promised reward (a good mark) for performing well on a math test?’ Appraisal of this factor is based on the accuracy and consistency of marking. If one day I get a good grade and another day I get a bad grade for the same performance, then the motivation will decrease.
- Valence the degree to which a person values the reward, the results of success.
In this case, the question is: ‘ Do I value the reward that I get? ’ Appraisal of this factor is based on the importance of its subject (math), the good mark, and the good performance in general.
Vroom supposes that expectancy, instrumentality and valence are multiplied togetherto determine motivation. This means that if any of these is zero, then the motivation todo something will be zero as well.
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Figure 3.7 Vroom's expectancy theory (Author’s own work)
A person who doesn’t see the connection between effort and performance will have zero expectancies. A person who can’t perceive the link between performance and reward will have zero instrumentality. For a person who doesn’t value the anticipated outcome, the reward will have zero valences.
3.16.8. Adams' Equity Theory
The equity theory states that people are motivated if they are treated equitably, and receive what they consider fair for their effort and costs.
The theory is based on Social Exchange theory. According to this theory, people compare their contribution to work, the costs of their actions and the benefits that will result in the contribution and benefits of the reference person. If people perceive that the ratio of their inputs-outputs to the ratio of referent other's input-output is inequitable, then they will be motivated to reduce the inequity.
At the workplace the workers put inputs into the job, such as education, experience, effort, energy, and expect to get some outcomes such as salary, reward, promotion, verbal recognition, and interesting and challenging work each in equal amounts.
The equity theory works not just in the workplace, but at school as well. For example, when for the same oral exam performance two students get different marks, then inequity exists. In this case, the student who gets the worse mark may lose his/her motivation to learn (reduce his/her efforts) or persuade the teacher to give him/her a better mark or change the perception of the reference person's performance (I did not know everything, but my classmate could answer all the questions). At the school, it can demotivate students if someone who never studies or who never performs better than the others always get a good mark. The greater the inequity the greater the distress an individual feel, which will motivate the endeavor to make the outcomes and the inputs equal compared to the reference person.
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Figure 3.8 Adams' Equit [v]
When inequity exists, a person might…
- reduce his/her inputs, efforts, quantity or quality of his/her work
- try to increase his/her outputs (ask for better mark, or pay to raise)
- adjust his/her perception of the reference person or his/her outcomes or inputs (re-evaluate his/her or the reference person's effort or outcome)
- change the reference person
- Quit the situation.
3.16.9. Locke's goal-setting theory
Goal-setting theory is an integrative model of motivation just like the expectancy theory. It emphasizes that setting specific, challenging performance goals and the commitment to these goals are key determinants of motivation. Goals describe the desired future, and these established goals can drive the behaviour. Achieving the goals, the goal accomplishment further motivates individuals to perform.
For example, if I decide to pass a medium-level language exam in German in six months
– this goal is specific and difficult enough – because I want to work in Germany
– this goal is very important for me, therefore the goal commitment is high – then I will be motivated to learn, and to pass the exam.
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Figure 3.9 Locke's goal-setting theory (Author’s own work)
The following guidelines have been useful in the goal-setting :
- Set challenging but attainable goals. Too easy or too difficult/unrealistic goals don’t motivate us.
- Set specific and measurable goals. These can focus on what you want and can measure the progress toward the goal.
- Goal commitment should be obtained. If people don’t commit to the goals, then they will not put effort toward reaching the goals, even specific, or challenging ones. Strategies to achieve this could include participation in the goal-setting process, use of extrinsic rewards (bonuses), and encouraging intrinsic motivation through providing workers with feedback about goal attainment. The pressure to achieve goals is not useful because it can result in dishonesty and superficial performance.
- Support elements should be provided. For example, encouragement, needed materials, resources, and moral support.
- Knowledge of results is essential – so goals need to be quantifiable and there needs to be feedback.
3.16.10. Hawthorne Effect
The Hawthorne Effect was first described by Henry A. Landsberger in 1950 who noticed a tendency for some people to work harder and perform better when they were being observed by researchers.
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Figure 3.10 Hawthorne Effect How to apply it to the workplace [vi]
The Hawthorne Effect is named after a series of social experiments on the influence of physical conditions on productivity at Western Electric’s factory at Hawthorne, Chicago in the 1920s and 30s.
The researchers changed several physical conditions throughout the experiments including lighting, working hours and breaks. In all cases, employee productivity increased when a change was made. The researchers concluded that employees became motivated to work harder as a response to the attention being paid to them, rather than the actual physical changes themselves.
The Hawthorne Effect studies suggest that employees will work harder if they know they’re being observed. While I don’t recommend hovering over your employees watching them all day, you could try providing regular feedback, letting your team know that you know what they’re up to and how they’re doing.
Showing your employees that you care about them and their working conditions may also motivate them to work harder. Encourage your team to give you feedback and suggestions about their workspace and development.
3.16.11. McGregor’s Participation Theory:
Douglas McGregor formulated two distinct views of the human being based on the participation of workers. The first negative, labelled Theory X, and the other positive, labelled Theory Y.
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Figure 3.11 McGregor’s Participation Theory [vii]
X is based on the following assumptions:
- People are by nature indolent. That is, they like to work as little as possible.
- People lack ambition, dislike responsibility, and prefer to be directed by others.
- People are inherently self-centred and indifferent to organisational needs and goals.
- People are generally gullible and not very sharp and bright.
On the contrary, Theory Y assumes that:
- People are not by nature passive or resistant to organisational goals.
- They want to assume responsibility.
- They want their organisation to succeed.
- People are capable of directing their behaviour.
- They need achievement.
What McGregor tried to dramatize through his theory X and Y is to outline the extremes to draw the fencing within which the organisational man is usually seen to behave. The fact remains that no organisational man would belong either to theory X or theory Y. In reality, he/she shares the traits of both. What happens is that man swingsfrom one set of properties to the other with changes in his mood and motives in changing environment.
3.17. PURPOSES OF MOTIVATION
People mainly look for money when deciding to join an organization. It is often said that learning is for earning. But certain non-monetary factors such as promotion possibilities, working conditions and the opportunity to do creative work become important considerations to those who are already gainfully employed. Safety, security and current terminal benefits become more important for senior and older employees on the verge of retirement.
Thus, if a person has a steady job, with a ‘satisfactory’ income, he may not consider money- in the form of wages and compensation- as important as rewarding and challenging work. But, if an individual is seeking employment or does not have material benefits, or if he perceives his financial position to be declining or threatened, he may regard money- in the form of benefits and security- as the greatest motivator.
Thus, Motivation is highly individualistic; it is the essence of human behaviour. However, different people, having ration, different backgrounds, needs and aspiration, probably rank the items differently. But certain underlying principles and theories of Motivation enable the manager to better understand and predict people’s responses to performing their tasks, despite the uniqueness (commonality) of human beings.
Three major purposes of managerial motivation are enumerated below-
- To encourage potential employees to join the organization.
- To stimulate present employees to produce or perform more effectively.
- To encourage present employees to remain with the organization. Each of these requires different approaches, tactics and incentives.
3.18. NEEDS FOR POSITIVE MOTIVATION
The problem of motivation is complex because managers continually generate either positive or negative responses from employees. Production increases when the manager obtains a positive response; it ceases to increase (over even falls) when the response is negative. Thus, the essence of management is motivation. So the pertinent question here is what type of motivation a manager can use most effectively to stimulate improved performance.
Research on work behaviour has revealed that many workers have experience boredom, dissatisfaction, and alienation. The adverse consequences of all these are poor quality of goods and services, high employee turnover and absenteeism, wasted time and materials that are lost in the production process, and the consequent high costs and prices and loss of potential profit.
Motivation is thus required to overcome the hazard of job burnout, which is physical and mental depletion significantly below one’s capable level of performance. It is the root cause of absenteeism, alienation, and workplace antagonisms. To tackle these problems, managers have to design jobs by making provision for rest to rotate employees into less pressured positions, or to otherwise motivate them to operate more effectively. Thus, Motivation is needed because of employees increasing awareness of their rights, which may lead to a negative attitude towards the job. Finally, positive motivation has a direct impact on productivity and profitability. Recent years have witnessed a decline in the productivity of the U.S. labour force and an increase in that of the Japanese workforce for this reason.
3.19. ABILITY AND MOTIVATION AFFECT WORK PERFORMANCE
A manager has two ways to improve performance: training and motivation. When training is combined with a low level of motivation, only a very small increase in performance occurs. When training is combined with a high level of motivation, performance increases dramatically.
When manager analyzes their workpeople, they always discover that some people invariably outperform others of equal skill, efficiency and ability. Scrutiny often reveals that in some situations person with outstanding talent consistently outperformed by someone having less talent. The proximate cost seems to be that the later employees voluntarily put more effort and trying harder to accomplish their goals. These hard workers are often described by their bosses as ‘motivated workers’. Motivation and ability conjointly affect performance.
3.19.1. FACTORSAFFECTING ABILITY AND MOTIVATION
The performance equation and derived curves are oversimplified. They do not reflect the real world. In practice, a person’s ability and motivation are the results of various other factors all of which cannot be measured or quantified. Motivation occurs through the interaction of intrinsic and extrinsic rewards with employee needs, as modified by the employee’s expectations. That motivation is very complex is seen from the relationships among these variables. Most of these are beyond the control of the manger or the area of his influence. But this does not disprove the fact that managers can and do motivate employees toward improved performance over time.
3.20. RESULTS OF EFFECTIVE MOTIVATION
Motivation is the best potential source of increased productivity and profitability. But it does not necessarily imply a greater expenditure of energy on the part of the worker. Rather it implies that the abilities of employees will be used more effectively with the same or even less expenditure on effort. This, in its turn, is likely to lead to greater job satisfaction.
3.21. MOTIVATION AND PRODUCTIVITY
In work settings, we find individual differences in productivity. Such differences, existing under identical conditions of work, are due to human factors, and i.e. factor within the individual. These factors include several primary abilities, such as spatial relations, perceptual speed, psychomotor speed, general reasoning, and motor abilities like finger hand speed, forearm and hand speed steadiness and level of motivation. The significance of these human factors increases with the complexity of the task. In tasks that demand only simple repetitive movements, the role played by the human factors is very limited; whereas complex tasks, such as non-automatic weaving in the textile industry, involve the dexterity of human factors to a high degree. The role of human factors in production work can be determined by assessing individual differences in production after a standard training program. If the employees at a job reveal substantial individual differences in productivity despite having had identical training, it can be inferred that human factors have played a crucial role in the task. An individual’s skill to perform the job is a function of his abilities and aptitudes, and the training acquired. A divergence in either of these two variables causes divergence in skills.
3.22. MOTIVATION AND BEHAVIOR
Motivation causes goal-directed behaviour. Need is the base for motivation which is a kind of mental feeling in an individual that he needs something. This lack of something creates tension in the mind of the individual. Since tension is not an ideal state of mind, the individual tries to overcome this by engaging himself in behaviour through which he satisfies his needs. This is goal-directed behaviour.
Goal-directed behaviour leads to goal fulfilment and the individual succeeds infulfilling his needs and thereby overcoming his tension in the favourable environment.Goal- directed behaviour is a continuous process. However, if the need is not satisfied, the person may feel frustration which can be defined as the accumulation of tension due to non-fulfilment of needs. The type of behaviour may not be uniform.
3.23. MOTIVATION AND PERFORMANCE
Motivation is necessary for performance. If people do not feel inclined to engage themselves in work behaviour, they will not put in the necessary effort to perform well. However, the performance of an individual in the organizations depends on other factors too besides his level of motivation. How motivation works along with other factors to influence performance.
The performance of an individual in the organization is affected by:
- The motivation of the individual
- His sense of competence
- His abilities
- His role perception
- Organizational resources
3.24. COMPANIES INFORMATION
3.24.1. MAHINDRA & MAHINDRA LTD. NASHIK
It was established in 1945 as Muhammad & Mahindra and later renamed as Mahindra and Mahindra. It is one of the largest vehicle manufacturers by production in India and the largest manufacturer of tractors in the world. It is a part of the Mahindra Group, an Indian conglomerate. It was ranked 17th on a list of top companies in India by Fortune India 500 in 2018. Its major competitors in the Indian market include Maruti Suzuki and Tata Motors. [12]
Founders
J. C. Mahindra. C. Mahindra, M. G. Muhammad
Operations and products
Mahindra & Mahindra brands its products as ‘Mahindra’, produces SUVs, saloon cars, pickups, lightweight commercial vehicles, heavyweight commercial vehicles, two- wheeled motorcycles and tractors. Mahindra maintains business relations with foreign companies like Renault SA, France.
Factories
List of Factories of Mahindra & Mahindra Ltd.
Igatpuri, India Chakan (Pune), India Haridwar, India Nasik, India Pyeongtaek, South Korea Changwon, South Korea Durban, South Africa Headquarters
Mumbai, Maharashtra, India
Key people
Anand Mahindra (Chairman) Pawan Kumar Goenka (MD) Products
Automobiles, commercial vehicles, two-wheelers
Revenue
₹105,806 crores (US$15 billion) (2019)
Address of the plant
Plot No. 80, MIDC Industrial Area, Satpur, Nashik, Maharashtra 422007
Employee Count (Nashik Plant)-
Total employees in the Nashik Plant are 3552
3.24.2. VOLKSWAGEN INDIA PVT LTD
Volkswagen India Pvt Ltd is the wholly-owned Indian subsidiary of German automotive manufacturing company Volkswagen Group.
On 7 October 2019, Volkswagen Group India announced the merger of their three Indian subsidiaries - Volkswagen India Pvt Ltd (VWIPL), Volkswagen Group Sales India Pvt Ltd (NSC) and ŠKODA Auto India Pvt Ltd (SAIPL) - into a single entity named ŠKODA Auto Volkswagen India Pvt Ltd with headquarters at Pune. ŠKODA Auto CEO Bernhard Maier stated, "The operational launch of ŠKODA Auto Volkswagen India Pvt Ltd marks an important milestone in the INDIA 2.0 project. Gurpratap Boparai was appointed as the first Managing Director of ŠKODA Auto Volkswagen India. They focus on the manufacture and sales of Volkswagen, Audi and ŠKODA vehicles in India. Volkswagen Group brands Porsche and Lamborghini also sell their cars in India through them. [13]
Production facilities
Volkswagen Group Sales India Private Limited operates a manufacturing plant at Chakan, near Pune, Maharashtra with an annual capacity of 200,000 vehicles (approximately) for the production of Volkswagen branded vehicles. The Chakan plant is also used by SAIPL to manufacture the ŠKODA Rapid. It also shares a manufacturing/assembly plant in Aurangabad, Maharashtra which is operated by ŠKODA Auto India Private Limited for the production of Audi branded vehicles. The Aurangabad plant is also used for the production of the other Skoda vehicles like the Octavia, Superb & Kodiaq respectively. In 2020, Skoda auto limited launched their first-ever imported compact SUV model called SKODA KAROQ.
Volkswagen India operates a manufacturing plant in Pune (Chakan) Maharashtra which is capable of producing 200,000 vehicles per annum. Along with the manufacturing of Volkswagen Polo and Volkswagen Vento and the newly launched Volkswagen Ameo (currently- discontinued), the plant is also shared by ŠKODA AutoIndia Private Limited for manufacturing the ŠKODA Rapid.
