A Study On Employees Work Motivation and Its Effect On Their Performance at AVT Natural Products LTD., Aluva PDF

PROJECT REPORT (17MBAPR407)
ON
A STUDY ON EMPLOYEES WORK MOTIVATION AND ITS EFFECT ON

THEIR PERFORMANCE AT AVT NATURAL PRODUCTS LTD, ALUVA
BY
DEEPAK E P
1IA17MBA14
Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
INTERNAL GUIDE EXTERNAL GUIDE

MAHAK BALANI MR.MANOJ M B
ASSISTANT PROFESSOR HR DEPARTMENT
DEPARTMENT OF MBA AVT NATURAL
AIT, BANGALORE
Department of MBA
Acharya Institute of technology, Soldevanahalli,
Hesaragatta Main Road, Bengaluru 560107
March 2019
AVT NATURAL
Date : 22nd March, 2019
CERTIFICATE
This is to certify that Mr. Deepak E.P has undergone a project on A

Study of Employees Work Motivation and its Effect on their
Performance of AVT Natural Products Ltd, S.Vazhakulam, Aluva from
03.01.2019 to 16.02.2019 in partial fulfillment of the
requirements for the
award of Master of Business Administration From Acharya Institute
of Technology, Soldevanahalli, Hcsaragatta Main Road, Bengaluru.
During this period he was regular in his attendance and had shown a keen
desire to learn.
We wish him success in his future endeavors.
For A VT Natural Products Limited
W<b\_y-?
Muralidhar Bhatt
Manager-HR
AVT Natural Products Ltd ..

Plot No. 225/1A 5-7, Kaipaorikkara, Regd. Office : ff 60, Rukmani Lakshmipathy Salat, Egmore,
Marampilly P.O., South Vazhakulam, Atuva 683
- 105. Cochin, India. Chennai -
600 008, tndta, F: +914428584147 E: [email protected],
p: +91 484 2848240 F: +91 484 2677512 Websile: www.avtnmural.com ClN: l15142TN1986PLC012780
.
,. i
ACHARYA INSTITUTE
OF TECHNOLOGY
(AtfiliatedtoVisvesvaraya Technological University, Belagavi, Approved byAICTE,NewOelhiand Accredited by NBA and NAAC)
Date: 23/03/2019
CERTIFICATE
This is to certify that Mr. Deepak E P bearing USN llAl 7MBA14 is a
bonafide student of Master of Business Administration course of the Institute
2017-19 batch, affiliated to Visvesvaraya Technological University, Belagavi,

Project report on "A Study on Employees Work Motivation and its Effect
on Their Performance at AVT Natural Products Ltd, Aluva, Kerala" is
prepared by him under the guidance of Prof. Mahak Balani, in partial

fulfillment of the requirements for the award of the degree of Master of
Business Administration, Visvesvaraya Technological University, Belagavi,

Karnataka.
Signature of Internal Guide o?{AfH51part.

Si!j!iatu ?nt
Dop"'rtment of M r.
l.ch?ryn Institute of Tee! lo?
voldevanahlli, Bangalore-S60 1 U,
Signature of Principal/Dean Academics

Dr. Devarajaiah R.M.
Dean-Academics
ACHAAYA
INSTITUTE
OF TECHNOLOGY
Bengaluru-107.
Acharya Dr. SarvepalliRadhakrishnan Road. Soladevanahalli, AcharyaP.O Bengaluru560 107. Karnataka. India
..
• www.acharya.ac.in/ait
• Ph: +91-80-225 555 55 Extn.: 2102 Fax: +91-80-237 002 42
• E-mail: [email protected]
•
DECLARATION
'
I DEEPAK E P hereby diclare

that the Project report entitled "A Study
?n
Employees Work. Motivation
\
.
And Its Effect On Their Performance" .
with
. .
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tO:"AVT :N;ttn??iProducts' Lid;.AhiVa;.prepiired'by me

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Place: BOJ'\3 c- lure

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Signature of the student
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ACKNOWLEDGEMENT.
Dr. Prakash M
I wish to express my sincere thanks to our respected Principal
R _M., .and deep sense. of
R, beloved D an-Academics,. Dr. Dc.var:-ajai?h. .
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Asst. Professor, Department
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MBA, Acharya Institute of Technology Bengal uni and external guide Mr.
Manoj Ku·?a·r?\?·ssi.HR AYT Natural. Ernakularri, whogave· n-ie golden .
Project in tl?e?-st??mecf
to do' this -?\'Onded?1
opportunity organizationwhich
.
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helped me to learn various concepts. ·
sincere thanks to Parents Friends and all the Staff of

Finally I express my my
MBA department of AIT for their vaiuable suggestionsin completingthis
Project Report.
Place: Bangalore DEEPAK E P
Date: <E-
? - ?0 l 't USN: 11Al7MBA14
TABLE OF CONTENT
CHAPTER PAGE
NUMBER TITLE NUMBER
Executive Summary
1 Chapter 1: Introduction 1
1.1 Introduction about Project 1
1.2 Industry Profile 2
1.3 Company Profile 5
1.4 Promoters 6
1.5 VISION Mission and Quality Policy 6
1.6 Products 7
1.7 Infrastructure Facilities 8
1.8 Competitors Information 9
1.9 SWOT Analysis 9
1.10 Future Growth And Prospectus 10
2 Chapter 2: Conceptual background and Literature review 11
2.1 Theoretical Background Of The Study 11

2.2 Literature Review 18
3 Chapter 3: Research Design 24
3.1 Statement Of The Problem 24
3.2 Need For The Study 24
3.3 Objectives 24
3.4 Scope Of The Study 24
3.5 Research Methodology 24
3.6 Hypotheses 26
3.7 Limitations 26
3.8 Chapter Scheme 26
4 Chapter 4: Analysis and Interpretation 27
4.1 Analysis Of Financial Statement 27
5 Chapter 5: Findings, Conclusion and Suggestions 51
5.1 Summary Of Findings 51
5.2 Conclusion 52
5.3 Suggestions 53
Bibliography 54
Questionnaire 56
LIST OF TABLES
Table No. Particulars Page

Nos.
Table – 4.1 Table showing Gender of Workers 27
Table– 4.2 Table showing Age of Workers 28