Headquarter Pune, Maharashtra
Products
- Volkswagen Polo (launched 2010)
- Volkswagen Vento (launched 2010)
- Volkswagen Tiguan All space (launched 2020)
Address of the Plant
E1, Midc Industrial Area Phase III, Village Nigoje Mhalunge, Kharabwadi, Tel: Khed, Chakan, Pune, Maharashtra 410501
Employee Count (Chakan, Pune)
Total employees in the Pune Plant are 2384.
3.24.3. ŠKODA AUTO INDIA PVT. LTD.
Škoda Auto India Pvt Ltd. has been operating in India since November 2001 as a subsidiary of Škoda Auto, one of the fastest-growing car manufacturers in Europe. It has set up a modern manufacturing facility in Shendra near Aurangabad, Maharashtra. The facility is spread across 300,000 m2. The company has a network of 131 outlets across the country.
On 7 October 2019, Volkswagen Group India announced the merger of its three Indian subsidiaries including ŠKODA Auto India Pvt Ltd into a new entity named Škoda Auto Volkswagen India with headquarters at Pune. [14]
Key people
Gurpratap Boparai (managing director)
Zac Hollis (director – sales, service & marketing)
History
Introduced to the market early in 2002, the Octavia was the first domestically built Škoda to be launched in India. Targeted at the Indian premium segment, it's handling, fuel efficiency, and low initial price (compared to other products then available in the Indian market) made the Octavia an instant hit with the Indian car user. Its turbocharged direct injection (TDI) diesel engine version, in particular, delivered a high level of fuel efficiency and (for the Indian market) power and torque, resulting in a higher level of drivability when compared to existing available products.
On 7 October 2019, Volkswagen Group India announced the merger of their three Indian subsidiaries – Volkswagen India Pvt Ltd (VWIPL), Volkswagen Group Sales India Pvt Ltd (NSC) and Škoda Auto India Pvt Ltd (SAIPL) – into a single entity named Škoda Auto Volkswagen India Pvt Ltd with headquarters at Pune. Gurpratap Boparai was appointed as the first Managing Director of Škoda Auto Volkswagen India.
Manufacturing facilities
ŠKODA Auto India Private Limited (SAIPL) has its assembly plant located at Shendra on the outskirts west of Aurangabad, which has an annual capacity of 89,000 vehicles. Production of the Škoda Fabia ended in 2013 due to low sales and high assembly cost.
Products
Škoda Auto India currently sells the following fundamental models:
- Škoda Superb (launched 2009)
- Škoda Octavia (launched 2013)
- Škoda Rapid (launched 2011)
- Škoda Kodiaq (launched 2017)
Revenue
₹ 29.9 billion
Address of the Plant
Shedra MIDC, Aurangabad
Employee Count (Aurangabad Plant)
Total employees in the Aurangabad Plant are 1584.
3.24.4. KINETIC ENGINEERING LIMITED VISION
The history of Kinetic began with a simple vision- A kinetic in every automobile Building on its strong technical knowledge, four decades of manufacturing experience, vertically integrated in-house capability and customer-oriented attitude, Kinetic aspires to provide a system or its part in every automobile in the world.
OUR MISSION
Our mission is what we promise and endeavor using best practices in the auto industry, we deliver high-quality systems and components at competitive prices to ourcustomers. We aim to leverage our technical strength by investing in constant innovative up- gradation.
FOUNDER
Late Shri. H.K. Firodia - The Man Who Founded Kinetic Engineering Limited
The Kinetic Group, with the flagship company of Kinetic Engineering Limited, was founded by one of the most celebrated and inspirational industrialists in the Indian Automobile Industry - Late Shri. H.K. Firodia.
Shri H.K. Firodia fondly reminisced as the Doyen of Indian Automobile Industry, along with his brother collaborated to start and operate some of India’s most esteemed automobile companies including Bajaj Auto Limited (in partnership with Bajaj Family), Force Motors Limited (under technical license from Mercedes Benz) and Kinetic Honda Motor Company (in collaboration with Honda). He firmly believed in harnessing technology for self-reliance and emphasized greatly achieving excellence in everything that we do. He always prized the spirit of the human endeavour. [15]
CHAIRMAN
Mr Arun Firodia - Padma Shri Awardee and Alumnus Award by MIT (Massachusetts Institute of Technology)
PRODUCTS
Two-Wheeler, Electric Automobile
ADDRESS OF THE PLANT
SH-10, Meherabad, Ahmadnagar, Maharashtra 414005
EMPLOYEE COUNT
Ahmednagar plant of Kinetic has an employee count of 801.
3.25. CHAPTER SUMMARY
In this chapter, the researcher has illustrated the conceptual framework of the research. This includes the concept of Labour welfare, Nature, definitions, objectives, theories of Welfare, Indian Perspective of Labour Welfare, Effects on Motivation and Productivity. Also, the concept of motivation, nature, theories of motivation, Factors affecting Motivation, the relationship between Motivation and Productivity. Also, the profiles of the companies where the research has conducted.
[1] Misra S.N., ”Labour & Industrial Laws”, Central Law Publications, Allahabad, 27th Edition, 2014.
Read more at Legal Bites © Reserved: https://www.legalbites.in/law-notes-labor-law-theories-of-labour- welfare/
[2] Sarma, A.M. 1996. Aspects of labour welfare and social security. Bombay: Himalaya Publishing House.
[3] Madhumathi, M. and Desai, R.G. 2003. Analysis of pre and post reform social security and labour welfare expenditures in Karnataka State road Transport Corporation. The Indian Journal of Industrial Relations, 38 (4): 525-529.
[4] Khan and Ahmed. 1981. In Goyal, P. 1995. Labour welfare and job satisfaction. NewDelhi: Deep and Deep Publications.
[5] John C.P 1998. Social security and labour welfare with special reference to construction workers in Kerela. Discussion paper No. 65. Kerela: Kerela Research Programme on Local Level Development. Center for Development Studies.
[6] Railkar, J.S 1990. Labour welfare trade unionism and industrial relations. 2ndedition. Bombay: Sheth Publishers Private Limited.
[7] Armstrong. 1988. In Aswathappa, K. 2003. Human resources and personal management. 3rd edition.
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New Delhi: Tata McGraw Hill Publishing Company Limited.
[8] Mustafa, M. 1990. Labour problems and welfare. New Delhi: Deep and Deep Publications.
[9] Rao, P.L. 2005. Comprehensive human resource management: Genesis to latest trends. New Delhi: Excel Books.
[10] Kohli, A.S and Sharma, S. R. 1997. 1 Stedition. Labour welfare and social security. NewDelhi: Anmol Publications Private Limited. 1997.
[11] John C.P 1998. Social security and labour welfare with special reference to construction workers in Kerela. Discussion paper No. 65. Kerela: Kerela Research Programme on Local Level Development. Center for Development Studies.
[12] https://en.wikipedia.org/wiki/Mahindra_%26_Mahindra
[13] https://www.volkswagen.co.in/en.html
[14] https://en.wikipedia.org/wiki/%C5%A0koda_Auto_Volkswagen_India
[15] http://www.kineticindia.com/
CHAPTER IV RESEARCH METHODOLOGY
In this chapter, the details of the research methodology used in the study are discussed. The chapter begins with a restatement of research questions. The background for the selection of the methodology is discussed. Then the data collection procedures are outlined, followed by a discussion of the reliability and validity issues. Lastly, data analysis issues are discussed.
4.1. INTRODUCTION
The research is based on the study of critical assessment of welfare amenities and their impact on motivation and productivity of employees concerning large scale automobile industries. It aims to bring out the facts and figures of motivation and productivity of employees concerning large scale automobile industries.
The main aim of defining the research problem is to identify the basic issues involved in the research inquiry. A purposive and defined inquiry not only leads to definite conclusions but also helps to find out various issues and substances issued in a given problem, as well as to closely analyze the socio-economic aspects of research.
These issues which are discussed are fairly complex and hence in-depth analysis is required to answer these questions?
1. Is there a need to study the welfare amenities offered by large scale automobile industries?
2. What is the motivation and productivity of employees?
3. What is the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee productivity?
4. What impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee motivation?
To get specific answers to the above questions, one needs to make certain assumptions related to the issue. This is nothing but the formulation of the Hypothesis, the same is dealt with in the flowing section.
4.2. SCOPE OF THE RESEARCH COMPANIES
The scope of the study explains the extent to which the work will explore the research area and specifies the parameters that will operate within the study. This simply means you're going to have to define what the report is going to cover and what it's going to concentrate on.
- This study focuses on the assessment of welfare amenities and their impact on the motivation and productivity of employees.
- The research is focused on selected large-scale industries only. It covers only the automobile sector.
- The analysis is carried out on selected large-scale industries from Ahmednagar, Aurangabad, Nashik and Pune industrial area only.
- The 4 Automobile companies were selected based on their market capitalization and the number of employees working in these companies.
- Employees are of significant importance to any organization and hence they hold the focal importance in the research.
- Only there constricts i.e. welfare amenities, motivation and productivity of employees have been considered for the present study.
- The research is restricted to a limited time frame of six years only. Hence any research conducted beyond this time frame may provide varied results.
4.3. OBJECTIVES OF THE STUDY
The objectives of a research project review what is to be achieved by the study. The objective of the research is one of the imperative elements for conducting any study. These objectives should be closely correlated to the research problem. It is vital to identify the research objective before researching because it evades the wastage of time and efforts in afterwards stages. Specific objectives should systematically address the various research questions. The objectives should specify what will be done in the study, where and for what purpose.
Based on the requirement of the study, the following are the major six research objectives.
- To study welfare amenities provided by large scale automobile industries in Maharashtra.
This objective is formulated based on the literature review collected from various sources. The aim is to study the welfare amenities provided by large scale automobile industries in Maharashtra. Due to a lack of research and awareness on this topic, there is a need to study the topic.
- To study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee motivation.
This objective is formulated on the basis of objective 1. The aim is to study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee motivation.
- To study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee productivity.
This objective is formulated based on objective 1. The aim is to study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee productivity.
- To understand the relation between welfare amenities, productivity and motivation.
This objective is formulated to study the association between welfare amenities, productivity and motivation. Welfare amenities, productivity and motivation being the main components of the HR policy of a company, studying their relationship is crucial.
- To understand the relation between Job position and Motivation.
This objective is formulated to study the association between Job position and the Motivation of employees. This is because job designation plays an important role in motivating employees in the workplace.
- To understand the relation between Job position and Employee Productivity.
This objective is formulated to study the association between Job position and Employee Productivity of employees. This objective is to check the level of productivity at various levels of the Job position.
4.4. TYPES OF RESEARCH
The basic types of research are as follows:
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Figure 4.1 Types of research (Author’s own work)
- Applied Research
Applied research is designed to solve practical problems of the modern world, rather than to acquire knowledge for knowledge's sake. Kothari C.R. (2009)[1]. The goal of applied research is to improve the human condition. It focuses on analysis and solving social and real-life problems. According to hunt, ‘applied research is an investigation for ways of using scientific knowledge to solve practical problems’ for example: - improve agriculture crop production, treat or cure a specific disease, improve the energy efficiency of homes, offices, how can communication among workers in large companies be improved? Applied research can be further classified as problem-oriented and problem- solving research.
Thus, as the research uses past researches for reference it is an “Applied research” which had been used for the study.
- Descriptive Research
Descriptive research designs help provide answers to the questions of who, what, when, where, and how associated with a particular research problem; a descriptive study cannot conclusively ascertain answers to why. Descriptive research is used to obtain information concerning the current status of the phenomena and to describe ‘what exists’ to variables or conditions in a situation.
Thus, as the research investigates the view of respondents in a given situation it is “Descriptive Research” which had been used for the study.
- Empirical Research
Empirical research is research using empirical evidence. It is a way of gaining knowledge utilizing direct and indirect observation or experience. Empiricism values such research more than other kinds. Empirical evidence (the record of one's direct observations or experiences) can be analyzed quantitatively or qualitatively. Through quantifying the evidence or making sense of it in qualitative form, a researcher can answer empirical questions, which should be clearly defined and answerable with the evidence collected (usually called data). Research design varies by field and by the question being investigated. Many researchers combine qualitative and quantitative forms of analysis to better answer questions that cannot be studied in laboratory settings, particularly in the social sciences and in education.
Thus, the research investigates the view of respondents and is supported by evidence and hypothesis testing results. Hence “Empirical Research” is used for the study.
4.5. RESEARCH PROCESS
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Figure 4.2 Research Process (Author’s own work)
The research process consists of several closely related activities. But such activities overlap and continuously don’t follow a strictly prescribed format. However, the following order of concerning activities provides a useful procedural guideline regarding the research process:
4.5.1 Formulating Research Problem
The first step in the research is designing and formulating a research problem, it is most important in research as poorly defined problems will not yield useful results.
Essentially two steps are involved in formulating a research problem viz. Understanding the problem and rephrasing the same into meaningful terms from an analytical point of view.
4.5.2 Review concepts and theories
Once the problem is formulated the next step is to write down a summary. The researcher should undertake an extensive literature survey connected with the problem.
For this purpose, the abstract and indexing journals and published or unpublished bibliographies are the first place to go to. Academic journals, conference proceedings, government reports, books etc. Must be taped depending on the nature of the problem.
4.5.3 Review Previous research Findings
The researcher not only needs to study the concepts and theories formulated in past but also needs to focus on previous research findings. The researcher has to check andgo through past findings to proceed further on his research topic.
4.5.4 Formulation of hypothesis
Now the researcher should state in clear terms the working hypothesis. A working hypothesis is a tentative assumption made to draw out and test its logical or empirical consequences. As such how research hypothesis use is developed is particularly important since they provide the focal point for research.
4.5.5 Define Research Design
The research design is the conceptual structure within which research should be conducted. A research design specifies the methods and procedures for conducting a particular study. The researcher should specify the approach he intends to use with respect to the proposed study. The function of research design is to provide for the collection of relevant evidence with minimal expenditure effort, time and money.
4.5.6 Collect Data
The next step is to determine the sources of data to be used. The researcher has to decide whether he has to collect primary data or depends exclusively on secondary data. Sometimes, the research study is based on both secondary and primary data.
4.5.7 Analyze data (Hypothesis testing)
After the data have been collected, the researcher turns to the task of analyzing them. The analysis requires several closely related operations such as establishment if categories, application of these categories to raw data through coding, tabulation and them drawing statistical inferences. After analyzing the data, the researcher has to test the hypothesis using various tests such as the Chi-square test, t-test, etc.
4.5.8 Interpret and Report
If the hypothesis is tested and upheld several times, it may be possible for the researcher to arrive at a generalization to build a theory. If the researcher has no hypotheses, he will tend to explain findings based on certain theories. It is also knownas interpretation. The process of interpretations may often trigger off new questions, which may lead to further researchers.
Report writing requires certain skills and they can be developed with practice and the researcher should follow the main principles of writing a report.
4.6. HYPOTHESIS
A hypothesis (plural hypotheses) is a proposed explanation for a phenomenon. For a hypothesis to be a scientific hypothesis, the scientific method requires that one can test it. Scientists generally base scientific hypotheses on previous observations that cannot satisfactorily be explained with the available scientific theories. A working hypothesis is a provisionally accepted hypothesis proposed for further research.