Table – 4.3 Table showing experience of the employees 29
Table – 4.4 Table showing employee satisfaction with the work culture 30
Table – 4.5 Table showing the factors motivating the employees 31
Table – 4.6 Table showing motivated employees are effective and efficient in 32
their functioning
Table – 4.7 Table shows workers participation in decision making 33
Table – 4.8 Table showing sufficient reward and recognition for the employee 34
Table – 4.9 Table showing employee satisfaction with the incentive schemes in 35
the organization
Table – 4.10 Table showing employee’s opinion about the environment of 36
organization is employee friendly
Table – 4.11 Table showing rating of employee training programs 37
Table – 4.12 Table showing the appraisal system help the employees in 38
strengthening the agree relationship with their supervisor
Table – 4.13 Table showing employee opinion about company’s recognition of 39
their contribution and effort in the working environment
Table – 4.14 Table showing the employee opinion about the de motive factors 40
Table – 4.15 Table showing employee satisfaction about performance appraisal 41
system in the organisation
Table – 4.16 Table showing employee satisfaction about wage policy 42
Table – 4.17 Table showing employee satisfaction with the facilities and 43
amenities of the environment provided by the company
Table – 4.18 Table showing type of incentives motivates employees 44
Table – 4.19 Table showing transparency in organisational strategy for giving 45
rewards and recognition
Table – 4.20 Table showing rewards and recognition linked to performance 46
Table – 4.21 Table showing productivity as the key target of managers 47
Table – 4.22 Table showing guidance to perform better 48
Table – 4.23 Table showing reward system based on employee performance, 49
commitment, ability and value
LIST OF FIGURES AND CHARTS
Chart No. Particulars Page Nos.

Chart - 4.1 Graph showing Gender of Workers 27
Chart - 4.2 Graph showing Age of Workers 28
Chart - 4.3 Graph showing experience of the employees 29
Chart - 4.4 Graph showing employee satisfaction with the work culture 30
Chart - 4.5 Graph showing the factors motivating the employees 31
Chart - 4.6 Graph showing motivated employees are effective and efficient 32
in their functioning
Chart - 4.7 Graph shows workers participation in decision making 33
Chart - 4.8 Graph showing sufficient reward and recognition for the 34
employee
Chart - 4.9 Graph showing employee satisfaction with the incentive schemes 35
in the organization
Chart - 4.10 Graph showing employee’s opinion about the environment of 36
organization is employee friendly
Chart - 4.11 Graph showing rating of employee training programs 37
Chart - 4.12 Graph showing the appraisal system help the employees in 38
strengthening the agree relationship with their supervisor
Chart - 4.13 Graph showing employee opinion about company’s recognition 39
of their contribution and effort in the working environment
Chart - 4.14 Graph showing the employee opinion about the de motive 40
factors
Chart - 4.15 Graph showing employee satisfaction about performance 41
appraisal system in the organisation
Chart - 4.16 Graph showing employee satisfaction about wage policy 42
Chart - 4.17 Graph showing employee satisfaction with the facilities and 43
amenities of the environment provided by the company
Chart - 4.18 Graph showing type of incentives motivates employees 44
Chart - 4.19 Graph showing transparency in organisational strategy for giving 45
rewards and recognition
Chart - 4.20 Graph showing rewards and recognition linked to performance 46
Chart - 4.21 Graph showing productivity as the key target of managers 47
Chart - 4.22 Graph showing guidance to perform better 48
Chart - 4.23 Graph showing reward system based on employee performance, 49
commitment, ability and value
EXECUTIVE SUMMARY
The study was carried for a period of six weeks on the theme “A study on employees
work motivation and its effect on their performance at AVT Natural products LTD,
Aluva.
The study aims to assess the motivation of workers of the organisation.

Worthy program motivation procedure is essential in order to achieve the organization's o
bjectives if there are no effective incentive programs for employees in the organisation,
employee performance and business productivity will drop slowly.
While studying the motivation of employees at work, it is essential to understand the factors
that motivate employees and the elements that demotivate them in their work environment. If
employees are demotivated, what are the corrective measures to take and also find the link
between employee motivation and its effect on the performance and productivity of the
organisation.
The motivation of employees to work is different across organizations because it is purely

based on the type of organization, the nature of the work and the size of the organization. If
the organization's employees are well motivated, it will positively improve performance and
facilitate the achievement of organizational goals.
0
CHAPTER:1
. INTRODUCTION
1.1 INTRODUCTION TO PROJECT
The research was undertaken for a period of 6 weeks in AVT Natural Products LTD, Aluva.
This project brings out the importance of “Employees work motivation and its effect on their
performance”
This research about employee motivation and effect on performance helps to identify the
different methods which are used by the company to motivate employees, techniques used to
motivate and the relation to the performance of the employees. While studying about the
employee work motivation it is very crucial that to be fully understands about the factors
which motivate employee and elements which demotivate employees in their work
environment. If employees are demotivated what are the remedial measures need to be taken
and also need to find the relation between employee motivation and its effect on performance
and business productivity.
Employee motivation is approached through different levels of work, in the organisation at

every level as well as the employees & members. the role of the authorities is to engage
themselves in the process of motivation and reveal door for personnel‟s for giving them
feedback on the nature of motivation. It is the tactic that achieves the objectives of the
company. Without motivation, there will never be anything exclusive that will drive the
organization to achieve high performance, high productivity and therefore high profit.
Motivation is needed for taking crucial decisions for organisation and its terms on
performance. Each employee is different and what works for one may not work for the other.
Importance of recognizing different types of managers and workers is done in order to
motivate them effectively. A motivated employee stays with the organization for a long time.
To do as a research of the Employee Work Motivation SPSS software is being used the
research methodology used for research is descriptive research. Sample size for survey is
taken 50 to know the opinions about motivation of employees at work and its effects on their
performance and productivity in the company.
1
1.2 INDUSTRY PROFILE
SPICE INDUSTRY IN INDIA
The notoriety of Indian flavours is more established than the written history. The
investigation of Indian flavours is over 7000 years of age. There is no nation on the planet
that produces as much sort of flavours as India. The climate of the country is suitable for
almost all spices.
The worldwide flavours and culinary herb industry involves numerous plants having assorted
and utilizes including culinary. Additionally comprise of flavours subordinates like basic oils,
oleoresin, flavours and culinary herbs and exchanged dried structure. These flavours are
cleaned and utilized in a rough structure with no further handling
Generally our country has a great history on food and cuisines from that hard generation. This
industry is one of the biggest flavour creating along with devouring nation. those vital area,
atmosphere condition, propelled generation procedure and accessibility of modest work make
it advantage for the makers to guarantee wage scale creation of value flavours and herbs. The
blasting worldwide spice advertises has great open door amongst various flavour on giving
worth flavours which is available at a range of aggressive costs.
Huge challenges had been faced by Indian subcontinent from many other world competitors
as far as evaluating of the produce. Assembling ought to therefore guarantee quality as well
as supply based promotional methodology to expand the offer in fare. Makers are fusing most
recent strategy and advances to guarantee higher nature of flavours. India is referred to over
the world as 'The home of zest' in this manner flavour toppings need no presentation. The
atmosphere of the nation is perfect for the development of practically all flavours.
As indicated by the global association for institutionalization (ISO), there are around 109
flavours and India delivers upwards of 75 in its different agro atmosphere districts. The term
flavours and toppings apply to normal plant or vegetables items or in entire or ground
structure, which are utilized for bringing in flavour, smell and intrigue to the nourishment
things. Flavours are additionally being utilized inside the nation for seasoning nourishments
and in drugs, pharmaceuticals, perfumery, beautifying agents and a few different enterprises
2
GROWTH OF INDIAN SPICE INDUSTRY
During the time of 2017-18 a sum of 10,28,060 tons of spice and flavour items esteemed Rs
17929 crores has been sent out from the nation against 9,47,790 tons esteemed Rs 17664
crores in 2016-17 an expansion of 8% in volume and 1% in rupee terms and 6% in dollars as
far as esteem
The Indian flavour advertise is to a great extent disorderly and the marked portion makes
up16%. The brand advertises is overwhelmed by players like AVT, MTR, Badshaah, Everest,
Ramdev and so forth. India sends out about to 52 distinct flavours. India is the world's
biggest maker of cumin, turmeric and ginger. India is the second biggest maker of pepper on
the planet. Research shows that India produces approximately 3 million tonnes of spices on
an annual basis, which are worth around 186 billion USD
When in come to the production of spices among all the states in India Kerala tops the chart.
Kerala produces closely to most of the peppers ginger and cardamom supply to whole India.
All other spices from the Americas as well as Europe has been exported. Example, spices
like peppers produced in India which is gone through so many permutations and combination.
To earn better revenue Indian spice producers carry out sorting grading and standardisation of
spices.
PRESENT STATUS OF THE INDUSTRY
The Indian spice market has recorded a remarkable growth in spice and culinary herb exports.
Indian spice manufacturers are striving to improve the quality of spices by leveraging
technological advances to dominate the international market. State-of-the-art technologies,
such as the extraction of carbon dioxide and the encapsulation of spice oil by cryogenic
grinding, are being carried out to ensure the high quality of spices and their derivatives.
India is additionally a pioneer in the field of spice subsidiaries, representing almost 70% of
complete flavour, oil and oleoresin request. The organization offers some incentive included
items and is notable in the worldwide network. With a solid spotlight on R&D, Indian makers
grow new items, executing flavours and natural herbs, with a premium of 12 to 31%.
3
FUTURE PROSPECTS OF INDIAN SPICE INDUSTRY
The Indian flavours showcase is anticipated to achieve around 18 billion USD by 2020 with
development in the division is relied upon to be driven by marked flavors. The Indian
government is advancing the flavour sends out forcefully through different activities, for
example, setting zest parks, offer regular handling offices to the two exporters and makers.
India has maintained the charm of its spice products for decades and experts predict that
despite economic slowdown in some countries, India will continue to be the top producers of
spices for many years to come.
MAJOR MARKET OF INDIAN SPICES
India has generally been related with giving flavours, for example, cloves to the remainder of
the world. Because of proper climatic conditions, low work rates, utilization of cutting edge
innovation and arrangement of protected and top notch flavours India is currently rising as
one of the main exporters of an assortment of spice and culinary herbs to an expansive
number of nations. The volume and estimation of spice exchange with these nations is
likewise on rice. A portion of the real exporters are:
 Japan
 Sri Lanka
 UAE
 Malaysia
 China
 Nepal
 Spain
 Singapore
 France
 Netherland
 South Africa
4
1.3 COMPANY PROFILE
HISTORY
AVT Natural Products Ltd is an endeavour advanced by A V Thomas Group, as a key

broadening from the customary estate commercial. Working in the line with its corporate
mark, they are spent significant time in the extraction of hues and flavours from regular
sources. It is framed in 1994 has a place with the prestigious AVT gathering of organizations
and the most recent 10 years has developed manifolds. It began marigold development on
200 sections of land that has developed since up to 30000 ranchers. From delivering feed
grade oleoresins the underlying years, AVT Natural today creates nutraceutical grade items
that satisfy worldwide quality guidelines in sanitation.
AVT naturals are the world's biggest exporters of marigold oleoresins. The company‟s key
partnership with the world's best marigold seed organization and the world's biggest client
from nutraceutical grade marigold oleoresins has helped them to solidify their position.
LOCATION
KERALA
The place that is known for spices assumes a huge job in the worldwide flavors showcase.
spices are the imperative harvests from the perspective of both household utilization and fare
advertise. Kerala is the main state to get the rainstorm showers each season, in view of its
vicinity to the Arabian Sea 118 creeps of yearly precipitation. The fluctuating atmospheres
from tropical to sub-tropical to temperature are further conductive for zest development.
Kerala flavour exchange goes back more than three thousand years, is still among the world
heads in the creation and fares of flavours. No nation on the planet creates as much sort of
spices in India with unrivalled quality flavours originating from Kerala, the flavours paradise
of the world.
AVT Naturals has key preferred standpoint of closeness to the wellspring of crude material
and calculated favourable position of import, send out offices owning to the ocean, air and
rail transport modes being inside its compass. Cochin port to compartment mother vessels
here itself rather than the present routine with regards to moving Colombo or Singapore by
feeder vessels for trans-shipment. The cargo charges and time delay in shipments are relied
upon to descend generously in days to come.
5
PLANT LOCATION
1. AVT Natuaral products Ltd, Vazhakulam, Marampilly P.O, Aluva, Kerala