A hypothesis is not a question, but rather it is a statement about the relationship between two or more variables. To be complete a hypothesis must include three components:
1. The variables
2. The population
3. The relationship between the variables
A hypothesis translates the research question into a prediction of expected outcomes.A hypothesis is the tool of quantitative studies and is only found in such studies. A hypothesis is usually only found in experimental quantitative research studies. For the research, the following hypotheses were formulated considering the literature and related articles on the topic. No research enquiry can take a definite shape unless and until it has a firm foundation of properly laid down hypothesis. A good hypothesis helps to decide the types and quality of data to be collected, the mode of its organization and techniques of evaluation to be applied. Hence to draw certain rational, scientific as well as unbiased conclusions formulation of suitable hypotheses is essential.
For the present research, the researcher has laid down the following hypothesis:
H01: There is no significant relationship between welfare amenities and employee motivation.
H1: There is a significant relationship between welfare amenities and employee motivation.
Where,
- The Independent variable is welfare amenities
- The dependent variable is employee motivation
H02: There is no significant relationship between welfare amenities and employee productivity.
H2: There is a significant relationship between welfare amenities and employee productivity.
Where,
- The dependent variable is welfare amenities
- The Independent variable is employee productivity
H03: There is no significant relationship between motivation and employee productivity.
H3: There is a significant relationship between motivation and employee productivity. Where,
- The dependent variable is motivation
- The Independent variable is employee productivity
H04: There is no significant relationship between welfare amenities, motivation and employee productivity.
H4: There is a significant relationship between welfare amenities, motivation and employee productivity.
Where,
- The dependent variable is welfare amenities
- Independent variable is motivation and employee productivity
H05: There is no significant relationship between Job Position and Motivation. H5: There is a significant relationship between Job Position and Motivation.
Where,
- The dependent variable is Job Position
- The Independent variable is Motivation
H06: There is no significant relationship between Job Position and Employee Productivity.
H6: There is a significant relationship between Job Position and Employee Productivity.
Where,
- The dependent variable is Job Position
- The Independent variable is Employee Productivity
4.7. PERIOD OF RESEARCH
The period of study is the duration that has been selected for the research. An ideal duration comprises the period that is most suitable for the research. For the investigation, the duration is selected from the year 2014 to 2019. To get the latest updates a period of 6 years span is considered.
4.8. DESIGN OF SAMPLE SURVEY
Universe of Study and Size of Sample
All the units collectively related to the subject matter about which an investigation is being conducted are called ‘Universe’. In other words, by ‘Universe’ is meant a group of units that are being studied for investigation.
According to Simpson and Kafka, “A universe or population may be defined as an aggregate of items processing a common trait or traits”.[2]
The statistical population is a set of entities concerning which statistical inferences are to be drawn, often based on a random sample taken from a population.
Size of Sample refers to the number of items to be selected from the universe to constitute a sample. This is a major problem before a researcher. The size of the sample should neither be excessively large nor too small. It should be optimum.
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A. Volkswagen India Pvt.
B. Ltd., Pune Mahindra & Mahindra Ltd. Nashik
C. Skoda India, Aurangabad
D. Kinetic automobile, Ahmednagar
Table 4.1 – Design of sample survey
The universe of study is limited to the boundaries of Maharashtra to search the practical and effective sources of data.
4.8.1 Sampling Methods
The method of selecting a sample is of fundamental importance and depends upon the nature of data and investigation. The techniques for selecting a sample are classified into two major categories:
4.8.1.1 Probability Sampling
4.8.1.2 Non-Probability Sampling
The figure shows the types of sampling methods. The techniques that are used for the research are explained thereafter.
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Figure 4.3 Sampling Methods (Author’s own work)
1) PROBABILITY SAMPLINGs
A probability sampling scheme is one in which every unit in the population has a chance (greater than zero) of being selected in the sample, and this probability can be accurately determined.
When every element in the population does have the same probability of selection, this is known as an 'equal probability of selection' (EPS) design. Such designs are also referred to as 'self-righting because all sampled units are given the same weight.
Probability sampling includes:
A. Simple Random Sampling
Applicable when the population is small, homogeneous & readily available. All subsets of the frame are given an equal probability. Each element of the frame thus hasan equal probability of selection. It provides the greatest number of possible samples. This is done by assigning a number to each unit in the sampling frame. A table of random number or a lottery system is used to determine which units are to be selected.
For the research respondents were randomly selected from each stratum for accuracy of results and even distribution of respondents.
B. Stratified Random Sampling
Where the population embraces several distinct categories, the frame can be organized into separate ‘strata’. Each stratum is then sampled as an independent sub-population, out of which individual elements can be randomly selected.
The actual Stratified Random Sampling for the research is as follows:
A stratum of male and female was formulated to get detailed information about both genders.
2) NON-PROBABILITY SAMPLING
Any sampling method where some elements of the population have no chance of selection (these are sometimes referred to as 'out of coverage'/'under covered'), or where the probability of selection can't be accurately determined. It involves the selection of elements based on assumptions regarding the population of interest, which forms the criteria for selection. Hence, because the selection of elements is non-random, non- probability sampling not allows the estimation of sampling errors.
Non-probability Sampling includes:
A. Purposive Sampling.
It is also known as judgmental sampling. The researcher chooses the sample based on who they think would be appropriate for the study. This is used primarily when there are a limited number of people that have expertise in the area being researched.
The actual Purposive Sampling for the research is as follows:
Based on the need for research Job Position was purposively analyzed based on three criteria’s:
- Permanent
- Temporary
- Contractual
Similarly, Purposive selection of Machine Operator, Graduate Trainee/Trainee Engineer, Jr. Engineer, Sr. Engineer and Supervisor was done from all four companies.
4.9. SCALING
4.9.1. DEFINITION
Scaling is the branch of measurement that involves the construction of an instrument that associates qualitative constructs with quantitative metric units. Scaling evolved out of efforts in psychology and education to measure ‘unmeasurable’ constructs like authoritarianism and self-esteem. In many ways, scaling remains one of the most arcane and misunderstood aspects of social research measurement. And, it attempts to do one of the most difficult research tasks: measure abstract concepts.
A scale may be defined as a continuous spectrum or series of categories and has been defined as any series of items that are arranged progressively according to value or magnitude, into which an item can be placed according to its quantification. The purpose of scaling is to represent usually quantitative, an items’, people or an event’s place in the spectrum.
Scaling may be considered as an extension of measurement. Scaling involves creatinga continuum upon which measure objectives are located. Scaling describes the procedure of assigning numbers to various degrees of opinions, attitudes and other concepts.
4.9.2. PROCESS OF SCALING
Although there are a number of methods available for the measurement of attitude, the most commonly used approach is the self-report where a person is asked directly how he feels about an object.
The other alternative methods are observation, indirect techniques such as word association tests, sentence completion tests, etc. Since the self-report method of attitude measurement is most frequently used, the discussion here is based primarily on it.
- Collection of relevant Variables:
The first one should assemble a set of items or statements related to the subject of inquiry. Form this pool of items, a final choice of items is to be made for inclusion in the scale. It is necessary to exercise sufficient care to ensure that complex, imprecise, vague or ambiguous items can be avoided. Also, the statements should be written in simple language so that the respondent easily understands them.
- Scrutinizing the variable Items:
Having collected a set of items or statements, the next task is to choose the items for inclusion in the final scale. By a process of elimination, unsuitable items should be discarded as a result of which the items left in the pool form the final scale.
- Formation of Scale:
Finally, the scale, once formed, should be tested regarding its reliability and validity. If the scale satisfies these criteria, it can be used in the survey.
4.9.3. TECHNIQUES OF ATTITUDE SCALING
Scaling techniques are broadly classified into two categories, “Comparative Scaling techniques” and “Non-Comparative Scaling techniques”. Comparative scaled data are interpreted in relative terms and are measured on an ordinal scale. In no comparative scales, each object is scaled independently of the other.
Non-Comparative Scaling techniques
Common comparative scaling techniques are
- Itemised Rating Scales
- Single and Multiple Category Scales
From the above, based on the need and designing of questionnaire all the above- mentioned types have been used for the research.
1. Itemised Rating Scales
A scale having a brief description of each category is provided. Categories are orderedin terms of Scale positions. The respondents select one of the categories that best describe the stimulus object.
- Likert scale
Likert scale is a psychometric scale commonly used in questionnaires and is the most widely used scale in survey research. When responding to a Likert scale respondent specify their level of agreement to a statement.
Often five ordered response levels are used. Although many psychometricians advocate using seven or nine levels, a recent empirical study found that a five or a seven-point scale may produce a slightly higher mean score relative to the highest possible attainable score, compared to those produced from a ten-point rating scale andthis difference was statistically significant.
Example
- Highly Dissatisfactory
- Dissatisfactory
- Average
- Satisfactory
- Highly Satisfactory
2. Single and Multiple Category Scales
These scales are also known as dichotomous scales. Here we have two or more mutually exclusive responses.
Example: Yes and No
The respondent has to choose only one out of the given categories. It should be ensured that the provided choice exhausts almost all possible answers to the asked question.
4.10. DATA COLLECTION
Data collection is the process of collecting and computing information on embattled variables in an established systematic method, which then enables one to answer pertinent questions and calculate outcomes. The data collection component of research is common to all fields of study including humanities, physical and social sciences and business. While methods vary by discipline, the emphasis on ensuring accurate and honest collection remains the same. The goal for all data collection is to capture quality evidence that then translates to rich data analysis and allows the building of a convincing and credible answer to questions that have been posted.
Data regarding welfare amenities, motivation and productivity of employees was collected from various permanent, temporary and contractual employees in large scale automobile industries, in Maharashtra. For the research, the researcher has collected data from various agencies, government bodies, research articles, journals, books and websites.
4.10.1. METHODS OF DATA COLLECTION
The methods of data collection are as follows:
4.10.1.1. PRIMARY METHOD
Primary research consists of a collection of original primary data collected by the researcher. It is often undertaken after the researcher has gained some insight into the issue by reviewing secondary research or by analyzing previously collected primary data. It can be accomplished through various methods, including questionnaires and telephone interviews in market research, or experiments and direct observations in the physical sciences, amongst others. The distinction between primary research and secondary research is crucial among market-research professionals.
There are advantages and disadvantages to primary research.
Advantages:
- Researchers can focus on both qualitative and quantitative issues.
- Addresses specific research issues as the researcher controls the search design to fit their needs
- Great control; not only does primary research enable the marketer to focus on specific subjects; it also enables the researcher to have higher control over how the information is collected. Taking this into account, the researcher can decide on such requirements as the size of the project, time frame and goal.
Disadvantages:
- Compared to secondary research, primary data may be very expensive in preparing and carrying out the research. Costs can be incurred in producing the paper for questionnaires or the equipment for an experiment of some sort.
- In order to be done properly, primary data collection requires the development and execution of a research plan. It takes longer to undertake primary research than to acquire secondary data.
- Some research projects, while potentially offering information that could prove quite valuable, may not be within the reach of a researcher.
- By the time the research is complete, it may be out of date.
- A low response rate has to be expected.
Data used in research originally obtained through the direct efforts of the researcher through surveys, interviews and direct observation. Primary data is more costly to obtain than secondary data, which is obtained through published sources, but it is also more current and more relevant to the research project.
The researcher has used interview and questionnaire methods for collecting data from companies and employees of the automobile sector.
(i) INTERVIEW METHOD OF DATA COLLECTION
Definition: Interview is verbal questioning. In research, Lindzey Gardner has defined an interview as “a two-person conversation, initiated by the interviewer for the specific purpose of obtaining research-relevant information and focused by him on the content specified by the research objectives of description and explanation”.
The research has used a structured interview guided by a questionnaire. It is a set of specific points and definite questions prepared by the interviewer.
(ii) COLLECTION OF DATA THROUGH QUESTIONNAIRE Types of questions: survey consists of two basic types of questions:
1. Open-ended question: It requires respondents to generate their answers. It gives the respondents freedom in answering questions and an opportunity to provide in- depth responses.
2. Closed-ended questions:
Are the fixed choice-questions. They require the respondents to choose a response from a set of responses provided by the researcher.
For the research, the researcher has made the questionnaire using both Open and closed-ended questions to get effective results.
4.10.1.2. SECONDARY METHOD
Secondary research (also known as desk research) involves the summary, collation and/or synthesis of existing research rather than primary research, where data is collected from, for example, research subjects or experiments.
Care should be taken to distinguish secondary research from primary research that uses raw secondary data sources. The key of distinction is whether the secondary sourcebeing used has already been analyzed and interpreted by the primary authors.
It constitutes the use of documentary sources such as web pages, newspapers, magazines, technical papers, manuals, reports, government publications and other authentic sources and educational journals.
There are various methods by which data can be collected. Every method has its pros and cons. Therefore, it is not always possible to use all methods for data collection. The method chosen should be scientific and should be relevant to the problem. Since attempts to investigate a particular section of an aspect of relativity with an abstract system through it should not be surprising that each science develops its terms or concept for communicating its findings. If we see the basis of applied science, we find that the scientific method is used. It helps to formulate successful results.
The method of data collection has to be systematic. The researcher has attempted to see that information to be collected should be relevant, systematic and purposeful. It is also useful to mention here that the method of data collection should be unbiased otherwise it may not give objective results and findings will be incorrect. The science of human behaviour makes it clear that human attitude sometimes lives under bias and prejudice, which should be removed.
Therefore, the researcher has used a scientific method i.e. combination if the primary and secondary method of data collection. “A branch of knowledge can be called science only under the condition that it can be through a scientific method.”
Secondary Data Sources
Secondary sources of information may be divided into two categories:
(i) Govt. Publications:
Ministries and Department of various ministries of India and states publish the data relating to their departments or ministries. These include topics like employment, savings, investments, imports/exports. These publish the data periodically; i.e. monthly, quarterly or annually.
Main government publications are—Report on Currency and Banking, Statistical Abstract of India, Reserve Bank of India Bulletin, Agricultural Statistics of India, Labour Gazette, Indian Foreign Statistics etc.
(ii) Semi-government Publications:
These are the institutions such as Municipal Councils and Zila Parishads. These publish data about births and Deaths, Health and Education etc.
(iii) International Publications:
World bodies such as I.M.F., World Bank, W.T.O.; W.H.O etc. also publish the data regarding their organisations. These are used as published secondary data. They are of immense use to business taking interest in import/export etc.
(iv) Reports of Committees and Commissions:
Union and state governments at time appoint some committees or commissions to make research into any problem such as Finance Commission, Minority Commission, Planning Commission etc. These committees are given a term to probe into the matter. After the expiry of the term, they present the report to the respective authority, which are then published. The data is analysed to find the required solutions.
(v) Publication by Trade Business Association:
Big trade and business associations such as FICCI and ASHOCHEM also publish periodic data about trade and industry which are of much use. This data is used by scholars to analyse various problems being faced by the country. Different industries also publish data about their products and other elements. Sugar Mill Association publishes data about the sugar industry in India.
(vi) Newspapers, Magazines and Journals:
These are some of the main providers of data on a day to day basis. Financial data is daily easily available from papers like ‘Business Standard’, ‘Financial World’ and ‘Economic Times.’ Similarly, ‘Business Today’ and ‘Business World’ publish the data fortnightly. ‘Fact for You’ also publishes promising data for all who need it. Yojna and Kurukshetra are other examples of such publications.
(vii) Private Publications:
Some private institutions belonging to big education houses also bring out their publications with data on different topics. These topics may include development, employment import/export or balance of payments position etc. Different stock exchanges such as B.S.E. and N.S.E also publish data in respect of companies listed with them.
(viii) Research Institutes and scholars:
Indian Statistical Institute, C.S.O and N.S.S.O etc. also publish the data available with them. The scholars also collect the data during the tenure of their research and publish it at times. These data are of very high value as secondary sources.
Many data remain unpublished. These are the data that are collected by one person and used by another one to make any research. Government, autonomous institutions, universities and various scholars collect such data.
4.11. DATA TABULATION AND DATA ANALYSIS
Wherever possible the researcher has used graphs, charts and pictorial representation techniques to display facts and figures. These are drawn in the form of line charts, bar charts, pie charts etc. The objective of graphs and diagrams is to depict the quantitative data in such a form that they appear to be interesting to the people and their significance may be clear.
Data so collected is analyzed by using various techniques of data interpretation and analysis.
Primary data is analyzed using various techniques of data interpretation and analysis. Primary data is analyzed using certain parameters determining the extent of use, satisfaction, work structure, behavior and psychological impact on the respondent.
4.11.1 Processing of data
- Editing
The editing of data can be done at two stages: field and post-field editing. The field editing is a review of reporting by the investigator for completing what has been written in an abbreviated form during interviewing the respondent. The post-field editing is carried out when the field survey is completed and all the forms of schedules have been collected together. This type of editing requires a review of all forms thoroughly.
- Coding
Coding is the next step after data collection in the research. Coding operation has a reference to technical categories. Through coding, the collected data is transferred into symbols that may be tabulated and counted. In the present study, the researcher has prepared a coding chart giving specific codes to the questions.
To keep the response within limited alternatives, we need to assign some alphabetical or numerical symbols or both to the answers. The alternatives must be mutually exclusive i.e. defined in one concept or term only. This form of processing is known as coding.
It is necessary for efficient analysis. Though coding exercise is a part of the formulation of the questionnaire yet responses to questions need to be coded and madefinal at the processing stage. This simplifies the transfer of data from questionnaires tothe master chart.
The calculations become easier and quicker if the details are coded and entered in the master chart or fed in the computers.
The following chart shows the coding of scales that have been used for research.
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Table 4.2 Likert Scale
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Table 4.3 Single and Multiple Category Scales
- Presentation of data
The presentation of data could be tabular, statistical and cartographic. In the case of a tabular form of presentation, data related to different variables should be classified and compared. Various statistical techniques are available to derive accurate and precise results. Since techniques have a large range coupled with the limitations of their own, the selection of appropriate technique needs to be made for the purpose. The construction of graphs, charts, diagrams and maps are the various forms of cartographic presentations. The data is transformed into a cartographic system which is used for visual presentation. A brief account of tabular, statistical, as well as cartographic presentation of data, is discussed below.
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Figure 4.4 Presentation of data (Author’s own work)
A. Tabular presentation of data
It is used for the summarization of data in its microform. It helps in the analysis of trends, relationship and other characteristics of a given data. Simple tabulation is used to answer a question related to one characteristic of the data whereas complex tabulation is used to present several interrelated characteristics. Complex tabulation results in two- way, three-way tables that give information about two or three interrelated characteristics of data. The following points may be kept in mind while constructing a table.
1. To make a table easily understandable without a text, a clear and concise title be given just above the frame of the table.
2. Each table should be numbered to facilitate easy reference.
3. Both columns and rows of the table should have a short and clear caption. They may also be numbered to facilitate the reference.
4. The units of measurement (production units)-kgs, quintals, tones, or areal units- hectare, kilometer) be indicated. If the table relates to some specific time, it must be mentioned. The tables should be logical, clear and as simple as possible.
5. The source of data must be indicated just below the body of the table.
6. The abbreviated words and explanatory footnotes if any should be placed beneath the table. However, it should be used to the minimum possible extent.
7. The sequence of data categories in a table may follow alphabetical, chronologic
B. Statistical Presentation of data:
The data collected through various sources need to be processed statistically for precise explanations. Very often it becomes necessary to obtain a single representative value for the whole data set. The statistical measures that enable us to work out a single representative figure for the entire data distribution, is known as a central tendency. Measures of central tendency help us to compare different distributions besides being representative for each distribution. These measures normally denote the central points of values, distance and occurrence in a distribution. The commonly used measures of central tendency are: (a) Arithmetic mean or average (b) Median (c) Mode.
For the research and convenience of understanding only Arithmetic mean or average technique of statistical presentation has been used by the researcher .
C. Cartographic Presentation of Data
The primary data collected through the field survey may be presented cartographically. The representation of data in visual form refers either to time, space or to both. The cartographic presentation refers to the display of data by constructing graphs, diagrams and maps. The set of data is transformed into some form of the figure which is used for illustrations. These figures could be graphic, geometric or theme-specific maps. A brief discussion of a different form of cartographic presentation is given here.
(a) Graphical Presentation of Data
The graph refers to the arrangement of horizontal as well as vertical lines in inch or centimetre divisions. These divisions are in an arithmetic sequence. A graph is used to locate the position of a given character with respect to two variables represented by two axes of the graph.
(b) Compound Graphs
These graphs are being used to represent two or more dependent quantities at the same time. Different quantities represented by curves are either superimposed on top of each other or cumulatively placed on each other. For example, compound graphs of the male and female population of rural and urban population can be used to represent the two segments of the population. Similarly, variables having three or four segments can also be represented through the compound graph.
(C) Diagrammatic Presentations.
Diagrams are both graphical as well as geometric in nature. The processed data is portrayed through different diagrams for visual presentations. It is important to make use of diagrams based on their relative merit of visual presentation. The diagrams mostly refer to time or space or both the characteristics related to one location. Some of the diagrams used for the presentation of primary data are discussed below:
(i) Bar Diagram
The use of a column or bar has become common in representing a comparative performance of various units and the growth of an individual unit. The length of the bar is kept proportional to the size of production or the volume of change. Thus the bar diagram is used to represent many elements at one point of time and one element across the time. The compound bar diagrams are used to represent the subclasses of an element. The block of a bar is proportionately subdivided to represent the subclasses in a compound bar diagram.
(ii) Pie Diagram
The pie diagram is also known as the divided circle. It is used to represent the proportion of the sub-unit of a whole. The different segments of a circle represent the percentage contribution of various components of data. For drawing a pie diagram, we construct a circle of any diameter. The circle is then divided into the desired number of segments.
i.e. angle 360 represents 100 per cent. A pie diagram is generally used to represent the general land use of the village, the composition of shops in a functional profile of urban areas, the social composition of surveyed villages, and the composition of the total population.
4.11.1 Data analysis
The data after collection has to be processed and analysed in accordance with the outline laid down for the purpose oat the time of developing the research plan. This is essential for a scientific study and for ensuring that one has all relevant data for making contemplated comparisons and analysis. Technically speaking, processing implies editing, coding and tabulation of data so that they are amenable to analysis.
The term analysis refers to the computation of certain measures along with searching for patterns of relationship that exists among data groups. Thus, in the process of analysis, relationship or differences supporting or conflicting with the original or new hypothesis should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions.
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Figure 4.5 Types of Data Analysis (Author’s own work)
The content following depicts and explains the data analysis techniques that have been actually used for research.
A. Descriptive Analysis
Descriptive analysis summarises the population data by describing what was observed in the sample numerically or graphically. The analysis of variables may be treated one at a time, two at a time or more.
1) Univariate Analysis
Univariate analysis is concerned with the description or summarization of individual variables in a given data set. The entire range of statistical techniques can be broadly classified as Univariate and multivariate techniques based on the nature of the problem. Univariate techniques are appropriate when there is a single measurement of each of the n sample objects or when there are several measurements of each of the n observations but each variable is analysed in isolation.
a) Central Tendency
The statistical measure which tells the location or position of central value or central point to describe the central tendency of the entire mass of data is known as measure of central tendency or measure of central value or measure of location or average at first order.
i) Mean
It is most frequently used and is calculated by adding the sum of all individual values in a distribution and dividing the sum by the total number of individuals. The arithmetic mean is expressed in the form of equation noted below:
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Where 𝑋̅ is the mean value, ΣX is the total of X values, N= Number of individuals/observations.
The arithmetic mean can be easily worked for small ungrouped data.
Merits of the Arithmetic Mean
1. dIt is widely used in case of normal distributions.
The arithmetic mean has certain limitations. It is affected by the extreme values especially when they are large. For example, income variations are very wide in case of Indian population.
B. Inferential Analysis
Inferential analysis is used to generalize the results obtained from a random sample back to the population from which the sample was drawn. This analysis is only required when a sample is drawn by a random procedure, and the response rate is very high. Hence, this type of analysis is not appropriate when non probability methods of selection are used, the response rate is low.
- Hypothesis Testing
Hypothesis testing refers to the process of choosing between competing hypotheses about a probability distribution, based on observed data from the distribution. It is a core topic in mathematical statistics, and indeed is a fundamental part of the language of statistics.
1) Karl Pearson’s Coefficient of Correlation
Definition: Karl Pearson’s Coefficient of Correlation is widely used mathematical method wherein the numerical expression is used to calculate the degree and direction of the relationship between linear related variables.
Pearson’s method, popularly known as a Pearsonian Coefficient of Correlation, is the most extensively used quantitative methods in practice. The coefficient of correlation is denoted by ‘r’.
If the relationship between two variables X and Y is to be ascertained, then the following formula is used:
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Properties of Coefficient of Correlation
- The value of the coefficient of correlation (r) always lies between ±1. Such as: r=+1, perfect positive correlation
r=-1, perfect negative correlation r=0, no correlation
- The coefficient of correlation is independent of the origin and scale. By origin, it means subtracting any non-zero constant from the given value of X and Y the value of ‘r’ remains unchanged. By scale it means, there is no effect on the value of ‘r’ if the value of X and Y is divided or multiplied by any constant.
2) Regression Analysis
Definition: The Regression Analysis is a statistical tool used to determine the probable change in one variable for the given amount of change in another. This means, the value of the unknown variable can be estimated from the known value of another variable.
The degree to which the variables are correlated to each other depends on theRegression Line. The regression line is a single line that best fits the data, i.e. all the points plotted are connected via a line in the manner that the distance from the line to the points is the smallest.
The regression also tells about the relationship between the two or more variables, then what is the difference between regression and correlation? Well, there are two important points of differences between Correlation and Regression. These are:
- The Correlation Coefficient measures the ‘ degree of relationship’ between variables, say X and Y whereas the Regression Analysis studies the ‘ nature of relationship’ between the variables.
- Correlation coefficient does not clearly indicate the cause-and-effect relationship between the variables, i.e. it cannot be said with certainty that one variable is the cause, and the other is the effect. Whereas, the Regression Analysis clearly indicates the cause-and-effect relationship between the variables.
The regression analysis is widely used in all the scientific disciplines. In economics, it plays a significant role in measuring or estimating the relationship among the economic variables. For example, the two variables – price (X) and demand (Y) are closely related to each other, so we can find out the probable value of X from the given value of Y and similarly the probable value of Y can be found out from the given value of X.
3) F-Distribution
Definition: The F-Distribution is also called as Variance Ratio Distribution as it usually defines the ratio of the variances of the two normally distributed populations. The F- distribution got its name after the name of R.A. Fisher, who studied this test for the first time in 1924.
Symbolically, the quantity is distributed as F-distribution with ν1 = n1-1 and ν2 = n2- 1 degrees of freedom and is represented as:
Where,
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S [2] is the unbiased estimator of σ [2] and S [2] is the unbiased estimator of σ [2].
The parameters of the F-distribution are degrees of freedom ν1 for the numerator and degrees of freedom ν2 for the denominator. Thus, with the change in the values of these parameters the distribution also changes.
4) The ANOVA Test
An ANOVA test is a way to find out if survey or experiment results are significant. In other words, they help you to figure out if you need to reject the null hypothesis or accept the alternate hypothesis. Basically, you’re testing groups to see if there’s a difference between them. Examples of when you might want to test different groups:
- A group of psychiatric patients are trying three different therapies: counseling, medication and biofeedback. You want to see if one therapy is better than the others.
- A manufacturer has two different processes to make light bulbs. They want to know if one process is better than the other.
- Students from different colleges take the same exam. You want to see if one college outperforms the other.
One Way ANOVA
A one-way ANOVA is used to compare two means from two independent (unrelated) groups using the F-distribution. The null hypothesis for the test is that the two means are equal. Therefore, a significant result means that the two means are unequal.
Limitations of the One-Way ANOVA
A one-way ANOVA will tell you that at least two groups were different from each other. But it won’t tell you what groups were different. If your test returns a significant f-statistic, you may need to run an ad hoc test (like the Least Significant Difference test) to tell you exactly which groups had a difference in means.
5) Z Test
A Z-test is a type of hypothesis test. Hypothesis testing is just a way for you to figure out if results from a test are valid or repeatable. For example, if someone said they had found a new drug that cures cancer, you would want to be sure it was probably true. A hypothesis test will tell you if it’s probably true, or probably not true. A Z test, is used when your data is approximately normally distributed.
4.12. LIMITATIONS OF STUDY
The researcher has made all possible efforts to collect necessary facts and data. He has adopted suitable and appropriate methods of data evaluations. However, in spite of sincere efforts the researcher has certain limitations which the researcher has accepted with due modesty.
1. Study is limited only for Maharashtra State only and not much more than this.
2. The study is limited to assessment of welfare amenities provided by large scale automobile industries
3. The study is limited to only motivation and productivity of employees with respect to large scale automobile industries
4. The researcher admits that the data has limitations in terms of methods of collections and processing. This is basically for the want of sufficient processing and up gradation of research techniques.
The conclusions drawn in the study are based on a moderate sample and may or may not be applicable at large to universe in the same sense and in the same context.
4.13. PILOT STUDY
Before scaling for full research, one pilot study was initiated with 40 employees in the large-scale Automobile industries in Nashik and Pune District. The collected questionnaire was analysed to determine whether the data collected helped the researcher in meeting the objectives of the study.
The researcher discusses the results of the survey done. The validity of the questionnaire was adjudged using central tendencies calculated to test the reliability and internal consistency of the responses obtained from the respondents.
A pilot study was undertaken. Structured questionnaires with relevant questions on the prioritized themes were identified and used for the pilot study
4.13.1. Highlights of the Pilot study
- The questionnaire made up of a total of 9 questions related to welfare, motivation and productivity.
- A simple random sampling technique used.
- The survey was done on 20 Employees of Mahindra and Mahindra Ltd. Nashik and 20 of Volkswagen India P Ltd. Pune.
4.13.2. Findings of the Pilot Study
The researcher can point out the following findings.
- 70% of the employees are satisfied with the medical benefits provided by the employer.
- 62.5% of employees satisfied with the Leave policy of the organisation.
- Majority of the employees about 40% of employees satisfied with the canteen facility.
- Also, 62.5% of the employees agree the medical facilities affects the motivation of the employees.
- 65% of the employees agree that the Leave Policy of the organisation.
- 55% of the employees agree on the canteen facility have a direct impact on the level of motivation.
- 65% of the employees agree that motivation affects the level of absenteeism of the employees.
- 70% of the employees agree that level of motivation has a direct relation to the level of productivity.
- 55% of the employees agree that motivation has a direct impact on the turnover ratio of the employees in the organization.
- Based on Hypothesis testing, it was found that “there is a positive correlation between welfare amenities, motivation and productivity of the employees “as the p-value obtained is less than 0.05. Also, the value of Multiple R is 0.5223 which is a moderate level of correlation.