2. Mysore Truck Road, Puthavadavally, Sthyamangalam, T.N
3. Halkurke Village, Honnavalli Hobli, Tiptur Taluk, Tumkurdist, Karnataka
4. Nayampalli Cross, Bisibanepalli via, Hondpur, Andra Pradesh
COMPANY BANKERS
 SBI
 SIB (South Indian Bank)
 Baroda Bank
 ICICI Bank
COMPANY TURNOVER
The AVT Naturals has an annual turnover of 92.5 crores in 2011-12 financial years. In the
previous year the turnover was around 82.35 crores.
1.4 PROMOTERS
Main promoters of AVT Natural where:
 Nelamalai Agro Industries Limited

 Ashwin T
 Shanti Thomas
 The Midland Rubber CO LTD
1.5 COMPANY MISSION
 To be a global leader in marigold extract through a fully integrated supply chain with
excellence in plant science and agricultural and logistics management.
 To achieve growth and stability in performance by diversifying to value natural
ingredients for synergic business segments through development of products research
and technology base.
 To bring the higher level of efficiency, traceability, food safety and quality in the
supply chain through contract farming.
6
 To establish brand quality for natural ingredients through development of consumer
marketing skills.
 To consistently add a values in our business and to deliver superior returns to all stock
holders, consumers, employees, shareholders and society.
COMPANY VISION
 To be a global leader, enriching lives through nature‟s own ingredients as food,

nutrition and medicines for mankind
QUALITY POLICY
 Encourage individual excellence and foster environment for team work.

 Know the business environment, products and customers well update knowledge
 Respect the neighbourhood and individuality of each customer, supplier, and
employee.
 Constantly strives for value in whatever we do.
BOARD OF DIRECTORS
Chairman : Mr Ajith Thomas
President& CEO : Mr M.N. Satheesh Kumar
Non-executive director : Mr Habeeb Hussain
Non-executive and independent directors : Mr Field Marshal Sammaneshaw
Mr M_A_Alagappan
Mr Shyam .B
1.6 PRODUCTS
1. Natural Extracts
 Marigold
 Colour Chilly
 Hot Chilly
7
 Black Pepper
 Ginger
2. Essential Oils
 Black Pepper
 Ginger
 Celery
3. Anti-oxidant
 Rosemary extract
 Green Tea
4. New Products
 Black Carrot
 Sunflower extract
 Annatto
 Fenugreek
 Decaffeinated black tea
 Tamarind extract
 Vanilla extract
REGISTERED OFFICE
72 E CHESNEY ESTATES
Emiraj S
Chennai 600008
1.7 INFRASTRUCTURE FACILITIES
 Canteen Facilities
 Rest room
 Medical Facility
 Transportation facilities for employees
8
1.8 COMPETITORS
1. SYNTHITES
2. KANCORE
3. AKAY
4. ENJAYES
1.9 SWOT ANALYSIS
STRENGTH
 Located in Cochin (Spice Capital of World)

 Good brand image
 Listed in top 200 SME‟s
 Largest amount of proficiency and quality in supply network through contract farming
 Location advantage for export and import of raw material and goods through rail, air,
and sea transport
WEAKNESS
 Risk of depending on others is high as raw materials come from contracted farmers.
 Availability of raw materials fluctuates according to the varying climatic conditions
 Highly labour intensive for production
OPPORTUNITIES
 Increasing demand in domestic market

 Strength in the supply chain can be replicated for other crops
THREATS
 Money exchange rate fluctuations

 Increasing rate of export duty
 Increased using of artificial colouring agents by people
9
1.10 FUTURE GROWTH AND PROSPECTS
 Technology is changing so company is planning to buy ultra-modern technology
machineries for improving the efficiency of production.
 As part of the company expansion company is going to build their production units in
Mumbai, and Delhi
 R&D is doing research to develop new products which has more quality and value.
10
CHAPTER 2
CONCEPTUAL BACKGROUND AND LITERATURE REVIEW
2.1 THEORETICAL BACKGROUND OF THE STUDY
MEANING OF EMPLOYEE MOTIVATION
Organisation‟s workers perform their duties through a tool called employee‟s work
motivation and its effect on performance. Motivation alludes to that arrangement of wishes,
want, needs, and drives that animate or enact people to act or to do the things they do. The
expression “motivation" was initially gotten though a literature in Latin called „Mover‟; it
wholly signifies performance of meaningful activities for managing a smooth process. It
infers a feeling or wants that are used to be pushed without hesitation.
Each administration attempts to facilitate different factor of generation so that their

commitment is greatest in accomplishing authoritative objectives. The execution of non-
human variables like machine will rely on the dimension of innovation and the ability of the
individuals for alteration in rectifying that general execution which progresses toward
becoming through building proficiency towards a person.
Execution amongst the people relies on two components, for example capacity to complete
all the vital elements and their combination expands proficiency to manage certain
individuals. On the off chance that an individual does not have the limit or capacity to
complete a work then he can't build his proficiency. Then again regardless of whether the
individual has the capacity yet isn't appropriately persuaded that being said his execution will
be low.
SIGNIFICANCE OF MOTIVATION
• An inward inclination is term empowering employees to work more.
•The feelings or wants of an individual brief him for completing a specific work.
•There is unsatisfied need of an individual which disseminated his balance.
• Individual satisfies all his own unfulfilled condition through enthusiasm.
•lethargic enthusiasm helps an individual actuated by distinguishing activities.
11
TYPES OF MOTIVATION
1. Positive Motivation
It depends upon remuneration. All labourers had motivating forces towards
accomplishing ideal objectives. The more the remuneration as well as the
acknowledgement towards task there would be more positivity.
2. Negative Motivation
It all depends on the factors to be very afraid about the power factor. Dread helps
workers with a specific goal in mind. If that they don‟t act in likable way then they
may be rebuked with minimization.
3. Achievement Motivation
It is the drive to look after and accomplishing those destinations personnel with a
great sort of achievement. All the kinds of motivation wishes to achieve objectives
advance upon the venturing moderate way of accomplishment is essential.
4. Affiliation Motivation
Affiliation motivation helps to communicate to persons on a social premises
individuals with affiliation motivation perform their individual task better when they
are enhanced for constructive tempers and cooperation.
5. Competence Motivation
It implies great work of a particular employee for scrutinizing the performance.
Ability also improves the task domination for the individuals to invest heavily on
optimally generating concerns delving aptitudes as well as endeavour for innovative
to tackle obstacles.
6. Power Motivation
It is the drive to affect individual and change conditions control master people to
attempt on their affiliation and they are cheerful to pull out all the stops to complete
7. Attitude Motivation
Attitude motivation is the method by which people think and see it is their bravery
and their attitude to like is the method by which they feel and how they react.
12
IMPORTANCE OF MOTIVATION
1. High Performance
It all has a greatest exertion on accomplishing objectives. All those undiscovered
repositories, most extreme situations were met by physical challenges.
2. Low Employee Turnover And Absenteeism
At the point when the workers are not happy with their activity they will abandon it.
At whatever point they get an elective offer the disappointment among representatives
likewise expands non-attendance. The business preparing of the new representatives
costs beyond all doubt to the association.
3. Organisational image would be better
Undertakings consisting good financial money related offices need those workers who
are in need of superior picture. Those kinds of establishments would be effective to
pull in high people with high academic experience.
4. Better Industrial Relations