4.13.3. Conclusion of the pilot study
The researcher concludes that the employees are satisfied with the welfare facilities provided by the organisations. Organisations provide satisfactory facilities like Medical benefits, Leave policy and Canteen services. The level of motivation gets directly affected by the medical facilities and Leave policy of the organization. The impact of canteen service is moderate on the level of motivation. The level of productivity of the employees directly affected by the level of motivation means a high level of motivation leads to high productivity. Absenteeism of the employees directly related to the motivation of the employees. Turnover of the employees directly proportional to the motivation level of the employees. It concludes that the higher the level of motivation lesser is the chances of the employee to leave the organization. The researcher concluded that the welfare amenities, motivation level & productivity level of any employee have a significant relationship.[3]
4.13.4. Improvements done for the research.
The researcher-made questionnaire based on the Demographic, Designation. Also researched and the questions about the aspects of welfare, motivation and productivity to make the research more accurate.
This chapter envisages the research methodology adopted by the researcher
4.14. SCOPE OF PRESENT RESEARCH
The scope of the study explains the extent to which the work will explore the research area and specifies the parameters that will operate within the study. This simply means you're going to have to define what the report is going to cover and what it's going to concentrate on.
- This study focuses on assessment of welfare amenities and its impact on motivation and productivity of employees.
- The research is focused on selected large-scale industries only. It covers only the automobile sector.
- The analysis is carried out on selected large-scale industries from Ahmednagar, Aurangabad, Nashik and Pune industrial area only.
- The 4 Automobile companies were selected based on their market capitalization and number of employees working in these companies.
- Employees are of significant importance to any organization and hence they hold the focal importance in the research.
- Only there constricts i.e. welfare amenities, motivation and productivity of employees have been considered for present study.
- The research is restricted to a limited time frame of six years only. Hence any research conducted beyond this time frame may provide varied results.
[1] Kothari C.R.,(2009) “Research Methodology: Methods and Techniques”, New Age International (P) Limited Publishers, Second Edition, 2009.
[2] J. N. Kapur & H. C. Saxena, Mathematical Statistics, S Chand Publications, 2018.
[3] Kare A.P., Kotkar S.N.(2020),” To study on Employee Welfare Amenities and Its Impact on Motivation and Productivity with special reference to Automobile industry”, The International Journal of Analytical and Experimental Modal Analysis, ISSN: 0886-9367, Vol-12, Issue 1, Jan.2020.
CHAPTER V DATA ANALYSIS AND HYPOTHESIS TESTING
In this chapter, Data is represented in the tabular, graphical forms and its interpretation is given. The chapter includes the testing of hypothesis with valid statistical tools applicable.
SECTION I: DEMOGRAPHIC PROFILE
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Table 5.1: Demographic Information of respondents
INTERPRETATION
The above table represents demographic information of respondents.
Gender analysis shows that 92% of respondents and male and remaining 8% are female. This shows that males contribute the maximum part of this research.
Age analysis depicts that 84% of respondents fall in the age group of 21-30 years and the remaining 16% is contributed from the age group of 31-40 and 41-50.
Marital Status of respondents show that 464 (77.3%) of respondents are single and remaining 136 (22.7%) are married.
Educational Qualifications of respondents was found that over 344 (57%) of respondents have a bachelor degree, about 136 (22%) are diploma holders, 115 (19%) are ITI and less than 1% have a Master’s degree.
The organisations selected for carrying out the research shows equal numbers of respondents 150 (25%) are chosen from each organisation for carrying out the research.
Designation of the respondents demonstrates that 255(42.5%) of respondents are Graduate Trainee/Trainee Engineer, 192(32%) are Machine Operator, 92(15%) are Sr. Engineer.
Job Position of the respondents are recorded that 276(46%) of respondents are Permanent, 164(27%) are Temporary, 160(26%) are Contractual workers.
Finally Experience level of the respondents shows that 500 (83%) of respondents have an experience level of 0-5 years, 92(15%) have an experience level of 5-10 years and about 1% have an experience of more than 10 years.
SECTION II: QUESTIONNAIRE ON EMPLOYEE WELFARE ACTIVITIES
1) How do you rate the medical benefits provided by the Organization for the employees & their families?
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Table 5.2: Medical Benefits provided by the Organization
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Graph 5.1: Medical Benefits provided by the Organization
Interpretation:
The above graph shows medical benefits provided by the Organization for the employees & their families. It has been observed that 366(61%) out of 600 employees are averagely satisfied by the medical facilities provided by the organization and 233(38.83%) employees are satisfied with medical facilities which is a good sign for companies.
2) How do you rate the working Hours of the Organization?
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Table 5.3: Working Hours of the Organization
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Graph 5.2: Working Hours of the Organization
Interpretation:
The above graph shows the rating of the working hours of the Organization. It has been observed that 316(52.66%) out of 600 employees are averagely satisfied with the working hours of the organization whereas 283(47%) are satisfied with the working hours of the organization.
3) How do you rate the sitting arrangement of the Organization?
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Table 5.4: Sitting Arrangement of the Organization
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Graph 5.3: Sitting Arrangement of the Organization
Interpretation:
The above graph shows the rating of the sitting arrangement of the Organization. It has been observed that 353(58.83%) out of 600 employees are averagely satisfied with the sitting arrangements of the organization whereas 245(40.83%) are satisfied with the sitting arrangements of the organization.
4) How do you rate the Conveyance Allowance offered by the Organization?
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Table 5.5: Conveyance Allowance offered by the Organization
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Graph 5.4: Conveyance Allowance offered by the Organization
Interpretation:
The above graph shows Conveyance Allowance offered by the Organization. It has been observed that 281(46.83%) out of 600 employees are averagely satisfied with the Conveyance Allowance offered by the organization whereas 248(41.33%) are satisfied with the Conveyance Allowance offered by the organization. It also shows that 70 (11.66%) are extremely satisfied with the Conveyance Allowance offered by the organization.
5) Rate the Overtime allowance offered by the Organization
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Table 5.6: Overtime Allowance offered by the Organization
Graph 5.5: Overtime Allowance offered by the Organization
Interpretation:
The above graph shows Overtime Allowance offered by the Organization. It has been observed that 287(47.83%) out of 600 employees are averagely satisfied with the Overtime Allowance offered by the organization whereas 219(36.5%) are satisfied with the Overtime Allowance offered by the organization. It also shows that 93(15.5%) are extremely satisfied with the Overtime Allowance offered by the organization.
6) How do you rate the leave policy of the Organization?
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Table 5.7: Leave Policy of the Organization
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Graph 5.6: Leave Policy of the Organization
Interpretation:
The above graph shows the leave policy of the Organization. It has been observed that 279(46.5%) out of 600 employees are averagely satisfied with the leave policy of the Organization whereas 258(43%) are satisfied with the leave policy of the Organization. It also shows that 52(8.66%) are extremely satisfied with the leave policy of the Organization.
7) Rate the canteen services provided by the organization.
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Table 5.8: Canteen Services provided by the organization
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Graph 5.7: Canteen Services provided by the organization
Interpretation:
The above graph shows canteen services provided by the organization. It has been observed that 247(41.66%) out of 600 employees are averagely satisfied with the canteen services provided by the organization whereas 199(33.16%) are satisfied with the canteen services provided by the organization. It also shows that 143(23.83%) are extremely satisfied with the canteen services provided by the organization.
8) Rate the Rest room and lunch room facility to the employees.
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Table 5.9: Rest Room and Lunch Room facility provided by the organization
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Graph 5.8: Rest Room and Lunch Room facility provided by the organization
Interpretation:
The above graph shows Rest Room and Lunch Room facility provided by the organization. It has been observed that 408(68%) out of 600 employees are Satisfied with the Rest Room and Lunch Room facility provided by the organization whereas 172(28.66%) are extremely satisfied with the Rest Room and Lunch Room facility provided by the organization.
9) Rate the overall satisfaction with employee welfare activities of the Organization.
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Graph 5.9: Overall Satisfaction with employee welfare activities
Interpretation:
The above graph shows overall satisfaction with employee welfare activities of the Organization. It has been observed that 381(63.5%) out of 600 employees are satisfied with the employee welfare activities of the Organization whereas 172(28.66%) are extremely satisfied with the employee welfare activities of the Organization.
10) Does the company provide maternity leave to Female Employees?
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Table 5.11: Maternity leave provided to Female Employees
Graph 5.10: Maternity leave provided to Female Employees
Interpretation:
The above graph shows employees response to maternity leave provide to Female Employees. There are only 50 female respondents participating in the research, hence 550 employee count represents “Not applicable”. The graph says that 100% female employees can get benefit of maternity leave facility provided by companies.
11) Do you get regular increments?
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Table 5.12: Regular Increments provided to employees
Graph 5.11: Regular Increments provided to employees
Interpretation:
The above graph shows employees response to regular increments in the organization. It has been observed that 452(75.33%) out of 600 employees agree that regular increments happen in the Organization whereas 148(24.66%) disagree to the fact that regular increments happen in the Organization.
12) Does the Organization offer sufficient number of toilets?
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Table 5.13: Sufficient Number of Toilets in the organization
Graph 5.12: Sufficient Number of Toilets in the organization
Interpretation:
The above graph shows employees' response to Number of Toilets provided by the organization. It has been observed that 600(100%) out of 600 employees agree that Sufficient Number of Toilets are provided by the Organization.
13) Does the organization provide creche facility?
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Table 5.14: Creche Facility provided by the organization
Graph 5.13: Creche Facility provided by the organization
Interpretation:
The above graph shows employees' response to creche facilities provided to Female Employees for their kids. There are only 50 female respondents participating in the research, hence 550 employee count represents “Not applicable”. The graph says that 100% female employees can get benefit of creche facility provided by companies.
14) Does the company take care of the employees working the night shift?
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Table 5.15: Care for the employees working in night shift
Graph 5.14: Care for the employees working in night shift
Interpretation:
The above graph shows employees' response to the company taking care of the employees working in night shifts. It has been observed that 600(100%) out of 600 employees agree that the company takes good care of the employees working the night shift.
15) Does the company take safety measures for employee safety?
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Table 5.16: Safety Measures for Employee
Graph 5.15: Safety Measures for Employee
Interpretation:
The above graph shows employees' response to the company taking safety measures for employee safety. It has been observed that 600(100%) out of 600 employees agree that the company takes enough safety measures for employee safety.
16) Give the preference to the below desired Amenities.
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Table 5.17: Amenities desired by employees
Graph 5.16: Amenities desired by employees
Interpretation:
The above graph shows employees preference to the above desired Amenities. It has been observed that Credit Society is the most preferred welfare amenity preferred by employees. This is followed by Suggestion Reward Scheme, Family Picnic, Holiday Homes, Employee Stock Option Plan and last by Recreational facilities.
SECTION III: QUESTIONNAIRE ON IMPACT OF WELFARE AMENITIES ON EMPLOYEE MOTIVATION
1) The money related remuneration/compensation structure affects my level of motivation.
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Table 5.18: Effect of Remuneration/Compensation Structure on Motivation
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Graph 5.17: Effect of Remuneration/Compensation Structure on Motivation
Interpretation:
The above graph shows the effect of Remuneration/Compensation Structure on motivation level of the employee. It has been observed that 360(60%) out of 600 employees are highly affected by Remuneration/Compensation Structure of the organization.
2) The level of occupation improvement grasped by the association has an impact on my motivation level.
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Table 5.19: Effect of Occupation Improvement on Motivation level of employees
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Graph 5.18: Effect of Occupation Improvement on Motivation level of employees
Interpretation:
The above graph shows the effect of Occupation Improvement on motivation level of the employee. It has been observed that 320(53.33%) out of 600 employees are highly affected by Occupation Improvement of the organization whereas 236(39.33%) are moderately affected by Occupation Improvement of the organization.
3) The hygiene at workplace at the association has an impact on my motivation level.
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Table 5.20: Effect of Workplace Hygiene on Motivation level of employees
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Graph 19: Effect of Workplace Hygiene on Motivation level of employees
Interpretation:
The above graph shows the effect of Workplace Hygiene on motivation level of the employee. It has been observed that 310(51.66%) out of 600 employees are highly affected by Workplace Hygiene of the organization whereas 202(33.66%) are moderately affected by Workplace Hygiene of the organization.
4) The Medical benefits provided have an impact on my motivation level.
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Table 5.21: Effect of Medical Benefits on Motivation level of employees
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Graph 5.20: Effect of Medical Benefits on Motivation level of employees
Interpretation:
The above graph shows the effect of Medical Benefits on motivation level of the employee. It has been observed that 294(49%) out of 600 employees are highly affected by Medical Benefits of the organization whereas 184 (30.66%) are moderately affected by Medical Benefits of the organization.
5) The level of my motivation at my workplace affected by the sitting arrangement provided at my workplace.
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Table 5.22: Effect of Sitting Arrangement on Motivation level of employees
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Graph 5.21: Effect of Sitting Arrangement on Motivation level of employees
Interpretation:
The above graph shows the effect of Sitting Arrangement on motivation level of the employee. It has been observed that 223(37.16%) out of 600 employees are highly affected by Sitting Arrangement of the organization whereas 276 (46%) are moderately affected by Sitting Arrangement of the organization.
6) The increment policies do affect my motivational level.
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Table 5.23: Effect of Increment Policies on Motivation level of employees
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Graph 5.22: Effect of Increment Policies on Motivation level of employees
Interpretation:
The above graph shows the effect of Increment Policies on motivation level of the employee. It has been observed that 288(48%) out of 600 employees are highly affected by Increment Policies of the organization whereas 256(42.66%) are moderately affected by Increment Policies of the organization.
7) The degree of my motivation affected by the promotional policies at my workplace.
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Table 5.24: Effect of Promotional Policies on Motivation level of employees
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Graph 5.23: Effect of Promotional Policies on Motivation level of employees
Interpretation:
The above graph shows the effect of Promotional Policies on motivation level of the employee. It has been observed that 266(44.33%) out of 600 employees are highly affected by Promotional Policies of the organization whereas 200(33.33%) are moderately affected by Promotional Policies of the organization.
8) My level of motivation at my work is to a degree affected by Travel Benefits provided by my organization.
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Table 5.25: Effect of Travel Benefits on Motivation level of employees
Graph 5.24: Effect of Travel Benefits on Motivation level of employees
Interpretation:
The above graph shows the effect of Travel Benefits provided by the organization on motivation level of the employee. It has been observed that 334(55.66%) out of 600 employees are highly affected by Travel Benefits provided by the organization whereas 180(30.0%) are moderately affected by Travel Benefits provided by the organization.
9) Work timing of my job does affect my level of motivation.
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Table 5.26: Effect of Work Timing on Motivation level of employees
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Graph 5.25: Effect of Work Timing on Motivation level of employees
Interpretation:
The above graph shows the effect of Work Timing on motivation level of the employee. It has been observed that 321(53.5%) out of 600 employees are highly affected by Work Timing of the organization whereas 260(43.33%) are moderately affected by Work Timing of the organization.
10) My level of motivation is affected by maternity benefits provided by my organization.
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Table 5.27: Effect of Maternity Benefits on Motivation level of employees
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Graph 5.26: Effect of Maternity Benefits on Motivation level of employees
Interpretation:
The above graph shows employees response to motivation affected by maternity benefits provided by my organization. There are only 50 female respondents participating in the research, hence 550 employee count represents “Not applicable”. The graph says that 48% and 42% female employees are satisfied and highly satisfied with maternity benefits provided by companies’ in turn increasing motivation of employees.
11) Canteen facility provided does affect my degree of motivation at my workplace.