A decent motivation framework will make work fulfilment among representatives.
The business will offer better administrations conditions and different motivations to
them. There will be an environment of certainty among bosses and workers.
MOTIVATIONAL TECHNIQUES
1. Financial Motivators
Money related motivating forces can take more than wages and pay rates benefit
sharing paid leaves repayment of the therapeutic cost and protection paid by the
organisation or whatever other things that can be given to representatives.
2. Non-Financial Motivators
These motivational factors are likely to improve all those aspects which are covered
under human resource department. Each motivational factors are mentioned below as
follows:
i. Recognition
Personnel‟s would watch their work acknowledgement by his when he realises
that his task is known to his immediate top management so he will attempt to
improve it further
13
ii. Participation
Cooperation was viewed as a decent inspiration strategies utilised in world
physical and mental contribution of individuals in their basic leadership
process as well as procedure
iii. Status
It alludes to the societal position of an individual and reaction to the egoistical
narrow minded need a course can make grown up toys in the association.
iv. Competition
Some goals are assigned to different people and everyone tries to reach them
before others.
v. Job Enlargement
Job broadening has been perceived as an imperative help by different
scientists. This activity is increasingly imperative and trying for the specialists,
might be given wide scope in choosing about their work techniques.
FACTORS WHICH INDICATES MOTIVATION AND DEMOTIVATION
1. The employees is interested in coming to work and do his work willingly

2. He gives his best when at work
3. In the He feels a self of belonging and pride in the organisation
Same way there are some indicators when an employee is said to demotivated
1. Increasing absenteeism among employees, excessive labour turnover.

2. Low yield and efficiency
3. Increasing rate of mishaps and wastage of raw material.
4. Rank indiscipline and insubordination
5. Frustration and agitation in the work place
6. Non-cooperation, strikes, violent demonstration, etc.
THEORIES OF MOTIVATION
Like all other approaches and principles of management, motivation also has its own origin in
the traditional theory of management. With the passage of time, necessary modifications were
made in the traditional model of motivation and a human relations model was developed. The
traditional model of motivation is mainly associated with Taylor‟s approach of scientific
14
management. Taylor (1947) has pointed out that there can only be one best way of doing
things, i.e. to provide an incentive to the workers. Since the workers are lazy, they can be
motivated only by luring them with money. However advocates of human relations model
strongly felt that apart from financial incentives, social interaction of the workers with their
supervisors and fellow workers may also help in creating and sustaining motivation. The
human relations model of motivation further suggests that the manager should give his
subordinates some freedom to take decisions regarding the work assigned to them.
The enormous effect of motivational factors on the working behaviour and working level of
performance of the employee has instigated a lot of research work and theories of motivation
have been developed.
CONTENT THEORIES OF MOTIVATION
Motivational content theories keep a keen eye on energizing, monitoring, supporting or

cancellation of unneeded manners and etiquettes. They mostly states motivational factors by
fulfilling individual requirements. For the need of recognising required factors that considers
the utmost value for the extra and internal specific motivation forces that can motivate
people.
Among all worldwide recognised theories and assumptions based on motivation are Abraham
Maslow's theory hierarchy of basic to self-actualisation needs, Alderfer's popular
assumptions, ERG, Herzberg's theory of two factors, and the theory of motivation. Mc
Clellands needs.
15
MASLOWS NEED HIERARCHY THEORY
Abraham Maslow (1954), a prominent American psychologist, classified human needs

logically and conveniently. He explained the needs that influence human behaviour.
SELF
ACTUALISATION
ESTEEM NEEDS
SOCIAL NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
1. Basic Needs: These requirements incorporate food, clothing and shelter without
which man cannot survive. Physiological needs must be satisfied to some level
before the individual feels inclined to satisfy his other needs. Human being first
tries to acquire necessities for their survival.
2. Safety requirements: The following requirements are called safety needs after
meeting the physiological needs. These wants are embodied in aspirations such as
economic security and physical risk guard. Fullfilling these wants requires further
cash, so a person is invited to work more. Like physiological wants, once they are
fulfilled, they turn out to be inactive.
3. Social needs: Man is a social being he is thusly demonstrated by social
association brotherhood belongingness etc . it is the principle clean and why
persons like to work accumulate and particularly more season divisional get
serious.
4. Esteem Needs: Organisation is allude to cert and sense of pride they combine
such needs which shows self-assurance accomplishment capacity data and
opportunity that is privileges of record needs lead to valour quality and border of
being useful in the affiliation in any case inability to fulfil this prerequisite
realise feeling like video city deficiency.
5. Self-Actualisation Needs: Present dimensional discourse to the summit of all
lower directed higher needs of individuals at such the last development under the
16
need dynamic framework show is just the need culmination self-
acknowledgement is basically the general population to change impression of self
into this present reality.
ALDERFER’S E R G THEORY
The ERG Needs Theory developed by Alderfer, summarizes the five needs given by Maslow
in three requirements.
1. Existence Needs: This need requires combining first 2 needs of Maslow's model.
2. Relatedness Needs: The needs for relatedness include the social and consideration
needs of Maslow, which are obtained from other individuals.
3. Growth Needs: These requirements are like the self - actualization needs of Maslow.
This need includes people who are trying imaginatively to achieve maximum capacity
in the current state.
Need Theory
David Mc Clelland proposed a model to comprehend the necessities of the general