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Table 5.28: Effect of Canteen Facility on Motivation level of employees
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Graph 5.27: Effect of Canteen Facility on Motivation level of employees
Interpretation:
The above graph shows the effect of Canteen Facility on motivation level of the employee. It has been observed that 297(49.5%) out of 600 employees are highly affected by Canteen Facility of the organization whereas 236(39.33%) are moderately affected by Canteen Facility of the organization.
12) My degree of motivation affected by Creche facility.
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Table 5.29: Effect of Creche Facility on Motivation level of employees
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Graph 5.28: Effect of Creche Facility on Motivation level of employees
Interpretation:
The above graph shows the effect of Creche Facility on motivation level of the employee. It has been observed that 33(66%) out of 50 employees are averagely Satisfied by Creche Facility of the organization whereas 16(32%) are moderately Satisfied by Creche Facility of the organization.
13) My level of Motivation affected by facility of rest room and Lunch Room provided by the organization.
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Table 5.30: Effect of Rest Room and Lunch Room Facilities on Motivation level of employees
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Graph 5.29: Effect of Rest Room and Lunch Room Facilities on Motivation level of employees
Interpretation:
The above graph shows the effect of Rest Room and Lunch Room Facility on motivation level of the employee. It has been observed that 225 (37.5%) out of 600 employees are highly affected by Rest Room and Lunch Room Facility of the organization whereas 336(56%) are moderately affected by Rest Room and Lunch Room Facility of the organization.
SECTION IV: QUESTIONNAIRE ON IMPACT OF WELFARE AMENITIES ON EMPLOYEE PRODUCTIVITY
1) The money related remuneration/compensation structure affects my level of performance.
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Table 5.31 Effect of Remuneration/Compensation Structure on Productivity level of employees
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Graph 5.30: Effect of Remuneration/Compensation Structure on Productivity level of employees
Interpretation:
The above graph shows the effect of Remuneration/Compensation Structure on performance level of the employee. It has been observed that 364(60.66%) out of 600 employees are highly affected by Remuneration/Compensation Structure of the organization.
2) The level of occupation improvement grasped by the association has an impact on my productivity level.
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Table 5.32: Effect of Occupation Improvement on Productivity level of employees
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Graph 5.31: Effect of Occupation Improvement on Productivity level of employees
Interpretation:
The above graph shows the effect of Occupation Improvement on performance level of the employee. It has been observed that 126(21%) out of 600 employees are highly affected by Occupation Improvement of the organization whereas 325(54.16%) are moderately affected by Occupation Improvement of the organization.
3) The hygiene at workplace at the association has an impact on my performance level.
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Table 5.33: Effect of Workplace Hygiene on Productivity level of employees
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Graph 5.32: Effect of Workplace Hygiene on Productivity level of employees
Interpretation:
The above graph shows the effect of Workplace Hygiene on performance level of the employee. It has been observed that 262(43.66%) out of 600 employees are highly affected by Workplace Hygiene of the organization whereas 244(40.66%) are moderately affected by Workplace Hygiene of the organization.
4) The Medical benefits provided has an impact on my performance level.
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Table 5.34: Effect of Medical Benefits on Productivity level of employees
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Graph 5.33: Effect of Medical Benefits on Productivity level of employees
Interpretation:
The above graph shows the effect of Medical Benefits on performance level of the employee. It has been observed that 177(29.5%) out of 600 employees are highly affected by Medical Benefits of the organization, 213(35.5%) are moderately affected by Medical Benefits of the organization whereas 148(24.66%) are extremely affected by Medical Benefits of the organization.
5) The level of my productivity at my workplace affected by sitting arrangement provided at my workplace.
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Table 5.35: Effect of Sitting Arrangement on Productivity level of employees
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Graph 5.34: Effect of Sitting Arrangement on Productivity level of employees
Interpretation:
The above graph shows the effect of Sitting Arrangement on performance level of the employee. It has been observed that 215(35.83%) out of 600 employees are highly affected by Sitting Arrangement of the organization whereas 355(55.83%) are moderately affected by Sitting Arrangement of the organization.
6) The increment policies do affect my performance level.
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Table 5.36: Effect of Increment Policies on Productivity level of employees
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Graph 5.35: Effect of Increment Policies on Productivity level of employees
Interpretation:
The above graph shows the effect of Increment Policies on performance level of the employee. It has been observed that 349(58.16%) out of 600 employees are highly affected by Increment Policies of the organization whereas 204(34%) are moderately affected by Increment Policies of the organization.
7) The degree of my productivity affected by the promotional policies at my workplace.
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Table 5.37: Effect of Promotional Policies on Productivity level of employees
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Graph 5.36: Effect of Promotional Policies on Productivity level of employees
Interpretation:
The above graph shows the effect of Promotional Policies on performance level of the employee. It has been observed that 346(57.66%) out of 600 employees are highly affected by Promotional Policies of the organization whereas 187(31.16%) are moderately affected by Promotional Policies of the organization.
8) My level of performance at my work is to a degree affected by Travel Benefits provided by my organization.
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Table 5.38: Effect of Travel Benefits on Productivity level of employees
Graph 5.37: Effect of Travel Benefits on Productivity level of employees
Interpretation:
The above graph shows the effect of Travel Benefit son performance level of the employee. It has been observed that 149(24.83%) out of 600 employees are highly affected by Travel Benefits of the organization whereas 385(64.16%) are moderately affected by Travel Benefits of the organization.
9) Work timing of my job does affect my level of performance.
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Table 5.39: Effect of Work Timing on Productivity level of employees
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Graph 5.38: Effect of Work Timing on Productivity level of employees
Interpretation:
The above graph shows the effect of Work Timing on performance level of the employee. It has been observed that 182(30.33%) out of 600 employees are highly affected by Work Timing of the organization whereas 256(42.66%) are moderately affected by Work Timing of the organization.
10) My level of performance affected by maternity benefits provided by my organization.
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Table 5.40: Effect of Maternity Benefits on Productivity level of employees
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Graph 5.39: Effect of Maternity Benefits on Productivity level of employees
Interpretation
The above graph shows employees response to level of performance affected by maternity benefits provided by organization. There are only 50 female respondents participating in the research, hence 550 employee count represents “Not applicable”. The graph says that 68% and 28% female employees are satisfied and highly satisfied with performance affected by maternity benefits provided by organization.
11) Canteen facility provided does affect my degree of performance at my workplace.
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Table 5.41: Effect of Canteen Facility on Productivity level of employees
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Graph 5.40: Effect of Canteen Facility on Productivity level of employees
Interpretation:
The above graph shows the effect of Canteen Facility on performance level of the employee. It has been observed that 273(45.5%) out of 600 employees are highly affected by Canteen Facility of the organization whereas 228(38%) are moderately affected by Canteen Facility of the organization.
12) My degree of performance is affected by the Creche facility.
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Table 5.42: Effect of Creche Facility on Productivity level of employees
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Graph 5.41: Effect of Creche Facility on Productivity level of employees
Interpretation:
The above graph shows the effect of Creche Facility on performance level of the employee. There are only 50 female respondents participating in the research, hence 550 employee count represents “Not applicable”. It has been observed that 62% and 30% female employees are averagely satisfied and only satisfied and thus the effect of Creche Facility on the performance level of the employee is moderate.
13) My level of productivity is affected by the facility of the rest room and Lunch Room provided by the organization.
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Table 5.43: Effect of Rest Room and Lunch Room on Productivity level of employees
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Graph 5.42: Effect of Rest Room and Lunch Room on Productivity level of employees
Interpretation:
The above graph shows the effect of Rest Room and Lunch Room Facility on performance level of the employee. It has been observed that 299(49.83%) out of 600 employees are highly affected by Rest Room and Lunch Room Facility of the organization whereas 172(28.66%) are moderately affected by Rest Room and Lunch Room Facility of the organization.
SECTION V: QUESTIONNAIRE ON IMPACT OF EMPLOYEE MOTIVATION ON PRODUCTIVITY
1) I believe the level of employee motivation in my organization has a direct impact on absenteeism levels.
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Table 5.44: Effect of Motivation on Absenteeism level of employees
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Graph 5.43: Effect of Motivation on Absenteeism level of employees
Interpretation:
The above graph shows the impact of employee motivation on the absenteeism level in the organisation. 266(37.66%) employees strongly believe that employee motivation has a direct impact on absenteeism level in the organization.
2) The level of worker motivation at my present place of employment directly affects my productivity level.
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Table 5.45: Effect of Motivation on Productivity level of employees
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Graph 5.44: Effect of Motivation on Productivity level of employees
Interpretation:
The above graph shows the impact of employee motivation on the productivity level in the organisation. 283(47.16%) employees strongly believe that employee motivation has a direct impact on productivity level in the organization whereas 150(25%) employees averagely believe that motivation has a direct impact on productivity level in the organization.
3) The level of motivation of employees in the association directly affects the levels of turnover. (Turnover is the procedure in which employees leave the association and must be supplanted).
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Table 5.46: Effect of Motivation on Turnover of employees
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Graph 5.45: Effect of Motivation on Turnover of employees
Interpretation:
The above graph shows the impact of employee motivation on the Turnover of the organization. 167(27.83%) employees strongly believe that employee motivation has a direct impact on Turnover of the organization whereas 287(47.83%) employees averagely believe that motivation has a direct impact on Turnover of the organization.
4) I trust the level of employee motivation in the association affects the worker security practices.
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Table 5.47: Effect of Motivation on Security of employees
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Graph 5.46: Effect of Motivation on Security of employees
Interpretation:
The above graph shows the impact of employee motivation on the Worker Security in the organization. 172(28.66%) employees strongly believe that employee motivation has a direct impact on Worker Security in the organization whereas 278(46.33%) employees averagely believe that motivation has a direct impact on Worker Security in the organization.
5) The degree to which employees in the association display levels of stress is because of their levels of motivation at the work place.
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Table 5.48: Effect of Motivation on levels of stress of employees
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Graph 5.47: Effect of Motivation on levels of stress of employees
Interpretation:
The above graph shows the impact of Employee Association on levels of stress in the organization. 191(31.83%) employees believe that employee association has a direct impact on levels of stress in the organization whereas 176(29.33%) employees averagely believe that employee association has a direct impact on levels of stress in the organization.
6) The need of Unionization in the organization can be attributed to the levels of employee motivation.
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Table 5.49: Effect of Motivation on need of Unionization of employees
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Graph 5.48: Effect of Motivation on need of Unionization of employees
Interpretation:
The above graph shows need of Unionization in the organization can be attributed to the levels of employee motivation. 328 (54.66 %) employees neither agree nor disagree that need of Unionization in the organization can be attributed to the levels of employee motivation whereas 222(37%) employees agree that unionization in the organization can be attributed to the levels of employee motivation.
7) The rate at which workers learn new occupation assignments can be ascribed to their levels of motivation.
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Table 5.50: Effect of Motivation on workers desire to learn new occupation assignments
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Graph 5.49: Effect of Motivation on workers desire to learn new occupation assignments
Interpretation:
The above graph shows the rate at which workers learn new occupation assignments can be ascribed to their levels of motivation. 278 (46.33%) employees neither agree nor disagree that the rate at which workers learn new occupation assignments can be ascribed to their levels of motivation whereas 172 (28.66%) employees agree to the statement.
8) Level of commitment towards work depends upon the level of motivation.
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Table 5.51: Effect of Motivation on Commitment towards work
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Graph 5.50: Effect of Motivation on Commitment towards work
Interpretation:
The above graph shows Level of commitment towards work. 291 (48.5%) employees agree that the level of commitment towards work depends upon the level of motivation and 233 (38.83%) employees strongly agree to the statement that level of commitment towards work depends upon the level of motivation.
9) Timely finishing the work assignment can be attributed to the level of motivation.
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Table 5.52: Effect of Motivation on Timely completion of work
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Graph 5.51: Effect of Motivation on Timely completion of work
Interpretation:
The above graph shows the Timely finishing the work assignment can be attributed to the level of motivation. 328 (54.66%) employees neither agree nor disagree that the Timely finishing the work assignment can be attributed to the level of motivation whereas 172 (28.66%) employees agree to the statement.
10) Efficiency of work can be attributed to the level of motivation.
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Table 5.53: Effect of Motivation on Efficiency of work
Graph 5.52: Effect of Motivation on Efficiency of work
Interpretation:
The above graph shows the Efficiency of work can be attributed to the level of motivation. 17829.66 %) employees neither agree nor disagree that the Efficiency of work can be attributed to the level of motivation whereas 346 (57.66%) employees strongly agree and only agree to the statement.
Central Tendencies Measurement of Constructs
Mean and standard deviation had been selected as the measurement of central tendencies in the research. The mean is defined as the average value calculated by adding all the values for each case and dividing it by the total number of cases. Besides, it is also representing the average of mean scores for all the target respondents. Standard deviation is a statistic which describes the extent of spread of numerical data values around the mean (Saunders et al., 2009). If the standard deviation is low, it indicated that the data points tend to be very close to the mean. If there is a high standard deviation, it indicated that the data points are spread out over a large range of values.
Mean and Standard Deviation for Welfare
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Table 5.54 Mean and Standard Deviation for Welfare
Mean and Standard Deviation for Motivation
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Table 5.55 Mean and Standard Deviation for Motivation
Mean and Standard Deviation for Productivity
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Table 5.56 Mean and Standard Deviation for productivity
Scale Measurement Reliability Analysis
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Table 5.57 Reliability Analysis
The reliability analysis is employed to ascertain the internal consistency level of its measuring (Field, 2005)[1]. Table above shows the reliability alpha coefficient values of the three variables with the highest 0.815 for Welfare, 0.810 for Productivity and 0.706 for Motivation. According to Field (2005), we concluded that the reliability levels for all variables are acceptable since they achieved more than the benchmark of 0.70.
HYPOTHESIS TESTING
In this section, the listed hypothesis are tested using various testing tools like correlation, regression and Independent T test whichever is relevant to hypothesis. The results are tested and validated using SPSS software for higher reliability and utility.
Hypothesis 1
H01: There is no significant relationship between welfare amenities and employee motivation.
H1: There is a significant relationship between welfare amenities and employee motivation.
This hypothesis is based on objective two (mentioned in chapter 3). In the firststep relation between variables in found using Pearson Correlation Analysis. Further, level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor, z-Test: Two Sample for Means and F-Test Two-Sample for Variances were used to prove the Hypothesis.
Pearson Correlation Analysis
Pearson Correlation Test is to determine the relationship among each independent variable as well as the relationship between dependent variable and independent variables. The correlation coefficient is significant when the p-value obtained is less than 0.05.
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Table 5.58 Pearson Correlation
The P-Value is < .00001. The result is significant at p < .05.
The table represents values of correlation coefficient i.e. 0.5239 and coefficient of determination. Coefficient of determination shows the level of deviation in dependent variable Welfare can be elucidated by the independent variable Motivation. In this case, 27.45% is moderate
Regression Statistics
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Coefficients
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Table 5.59 Regression
The Coefficients table provides us with the necessary information to predict Motivation, as well as determine whether Welfare contributes statistically significantly to the model
Regression equation can be represented as:
Motivation = 0.4106 Welfare+1.96
Anova: Single Factor
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Table 5.60 Anova: Single Factor
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Table 5.61 z-Test
Since the p-value is smaller than our Alpha (0.05), we reject the null hypothesis that there is significant difference in the means of each sample.
F-Test Two-Sample for Variances
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Table 5.62 F-Test F -crit > F calculated, thus we Reject Null Hypothesis
Interpretation:
Based on the results of Anova: Single Factor, z-Test: Two Sample for Means and F- Test Two-Sample for Variances tests conducted on data, it was found that H0: “There is no significant relationship between welfare amenities and employee motivation” is rejected. This proved an alternate hypothesis H 1 “There is a significant relationship between welfare amenities and employee motivation”.
HYPOTHESIS 2
H02: There is no significant relationship between welfare amenities and employee productivity.
H2: There is significant relationship between welfare amenities and employee productivity.
This hypothesis is based on objective three (mentioned in chapter 3). In the first step relation between variables in found using Pearson Correlation Analysis. Further, level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor, z-Test: Two Sample for Means and F-Test Two-Sample for Variances were used to prove the Hypothesis.
Pearson Correlation Analysis
Pearson Correlation Test is to determine the relationship among each independent variable as well as the relationship between dependent variable and independent variables. The correlation coefficient is significant when the p-value obtained is less than 0.05.
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Table 5.63 Pearson Correlation The P-Value is .769265. The result is not significant at p < .05
The table represents values of correlation coefficient i.e. -0.0123 and coefficient of determination. Coefficient of determination shows the level of deviation in dependent variable Welfare can be elucidated by the independent variable Productivity. In this case, 00.01% is low.
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Table 5.64 Regression
The Coefficients table provides us with the necessary information to predict Productivity, as well as determine whether Welfare contributes statistically significantly to the model
Regression equation can be represented as:
Productivity = 0.0156 Welfare + 3.683
Anova: Single Factor
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Table 65 Anova: Single Factor
Since F > F crit, we reject the null hypothesis.
z-Test: Two Sample for Means
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Table 5.66 z-Test
Since the p-value is smaller than our Alpha (0.05), we reject the null hypothesis that there is a significant difference in the means of each sample.
F-Test Two-Sample for Variances
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Table 5.67 F-Test F -crit > F calculated, thus Reject Null Hypothesis
Interpretation:
Thus based on the results of Anova: Single Factor, z-Test: Two Sample for Means and F-Test Two-Sample for Variances tests conducted on data, it was found that H0: “There is no significant relationship between welfare amenities and employee productivity” is rejected. This proved an alternate hypothesis H 1 “There is significant relationship between welfare amenities and employee productivity”.
HYPOTHESIS 3
H03: There is no significant relationship between motivation and employee productivity.
H3: There is significant relationship between motivation and employee productivity.
This hypothesis is based on objective four (mentioned in chapter 3). In the first step relation between variables in found using Pearson Correlation Analysis. Further, level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor, z-Test: Two Sample for Means and F-Test Two-Sample for Variances were used to prove the Hypothesis.
Pearson Correlation Analysis
Pearson Correlation Test is to determine the relationship among each independent variable as well as the relationship between dependent variable and independent variables. The correlation coefficient is significant when the p-value obtained is less than 0.05.
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Table 5.68 Pearson Correlation
The P-Value is .421155. The result is not significant at p < .05.
The table represents values of correlation coefficient i.e. 0.0329 and coefficient of determination. Coefficient of determination shows the level of deviation in dependent variable Motivation can be elucidated by the independent variable Productivity. In this case, 0.10% is very low
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Table 5.69 Regression
The Coefficients table provides us with the necessary information to predict Motivation, as well as determine whether Welfare contributes statistically significantly to the model
Regression equation can be represented as:
Productivity = 0.0531 Motivation + 3.427 Anova: Single Factor
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Table 5.70 Anova: Single Factor
Since F > F crit, we reject the null hypothesis.
z-Test: Two Sample for Means
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Table 5.71 z-Test
Since the p-value is smaller than our Alpha (0.05), we reject the null hypothesis that there is significant difference in the means of each sample.
F-Test Two-Sample for Variances
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Table 5.72 F-Test F -crit > F calculated, thus Reject Null Hypothesis
Interpretation:
This based on the results of Anova: Single Factor, z-Test: Two Sample for Means and F-Test Two-Sample for Variances tests conducted on data, it was found that H0: “There is no significant relationship between motivation and employee productivity.” is rejected. This proved alternate hypothesis H 1 “ There is significant relationship between motivation and employee productivity ”.
HYPOTHESIS 4
H04: There is no significant relationship between welfare amenities, motivation and employee productivity.
H4: There is significant relationship between welfare amenities, motivation and employee productivity.
This hypothesis is based on objective four (mentioned in chapter 3). In the first step relation between variables in found using Pearson Correlation Analysis. Further, level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor was used to prove the Hypothesis.
Pearson Correlation Analysis
Pearson Correlation Test is to determine the relationship among each independent variable as well as the relationship between dependent variable and independent variables. The correlation coefficient is significant when the p-value obtained is less than 0.05.
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Table 5.73 Pearson Correlation
The table represents values of correlation between welfare, motivation andproductivity. There is a moderate degree of correlation between welfare-motivation andMotivation- Productivity. A negative relation exists between welfare and Productivity.
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Table 5.74 Regression
The Coefficients table provides us with the necessary information to predict Welfare, as well as determine whether Motivation and Productivity contributes statistically significantly to the model.
Regression equation can be represented as:
Welfare= 0.66 Motivation-0.02 Productivity+1.689
Anova: Single Factor
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Table 5.75 Anova: Single Factor
Since F > F crit, we reject the null hypothesis. Interpretation:
This based on the results of Anova: Single Factor test conducted on data, it was found that H0: “There is no significant relationship between welfare amenities, motivation and employee productivity.” is rejected. This proved an alternate hypothesis H 1 “There is significant relationship between welfare amenities, motivation and employee productivity.”
HYPOTHESIS 5
H05: There is no significant relationship between Job Position and Motivation. H5: There is significant relationship between Job Position and Motivation.
This hypothesis is based on objective five (mentioned in chapter 3). In the first step relation between variables in found using Pearson Correlation Analysis. Further, level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor and z-Test: Two Sample for Means were used to prove the Hypothesis
Pearson Correlation Analysis
Pearson Correlation Test is to determine the relationship among each independent variable as well as the relationship between dependent variable and independent variables. The correlation coefficient is significant when the p-value obtained is less than 0.05.
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Table 5.76 Pearson Correlation The P-Value is < .00001. The result is significant at p < .05.
The table represents values of correlation coefficient i.e. 0.6054 and coefficient of determination. Coefficient of determination shows the level of deviation in dependent variable Job Position can be elucidated by the independent variable Motivation. In this case, 36.65% is moderate
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Table 5.77 Regression
The Coefficients table provides us with the necessary information to predict Motivation, as well as determine whether Job Position contributes statistically significantly to the model
Regression equation can be represented as:
Motivation= 0.111 Job Position + 3.246
Anova: Single Factor
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Table 5.78 Anova: Single Factor
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Since F > F crit, we reject the null hypothesis. z-Test: Two Sample for Means
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Table 5.79 z-Test
Since the p-value is smaller than our Alpha (0.05), we reject the null hypothesis that there is significant difference in the means of each sample.
Interpretation:
This based on the results of Anova: Single Factor and z-Test: Two Sample for Means tests conducted on data, it was found that H0: “There is no significant relationship between Job Position and Motivation.” is rejected. This proved alternate hypothesis H 1 “There is significant relationship between Job Position and Motivation.”
HYPOTHESIS 6
H06: There is no significant relationship between Job Position and Employee Productivity.
H6: There is significant relationship between Job Position and Employee Productivity.
This hypothesis is based on objective six (mentioned in chapter 3). In the first step relation between variables in found using Pearson Correlation Analysis. Further, level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor and z-Test: Two Sample for Means were used to prove the Hypothesis.
Pearson Correlation Analysis
Pearson Correlation Test is to determine the relationship among each independent variable as well as the relationship between dependent variable and independent variables. The correlation coefficient is significant when the p-value obtained is less than 0.05.
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Table 5.80 Pearson Correlation The P-Value is .883397. The result is not significant at p < .05.
The table represents values of correlation coefficient i.e. -0.0067 and coefficient of determination. Coefficient of determination shows the level of deviation in dependent variable Job Position can be elucidated by the independent variable Productivity. In this case, 0.004% is low
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Table 5.81 Regression
The Coefficients table provides us with the necessary information to predict Productivity, as well as determine whether Job Position contributes statistically significantly to the model
Regression equation can be represented as: Regression Equation
Productivity= -0.002 Job Position + 3.627
Anova: Single Factor
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Table 5.82 Anova: Single Factor
Since F > F crit, we reject the null hypothesis.
z-Test: Two Sample for Means
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Table 5.83 z-Test
Since the p-value is smaller than our Alpha (0.05), we reject the null hypothesis that there is significant difference in the means of each sample.
Interpretation:
This based on the results of Anova: Single Factor & z-Test: Two Sample for tests conducted on data, it was found that H0: “There is no significant relationship between Job Position and Employee Productivity” is rejected. This proved alternate hypothesis H 1 “There is a significant relationship between Job Position and Employee Productivity.”
Summary of Hypothesis testing
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Table 5.84 Summary of Hypothesis testing
Summary of Objective Achievement
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Table Number 5.85 Summary of Objective Achievement
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[1] Field, A. P. (2005). Discovering statistics using SPSS (2nd edition). London: Sage.
CHAPTER VI FINDINGS AND CONCLUSIONS
6.1. FINDINGS
The findings are the principal outcomes of a research project; what the project suggested, revealed or indicated. This usually refers to the totality of outcomes, rather than the conclusions or recommendations drawn from them.
Based on the research conducted on the topic “Critical assessment of welfare amenities and its impact on motivation and productivity of employees with respect to large scale automobile industries ” the aforesaid findings were recorded. The findings are recorded and are based on the data collected form Machine Operator, Graduate Trainee/Trainee Engineer, Jr. Engineer, Sr. Engineer and Supervisor.
1. The first objective of the research was to study welfare amenities provided by large scale automobile industries in Maharashtra.
- Based on research and data analysis it was found that 61%employees are averagely satisfied by the medical facilities provided by the organization and 38.83% of employees are satisfied with medical facilities which is a good sign for companies.
- It was found that 52.66% of employees are averagely satisfied with the working hours of the organization whereas 47% are satisfied with the working hours of the organization.
- It has been found that 58.83% of employees are averagely satisfied with the sitting arrangements of the organization whereas 40.83% are satisfied with the sitting arrangements of the organization.
- It has been established by data analysis that 46.83%employees are averagely satisfied with the Conveyance Allowance offered by the organization whereas 41.33% are satisfied with the Conveyance Allowance offered by the organization. It also shows that 11.66% are extremely satisfied with the Conveyance Allowance offered by the organization.
- It has been found that 47.83%employees are averagely satisfied with the Overtime Allowance offered by the organization whereas 36.5% are satisfied with the Overtime Allowance offered by the organization. It also shows that 15.5% are is extremely satisfied with the Overtime Allowance offered by the organization.
- It has been found that 46.5% of employees are averagely satisfied with the leave policy of the Organization whereas 43% are satisfied with the leave policy of the Organization. It also shows that 8.66% are extremely satisfied with the leave policy of the Organization.
- It has been found that 41.66%employees are averagely satisfied with the canteen services provided by the organization whereas 33.16% are satisfied with the canteen services provided by the organization. It also shows that 23.83% are extremely satisfied with the canteen services provided by the organization.
- It has been found that 68% of employees are Satisfied with the Rest Room and Lunch Room facility provided by the organization whereas 28.66% are extremely satisfied with the Rest Room and Lunch Room facility provided by the organization.
- It has been found that 63.5% of employees are satisfied with the employee welfare activities of the Organization whereas 28.66% are extremely satisfied with the employee welfare activities of the Organization.
- It has been found that 75.33% of employees agree that regular increments happen in the Organization whereas 24.66% disagree with the fact that regular increments happen in the Organization.
- It has been found that 100% of employees agree that a Sufficient Number of Toilets are provided by the Organization.
- It has been found that 100% of employees agree that the company takes good care of the employees working the night shift.
- It has been found that100% of employees agree that the company takes enough safety measures for employee safety.
- 100% of female employees can get benefits of maternity leave provided by companies.
- 100% of female employees can get the benefit of creche facilities provided by companies.
Since this was the basic objective of the study, data was only collected through questionnaires and recorded in this section.
2. The second objective of the research was to study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee motivation.
- It has been found that 60% of employees are highly affected by the Remuneration/Compensation Structure of the organization.
- It has been found that 53.33%employees are highly affected by the Occupation Improvement of the organization whereas 39.33% are moderately affected by Occupation Improvement of the organization.
- It has been found that 51.66% of employees are highly affected by Workplace Hygiene of the organization whereas 33.66%are moderately affected by Workplace Hygiene of the organization.
- It has been found that 49% of employees are highly affected by the Medical Benefits of the organization whereas 30.66%are moderately affected by the Medical Benefits of the organization.
- It has been found that 37.16% of employees are highly affected by Sitting Arrangement of the organization whereas 46%are moderately affected by Sitting Arrangement of the organization.
- It has been found that 48%employees are highly affected by the Increment
Policies of the organization whereas 42.66% are moderately affected by Increment Policies of the organization.
- It has been found that 44.33% of employees are highly affected by the Promotional Policies of the organization whereas 33.33% are moderately affected by Promotional Policies of the organization.
- It has been found that 55.66% of employees are highly affected by Travel Benefits provided by the organization whereas 30.0% are moderately affected by Travel Benefits provided by the organization.
- It has been found that 53.5% of employees are highly affected by the Work Timing of the organization whereas 43.33% are moderately affected by the Work Timing of the organization.
- The analysis says that 48% and 42% of female employees are satisfied and highly satisfied with the maternity benefits provided by companies’ in turn increases the motivation of employees.
- It has been found that 49.5% of employees are highly affected by the Canteen Facility of the organization whereas 39.33% are moderately affected by the Canteen Facility of the organization.
- It has been found that 66% of female employees are averagely satisfied by the creche facility of the organization whereas 32%are moderately satisfied by the creche facility of the organization.
- It has been found that 37.5%employees are highly affected by the Rest Room and Lunch Room Facility of the organization whereas 56% are moderately affected by the Rest Room and Lunch Room Facility of the organization.
To satisfy this objective, hypothesis one was framed. To prove the hypothesis, in the first step relation between variables is found using Pearson Correlation Analysis. Further, the level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor, z-Test: Two-Sample for Means and F-Test Two-Sample for Variances were used to prove the Hypothesis. This based on the results of tests alternate hypothesis H1 “There is a significant relationship between welfare amenities and employee motivation” was found to be true.
3. To study the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee productivity.
- It has been found that 60.66% of employees are highly affected by the Remuneration/Compensation Structure of the organization.
- It has been found that 21%employees are highly affected by the Occupation Improvement of the organization whereas 54.16% are moderately affected by the Occupation Improvement of the organization.
- It has been found that 43.66% of employees are highly affected by Workplace Hygiene of the organization whereas 40.66% are moderately affected by Workplace Hygiene of the organization.
- It has been found that 29.5% of employees are highly affected by the Medical Benefits of the organization, 35.5% are moderately affected by the Medical Benefits of the organization whereas 24.66% are extremely affected by the Medical Benefits of the organization.
- It has been found that 35.83% of employees are highly affected by Sitting Arrangement of the organization whereas 55.83% are moderately affected by Sitting Arrangement of the organization.
- It has been found that 58.16% of employees are highly affected by the Increment Policies of the organization whereas 34% are moderately affected by Increment Policies of the organization.