population, which hold importance in understanding the motivation and social perspectives.
As indicated by his hypothesis individual secure three distinct kinds of requirements for
power.
The requirement for power is the need to oversee, control and impact individuals. Individuals
who are high in this need search for positions to accomplish authority. They like to set
objectives and they like to be chiefs. The following need is the requirement for association.
This is the requirement for campership and association with the colleagues. This needs
regularly manifests as a measure to keep away from fatigue and furthermore to share the
common sentiments of the colleagues. The following is the requirement for accomplishment.
Individuals who are high in this need exceed expectations in assuming liability for tackling
issues and furthermore give top of the line arrangements. They will go for broke to achieve
their moderate objectives.
17
2.2 LITERATURE REVIEW
Title of the Objectives, Outcome or

Author/Resea Gap Identified
Article/Study Findings
rcher
Richard M. Culture, motivation Policymakers have long The study only deals
Steers and conduct of work understood in their study of with the motivation
Carlos J. bureaucratic organizations related to the different
Sánchez‐ that organizational buildings, culture of the people
Runde outlooks, behaviours vary and no other factors of
(2017) through cultures, and then the motivation is
current social researchers considered
must rarely be stood
interested in such
judgements.
Gene A. The analysis of This article echoes recent This topic only
Brewer public / private work research on core issues in focuses on the
(2011) motivation and public management and uses different motivation of
performance numerous means to improve public and private
differences the state of information in the management.
area.
Allan Achievement Competence is a key This topic only
Wigfield Motivation motivating part of achieving focuses on Past
Jenna Cambria this. Motivation in all forms achievements and
(2010) can be observed most directly competency which
in the energy level in the lead to motivation.
behaviors of the individual.
Moynihan, Finding workable This research was done with This research was
Donald P motivation levers government health regarding done with
Sanjay K. P work motivation and its effect government health
(2007) on job satisfaction. regarding work
motivation and its
effect on job
satisfaction
18
This investigation adds to our This examination is
Buelens An analysis of labor thought of the changes in job done exclusively to
Herman Van motivation motivation between people in comprehend the
den Broeck discrepancies general and private segments. distinction in broad
(2007) between public and Contrasts at different levelled daylight and private
private sector levels are more essential segment inspiration.
organizations determinants of work
inspiration than sector
contrasts.
Tiiu Kamdron Work Inspiration The point of this examination This study focuses
(2005) and Occupation is to decide the work only on the motivation
Completion of the inspiration and occupation of higher officials
Estonian Higher fulfillment dimensions of only.
Authorities Estonian senior authorities,
the elements impacting them,
and how to channel them. As
per the creator, man is an
open, self - sorted out
framework, the entire is to
remain alive and ensure his
life.
Ruth Kanfer Maturing, Grown-up Discuss the ramifications of Motivation to the new
and Improvement, and the integrative structure for joiners is not covered
Phillip L. Work Inspiration the use and viability of it focus only on
Ackerman different persuasive motivation of midlife
(2004) methodologies in a variety of and older workers.
occupations with midlife and
more seasoned workers, as
well as withstanding issues
and future research headings.
19
Ms Beckers, Staying at work Understand the connection The topic deals only
Dr van der longer than required between additional time and with the work
Linden, Dr hours: associations mental weakness by motivation related to
Kompier, Dr with weakness, work considering work inspiration time of work and
Van Yperen inspiration and work and the nature of extra time quality of work no
(2004) quality work and contemplating other factors or
hypothetically inferred techniques of
subgroups. Moderate motivation is studied.
additional time is essential
among Dutch workers, who
appear to be cheerful
specialists with appealing
occupations as opposed to
exhausted workers.
Fred Storseth Maintaining work The headship style linking Impact of employee
(2004) motivation during "people-orientation" was inspiration amongst
organisational recognized as a key forecast the whole area is
change for work motivation. Acute covered
features for keeping work
motivation in relation to
administrative differences are
discussed.
Timmeric T C Oversee inspiration Inspiration depends on Research is done on
(2001) and create work inward / inherent and outward health service sector
fulfillment in the elements to boost business- and it does not cover
social insurance related behaviour. This article employee other
workplace presents factors of sectors for the
inspiration, such as resaerch
accomplishment,
acknowledgement, work
itself, duty, progression,
development, personal
responsibility, pay, and faith
20
in effective results,
introduced to 99 managers of
mid-level well-being
administrations.
Bradley E Public-Sector Work Research on work inspiration Studied only about
Wright Motivation just as the hypothesis and public organisations.
(2001) observational proof on the Productivity not
extraordinary attributes of considered.
open associations and
representatives.
Daan Van Work Motivation A hypothetical investigation This study states that
Knippenberg and Performance: A and also a survey of performance is the
(2000) Social Identity experimental investigations only factor which
Perspective into the relationship of leads to employee
hierarchical recognizable motivation.
proof with inspiration and
execution leads to the end
that distinguishing proof is
emphatically identified with
work inspiration, task
execution and relevant
implementation to the degree
that (a) social personality is
remarkable, and (b) elite is
seen to be in the gathering or
execution.
Adrian Work inspiration The Substance Identity This study only focus
Furnham Profiler, which estimates the on motivation factors
,Liam Forde, three essential qualities and which motivate people
Kirsti Ferrari the Work Esteems Poll, during applying for
(1999) which expects subjects to rate job. Motivation after
how imperative different getting job and its
work factors were to them relation to
21
while considering applying performance is not
for a vocation, was completed considered.
by a sum of 92 job
candidates.
Buck. R Human motivation A wide range is based on a This topic only talks
(1998) and emotion variety of credible approaches about the techniques
and emotional phenomena. It of human motivation
is necessary to understand it doesn‟t cover how
human motivation and this improves
feelings to consider this view performance.
and methods.
James R. Understanding Ohio State University has This study conclude
Lindner Employee studied the importance of that only good pay
(1998) Motivation stimulating factors in public and interesting job is
universities. Discovery is a the only factor of
very important job and a good motivation of
salary for important employees. It does not
motivation for employees. study about the
techniques used for
motivating and the
effect of performance.
Effect of audit This paper explores impacts This study only talks
D'Arcy A. motivation and on the inborn inspiration and about the intrinsic
Becker motivation selection execution of motivation of auditors.
(1997) inspectors that are expected No motivation factors
to be used in the selection of other workers are
assignment only to considered.
demonstrate picking data.
Employees Employees‟ motivational The present study

according to over 40 preferences vary over time. A state only good wage
Carolyn Wiley years of motivation good wage is an extrinsic is the main
(1997) surveys reward with intrinsic potency motivational factor
22
Cameron, J., Rewards and The writers' reason in this This study only states
& Pierce, W. intrinsic motivation: book is that there is no that there is no natural
D Resolving the natural negative property of negative property of
(1995) controversy remunerations. They are not reward. Remaining
hurtful to human instinct. In motivation factors are
the event that anything, not studied.
rewards are a characteristic
piece of human instinct. What
is critical is to guarantee that
compensate frameworks
advance, instead of confine,
human opportunity
Edwin A. Work Motivation After decades of research, it This topic deals with
Locke, Gary and Satisfaction: was possible to develop a the work motivation
P. Latham Light at the End of successive theory based on deals with good
(1990) the Tunnel data, motivation and reward and its
satisfaction with the work. satisfaction. And the
High performance, in the case techniques used for
of reimbursement, will lead to motivation is not
satisfaction with the work, covered.
which will enable the
organization's commitment
and aims. The model has the
meaning for leadership, self-
management and education
Maslow A. H A theory of human Individual needs and basic This topic only focus
(1943) motivation needs need to be satisfied for on motivation it does
the next level needs to serve not cover how this
motivators motivation helps to
improve performance
of employees
23
CHAPTER: 3
RESEARCH DESIGN
3.1 STATEMENT OF THE PROBLEM
The problem is to identify the problem allied with employee work motivation and its effect
on performance as company is providing some employee work motivation but the company
don‟t know whether it is effective or not. Employees are not spurred exclusively by cash and
worker conduct. Some employees feel demotivated and overworked.
3.2 NEED FOR STUDY
The project study was conducted on the topic “Employee work motivation and its effect on
performance at AVT Natural Pvt ltd. The reason for this study is to encourage an in-depth
learning of motivational methods and methodologies, their impact on implementation and
delegates fulfilled.
3.3 OBJECTIVES OF THE STUDY
 To study about employee work motivation and its effect on their performance.
 •Explore benefits and opportunities for employees.
 For analysing factors leading to motivation
 To study the effect of employee motivation
3.4 SCOPE OF THE STUDY
this research is having a stop at AVT Natural Products LTD and there is a scope to increase
sample size taken for the survey. The parameter taken for the research is limited to the topic
employee work motivation there is a scope to study about the relation with business
productivity.
3.5 RESEARCH METHODOLOGY
Research approach is an approach to deliberately take care of the exploration issue. It might
be comprehended as an art of considering how explore is done logically. A detailed
discussion is carried over with methodology as a part of the study. The researcher has tried to
give a detailed explanation about employee motivation at AVT Naturals.
24
RESEARCH DESIGN
Descriptive Research Design
Descriptive Search Planning includes an overview and timeliness that explores different types
of search. The main graphic research is the representation of the situation as it currently
exists. In this strategy, the researcher has no power over resources. The individual in question
can just report what has occurred and what's going on. An examination configuration is
basically the edge work or plan for the investigation. The plan might be a logical introduction
of the different strides during the time spent the exploration. These means incorporate the
determination of research issue, initial issue, detailing at speculation system, study of the
writing and documentation, book index, information gathering, testing of theory, translation
introduction and report composing
SAMPLE SIZE
The sample size is the number of items to select in order to select a sample in the universe.
The sample size of the test was 50% of the total number of AVT Naturals employees.
SAMPLING TECHNIQUE
An easy introduction was welcome here. He is worried about the examples of his people, so
that everyone in the community may have the same opportunity and the choice of one does
not affect the choice of another. To make sure you choose a choice, a simple challenge for the
study is presented.
TOOLS FOR DATA COLLECTION
The researcher collected primary and secondary data for the research.
• Primary Data: It is the first-hand data that the researcher has collected directly from
respondents. For data collection, the questionnaire was used.
• Secondary Data: When a researcher takes data already collected by others, this information
is named as secondary data. Secondary data is information available in magazines,
newspapers, the Internet, etc.
25
3.6 HYPOTHESIS FRAMEWORK
HO: There is no relationship between incentive scheme and satisfaction level of the
employee.
H1: There is relationship between incentive scheme and satisfaction level of the employee
3.7 LIMITATION OF THE STUDY
 Employees hesitated or avoided to give relevant data.

 Time , cost factor, and location factors caused difficulties
 Due to short span of time the sample size is restricted to 50 respondents
 Sample size probably won't be accurate delegate of the universe
3.8 CHAPTER SCHEME:
Chapter 1: Introduction
This section consist of Introduction about topic, industry profile, Company profile, Vision,
mission, competitor‟s information, financial statement, future prospects of the company,
promoters, swot analysis.
Chapter 2: Conceptual background and literature review.
This section consist of theoretical background of the study related to topic and 20 literature
review are there of different authors.
Chapter 3: Research Design
This chapter consist of state problem statement, need for the study, objective, scope,
hypothesis framework, limitations.
Chapter 4:Data interpretation and Data analysis
In this chapter data analysis, interpretation and Statistical tool is there.
Chapter 5: Summary of findings, summary, conclusion and suggestion.
This chapter consists of finding of a project, summary, conclusion, and suggestion given by
the respondent.
26
CHAPTER 4
ANALYSIS AND INTERPRETATION
4.1 ANALYSIS OF FINANCIAL STATEMENT
GENDER WISE CLASSIFICATION
Table 4.1 showing Gender of Workers
Gender No of Respondents Percentage