- It has been found that 57.66% of employees are highly affected by the Promotional Policies of the organization whereas 31.16% are moderately affected by Promotional Policies of the organization.
- It has been found that 24.83% of employees are highly affected by the Travel Benefits of the organization whereas 64.16% are moderately affected by Travel Benefits of the organization.
- It has been found that 30.33% of employees are highly affected by the Work Timing of the organization whereas 42.66%are moderately affected by the Work Timing of the organization.
- It is found that 68% and 28% of female employees are satisfied and highly satisfied with Performance affected by maternity benefits provided by the organization.
- It has been found that 45.5% of employees are highly affected by the Canteen Facility of the organization whereas 38%are moderately affected by the Canteen Facility of the organization.
- It has been found that 62% and 30% of female employees are averagely satisfied and only satisfied and thus the effect of Creche Facility on the performance level of the employee is moderate.
- It has been found that 49.83% of employees are highly affected by the Rest Room and Lunch Room Facility of the organization whereas 28.66% are moderately affected by the Rest Room and Lunch Room Facility of the organization.
To satisfy this objective, hypothesis two was framed. To prove the hypothesis, in the first step relation between variables is found using Pearson Correlation Analysis. Further, the level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor, z-Test: Two-Sample for Means and F-Test Two-Sample for Variances were used to prove the Hypothesis. This based on the results of tests alternate hypothesis H1 “There is a significant relationship between welfare amenities and employee productivity” was found to be true.
4. To understand the relation between welfare amenities, productivity and motivation.
Based on data analysis, it was found that there exists
- a positive correlation between welfare amenities and motivation,
- a positive correlation between motivation and productivity
- a negative correlation between welfare amenities and productivity
The value of Multiple R is 0.524 which is a moderate level of correlation. Also, the level of Standard Error is very low counting to be only 0.33. The regression equation Welfare=0.66 Motivation-0.02 Productivity+1.689 represents the relation between welfare amenities, productivity and motivation. Based on hypothesis testing it is found that there is a significant relationship between welfare amenities, motivation and employee productivity To satisfy this objective, hypothesis three and four were framed. To prove these hypotheses, the first step relation between variables is found using Pearson Correlation Analysis. Further, the level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor, z- Test: Two-Sample for Means and F-Test Two-Sample for Variances were used to prove the Hypothesis. This based on the results of tests alternate hypothesis H1 “There is a significant relationship between motivation and employee productivity” was found to be true. Also, hypothesis for resulted acceptance of alternate hypothesis H1 i.e. “There is a significant relationship between welfare amenities, motivation and employee productivity.”
5. To understand the relation between Job position and Motivation.
Based on data analysis, it was found that there exists a positive correlation between Job position and Motivation. The value of R is 0.605464 which is a moderate level of correlation. Also, the level of Standard Error is very low counting to be only 0.24. The regression equation Motivation= 0.111 Job Position + 3.246 represents the relation between Job position and Motivation. Based on hypothesis testing it is found that there is a significant relationship between Job position and Motivation.
To satisfy this objective, hypothesis five was framed. To prove the hypothesis, in the first step relation between variables is found using Pearson Correlation Analysis. Further, the level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor and z-Test: Two-Sample for Means were used to prove the Hypothesis. This based on the results of tests alternate hypothesis H1 “There is a significant relationship between Job Position and Motivation” was found to be true.
6. To understand the relation between Job position and Employee Productivity.
Based on data analysis, it was found that there exists a negative correlation between Job position and Employee Productivity. The value of Multiple R is0.006which is a moderate level of correlation. Also, the level of Standard Error is very low counting to be only 0.49. The regression equation Productivity= -0.002 Job Position + 3.627 represents the relation between Job position and Employee Productivity. Based on hypothesis testing it is found that there is a significant negative relationship between Job position and Employee Productivity.
To satisfy this objective, hypothesis six was framed. To prove the hypothesis, in the first step relation between variables is found using Pearson Correlation Analysis. Further, the level of impact was calculated using regression analysis and a regression equation was established. Lastly, Anova: Single Factor and z-Test: Two-Sample for Means were used to prove the Hypothesis. This based on the results of tests alternate hypothesis H1 “There is a significant relationship between Job Position and Employee Productivity” was found to be true.
6.2. CONCLUSIONS
A conclusion is the summarization and analysis of the research topic which helps the reader to understand why the research should matter to them after they have finished reading the research work.
- In the present research, it can be concluded that welfare amenities provided by large scale automobile industries in Maharashtra are moderately satisfactory. The same has been proven in data analysis and hypothesis testing. It can be noted that companies provide satisfactory welfare amenities like leave policy, canteen services, Rest Room and Lunch Room facility, welfare activities, regular increments, maternity leave facility and creche facility for women.
- It should also be noted that employees are highly satisfied with the number of toilets provided by companies and care taken of employees working in night shift.
- The is a vast scope of improvement in medical facilities, working hour, sitting arrangement, Conveyance Allowance and Overtime Allowances as employees are moderately satisfied with the above-listed welfare amenities.
- Further, when the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee motivation was examined it was found that Remuneration/Compensation Structure of the organization, Workplace Hygiene, Medical Benefits, Increment Policies, Promotional Policies, Travel Benefits, Work Timing, Canteen Facility have a very high impact on employee motivation. Whereas the Rest Room and Lunch Room facility have a moderate impact on employee motivation.
- Also, when the impact of welfare amenities provided by large scale automobile industries in Maharashtra on employee productivity was examined it was found that Remuneration/Compensation Structure of the organization, Workplace Hygiene, Increment Policies, Promotional Policies, Canteen Facility, Rest Room and Lunch Room Facility have a high impact on employee productivity.
- Additionally, Occupation Improvement of the organization, Medical Benefits,
Sitting Arrangement, Travel Benefits and Work Timing have a moderate impact on employee productivity.
- Based on data analysis when we study the relation between welfare amenities, productivity and motivation, it can be concluded that welfare amenities and motivation are positively associated whereas welfare amenities and productivity are negatively associated. This shows that there is a large scope of development in areas of employee productivity associated with offered welfare amenities.
- Based on data analysis when we study the relation between Job position and Motivation it can be concluded a positive correlation between Job position and Motivation. The higher the Job Position, the higher is the motivation level of employees, which is a symbol of the growth of the company. But it should be noted that lower job position employees should also be motivated to work efficiently.
- Finally, in the study of the relation between Job position and Employee Productivity, it was found that a negative relationship between Job position and Employee Productivity.
- Thus, it can be concluded that Job position increases the Motivation of Employees but they are not productive as per the need of the desired position. This forms the main area of improvement from the research.
CHAPTER VII SUGGESTIONS FOR IMPROVEMENT
7.1. Suggestion 01
Welfare Amenities, Motivation and Productivity are the three major factors involved in the entire research.
Based on Hypothesis it was also found that
- Welfare amenities have a positive impact on motivation of employees of organization. Welfare amenities assist in creating positivity in employees.
- Further it was also found that higher the motivation of employees, higher is their productivity. Hence it shows that highly motivated employees are productive.
- The third result said that on Welfare Amenities have a negative impact on employee productivity.
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Figure 7.1 Relationship amongst Welfare, Motivation and Productivity (Author’s own work)
This is a point of concern. This can be put in form of equation A= Welfare Amenities B= Motivation C= Productivity
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Which means,
1. Welfare Amenities directly affect employee Motivation
2. Motivation directly affect employee Productivity
3. But Welfare Amenities do not have any direct impact and effect on Productivity. In fact, result show a negative correlation between two.
Hence it can be said that only welfare cannot lead to productivity. Welfare when leading to motivation can result in employee productivity.
7.2. Suggestion 02
From the research work it was also found that respondents are dissatisfied with Working hours, Occupation Improvement, Medical Benefits, Sitting Arrangement, Remuneration/Compensation Structure, Promotional Policies and training offered by the organization.
- It was found that maximum respondents i.e. employees and managers feel that either working hours are too high and/or not flexible for employees to efficiently work.
- There is a further need observed for improvement of work at the companies where research was conducted.
- Employees also have an opinion that medical benefits that are currently provided are not up to expectations or limited.
- Employees suggested that Remuneration/Compensation Structure is not very clear and this is a reason for low performance.
- Also, HR department has unclear promotion policies as stated by employees On the other hand, employees are satisfied with Rest Room, Number of Toilets available for staff, Good care of the employees working in night shift, maternity leave and crèche facility.
Based on the findings following suggestions can be recorded in form of IOTM Model
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Figure 7.2 IOTM Model (Author’s own work)
The limitations can be cleared in 4 stages viz.
1. Improvise
2. Orient
3. Train
4. Maintain
STAGE 1: IMPROVISE
The stage one focuses on improvisation of internal factors by working on factors like:
- Providing Flexi Work Hours to employees
- Providing Medical Benefits to employees
- Providing a suitable and conducive Work Environment to employees
- Providing necessary and appropriate Sitting Arrangement for employees to work efficiently
STAGE 2: ORIENT
The stage aims at giving orientation to all the old and new working employees’ regarding working methods and policies of organization.
- Employees usually have issues with remuneration/ Compensation Structure. Hence clarity on remuneration policy and compensation structure should be given to every employee in organization.
- This will create and increase trustworthiness towards the company.
- Also there should be a clear HR policy manual to be floated amongst all the employees. The policy manual should have clear clauses for Recruitment, selection, retention and Promotional Policies
STAGE 3: TRAIN
This phase aims at Training employees for Career enhancement & Occupationment. Once internal policies are clearly communicated along with providing orientation to employees, company should focus on motivating them. HR should work upon Goal Sitting of employees for long term relation and motivation of employees.
STAGE 4 MAINTAIN
In this stage all the policies that have be planned for improving, organizing and training employees need to be maintained.
- Special focus should be given on maintain hygiene at work place.
- A distinctive emphasis should be considered on Women & Child Care
- Companies should maintain their attention on supporting employees who work in Night / Odd shift working
7.2.1. ADVANTAGES OF THE IOTM MODEL
- It will act as a tool to improvise current work systems
- It will prove to be a toll for providing orientation to staff and workers
- It will act as a training model to enhance career of employees
- It will help in quality maintenance at workplace.
7.3. GUIDELINES FOR FUTURE RESEARCH
The present study has welfare amenities and their impact on motivation and productivity of employees with respect to large scale automobile industries. The researcher on completion of his research exclaims that there are many areas for further research on the same topic. The researcher can investigate and conduct a more in-depth sophisticated study and enquire on areas like:
- Future scope of automobile industries in India.
- Application of business models to increase welfare, motivation and productivity of employees of large-scale automobile industries in India.
The study acknowledges the consolidations and corporate restructuring initiatives happening in the sector and the same requires a detailed investigation for its appropriateness and effectiveness.
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C. Websites
- http://www.kineticindia.com/
- https://en.wikipedia.org/wiki/%C5%A0koda_Auto_India
- https://en.wikipedia.org/wiki/%C5%A0koda_Auto_Volkswagen_India
- https://en.wikipedia.org/wiki/Kinetic_Engineering_Limited
- https://en.wikipedia.org/wiki/Mahindra_%26_Mahindra
- https://www.mahindra.com/
- https://www.skoda-auto.co.in/
- https://www.volkswagen.co.in/en.html
- https://www.economicsdiscussion.net/labour/labour-welfare/31839
- https://www.legalbites.in/law-notes-labor-law-theories-of-labour-welfare/
- http://www.indusedu.org/pdfs/IJRMEC/IJRMEC_966_77527.pdf
- http://repository.smuc.edu.et/bitstream/123456789/4855/1/The%20Effect%20of %20Employee%20motivation%20on%20Organizational%20Peformance%20%2 8June%202019%29%20Merged%20PDF.pdf
- http://41.89.96.81:8080/xmlui/bitstream/handle/123456789/1732/Effect%20of% 20selected%20motivational%20factors%20on%20organizational%20performanc e%20in%20manufacturing%20companies%20in%20Kenya.pdf?sequence=1&is Allowed=y
- http://repository.smuc.edu.et/bitstream/123456789/3507/1/FINALTHESIS%20P APER.pdf
D. Figures/Images
[i] Herzberg’s Two-Factor Theory of Motivation - Smart Edge (smart-edge.in)
[ii] Representation of Alderfer's ERG Theory of human needs. | Download Scientific Diagram (researchgate.net)
[iii] Going back to Basics ~ McClelland's Achievement Motivation Theory (linkedin.com)
[iv] Reinforcement Theory (theintactone.com)
[v] Chapter 11 Motivating Employees – Fundamentals of Business (vt.edu)
[vi] Business Framework Hawthorn Effect PowerPoint Presentation - PowerPoint Templates (slidegeeks.com)
[vii] Theory X and Theory Y – A Glimpse of Maha mandi and related learnings (wordpress.com)
Frequently asked questions
What is the critical assessment of welfare amenities and its impact on productivity and motivation of employees?
This document is a comprehensive language preview which includes the title, table of contents, objectives and key themes, chapter summaries, and key words related to the research on "Critical Assessment of Welfare Amenities and Its Impact on Productivity and Motivation of Employees with Special Reference to Large Scale Automobile Companies in Maharashtra."
What topics are covered in the index?
The index lists acknowledgements, index, list of tables, list of figures, an introduction, a literature review, conceptual framework, research methodology, data analysis and hypothesis testing, findings and conclusions, suggestions for improvement, a bibliography, and annexure.
What are the acknowledgements for?
The acknowledgements section expresses gratitude to Dr. Shamkant Narhar Kotkar, senior colleagues, company officers and employees, and the author's family and friends for their contributions to the research.
What kind of tables and figures are included?
The list of tables includes items related to the design of the sample survey, Likert scale, demographic information of the respondents, employee welfare activities, and impact of welfare amenities on employee motivation and productivity.
The list of figures includes items related to theories and models of Labour Welfare, Herzberg’s Two Factor Theory, Maslow’s Need Hierarchy Theory and relationship amongst Welfare, Motivation and Productivity.
What is the introduction chapter about?
The introduction chapter discusses the preamble to research, labor welfare in the Indian perspective, the concept of motivation, the definition of productivity, the research problem statement, the objectives of the research, and the scope of the research.
What's covered in the literature review?
The literature review presents a review of theoretical and empirical literature with research questions being analysed to look at the impact of employee motivation on performance in the organization. This section covers worker welfare and employee execution.
What is the conceptual framework chapter about?
This chapter introduces the concepts of labour welfare, its objectives, principles, importance, approaches, theories, scope, and Indian perspective, also it examines the social security system, concept of motivation and productivity.
What topics are covered in the research methodology section?
The research methodology covers the introduction, scope of present research companies, objectives of the study, types of research, the research process, hypothesis, period of research, design of sample survey, scaling, data collection, data tabulation and data analysis, limitations of the study and a pilot study.
What is contained in the data analysis and hypothesis testing chapter?
The chapter contains the demographic profile, questionnaire on employee welfare activities, the impact of welfare amenities on employee motivation, the impact of employee motivation on productivity, and hypothesis testing results.
What are the findings and conclusions about?
The findings and conclusions chapter contains the analysis of the data. The data contains critical assessment of welfare amenities and its impact on productivity and motivation of employees in large scale automobile industries.
What are the suggestions for improvement?
The suggestions for improvement include suggestions in form of the IOTM Model i.e., Improvise, Orient, Train and Maintain and provides guidelines for future research.
- Quote paper
- Amol Kare (Author), 2019, Welfare and its Impact on Productivity and Motivation of Employees, Munich, GRIN Verlag, https://www.grin.com/document/1322250