Male 43 68
Female 16 32
Total 50 100
ANALYSIS
The table indicates that 68% of the respondents are male and32% of the respondents are
female.
Graph 4.1
GENDER WISE CLASSIFICATION
MALE
FEMALE
INTERPRETATION
As of the graph the male workers are more as compared to female workers. It is due to the
nature of the work.
27
AGE GROUP CLASSIFICATION
Table 4.2 showing Age of Workers
Age No of Respondents Percentage
21-30 17 34
31-40 20 40
41-50 7 14
50 Above 6 12
Total 50 100
ANALYSIS
This chart shows that 34% of the respondents are coming under age range 21-30, 40% of
them are under 31-40, 14% of them are under41-50, and the remaining 6% are above 50 years
of age.
Graph 4.2
AGE GROUP CLASSIFICATION

45
40
35
30
25
20
15
10
5
0
21-30 31-40 41-50 50 Above
INTERPRETATION
As of the graph it is clear that more number of workers in the company come between ages
31-40 as company is maintaining experienced and potential employees.
28
EXPERIENCE OF WORKERS
Table 4.3 showing experience of the employees
Experience No of Respondents Percentage

0-5 10 20
5-10 18 36
10-15 14 28
More than 15 8 16
Total 50 100
ANALYSIS
The table shows that 20% of the defendants have 5 years of experience, 36% of the
respondents have 5-10 years of experience, 28% of the respondents have 10-15 years of
experience and remaining 16% have above 15 years of experience.
Graph 4.3
EXPERIENCE OF WORKERS
40
35
30
25
20
15
10
0
0-5 years 5-10 years 10-15 years More thsn 15
INTERPRETATION
It is evident from the above graph employees has 5-10 years of experience as company values
experienced employees and also decides the pay package accordingly to the no of years of
experience
29
SATISFACTION LEVEL OF THE WORK CULTURE
Table 4.4 showing employee satisfaction with the work culture
Satisfaction No of respondents Percentage

Highly Satisfied 6 12
Satisfied 24 48
Neutral 16 32
Dissatisfied 3 6
Highly Dissatisfied 1 2
Total 50 100
ANALYSIS
The chart show that 12% of the workers are highly satisfied with their working culture, 48%
of the respondents are satisfied, 32% of the respondents are neither satisfied nor dissatisfied,
6% of the respondents are dissatisfied and remaining 2% of the respondents are highly
dissatisfied with the working culture of the organisation.
Graph 4.4
WORK CULTURE
60
50
40
30
20
10
0
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY
DISSATISFIED
INTERPRETATION
From the graphics it is clear that most workers are happy with work culture, because the
company understands the importance of a good work culture, which has a direct impact on
the performance of employees.
30
MOTIVATIONAL FACTORS
Table 4.5 showing the factors motivating the employees
Motivational Factor No of Respondents Percentage

Salary Increase 21 42
Promotion 15 30
Leave 5 10
Motivational Talks 2 4
Recognition 7 14
Total 50 100
ANALYSIS
The chart shows that 42% of the defendants are motivated by salary increase, 30% of the
respondents are motivated by promotion, 10% of the defendants are motivated by leaves, 4%
of the respondents are motivated by motivational talks and remaining 14% of the respondents
are motivated by recognitions.
Graph 4.5
MOTIVATIONAL FACTORS
45
40
35
30
25
20
15
10
5
0
SALARY INCREASE PROMOTION LEAVE MOTIVATIONAL RECOGNITION
TALKS
INTERPRETATION
From the graph it is clear that majority of the workers are motivated through increase in
salary as they consider monetary benefits more significant
31
MOTIVATION AND EFFICIENCY
Table 4.6 showing motivated employees are effective and efficient in their functioning
Satisfaction Number of Respondents Percentage

Strongly Agree 16 32
Agree 14 28
Neutral 7 14
Disagree 7 14
Strongly Disagree 6 12
Total 50 100
ANALYSIS
The table shows that 32% of the respondents powerfully agree that motivated employees are
effective and efficient in their functioning, 28% of the respondents decide the opinion, 14%
of the respondent are neutral, 14% of the plaintiffs disagree and remaining 12% of the
defendants strongly disagree the opinion.
Graph 4.6
MOTIVATION AND EFFICIENCY

35
30
25
20
15
10
5
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
AGREE DISAGREE
INTERPRETATION
As of the graph the majority of the workers sturdily agree that motivated employees are
effective and efficient in their work as motivation improves dedication of employees to his
work.
32
PARTICIPATION IN DECISION MAKING
Table 4.7 showing workers participation in decision making
Category No of respondents Percentage
Yes 12 24
No 4 8
Occasionally 34 68
Total 50 100
ANALYSIS
The table shows that 24% of the respondents are participated in decision making, 8% of the
respondents are not participated in decision making and remaining 68% are participated
occasionally making process
Graph 4.7
PARTICIPATION IN DECISION MAKING

80
70
60
50
40
30
20
10
0
YES NO OCCASIONALLY
INTERPRETATION
From the graph it is clear that majority of the employees participate in the decision making
process occasionally as most of the time they don‟t have any idea that what decisions and
suggestions has to be given.
33
REWARDS AND RECOGNITION
Table 4.8 showing sufficient reward and recognition for the employee
Satisfaction Number of respondents Percentage

Agree 29 58
Neutral 4 8
Disagree 6 12
Total 50 100
ANALYSIS
This chart show that 22% respondents sturdily agree as they get sufficient reward and
recognition for their better performance, 58% of the respondents agree the opinion, 8% are
neutral, 12% disagree and remaining 0% of the respondents strongly disagree the opinion
. Graph 4.8
REWARD AND RECOGNITION

70
60
50
40
30
20
10
0
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY
DISAGREE
INTERPRETATION
From the above graph its is clear that majority of workers agree to performance is improved
by giving rewards and recognition as if rewards and recognition to their work is not given
then there won‟t be any competition and employees performance will decline both rewards
and recognition as two main motivating factors.
34
SATISFACTION WITH INCENTIVE SCHEME
Table 4.9 showing employee satisfaction with the incentive schemes in the organization
Satisfaction Number of respondents Percentage

Highly satisfied 5 10
Satisfied 26 52
Neutral 12 24
Dissatisfied 6 12
Highly dissatisfied 1 2
total 50 100
ANALYSIS
The table shoeing that 10% respondents are highly satisfied with the incentives structure in
the organization, 52% respondents are satisfied, 24% are neutral, and remaining 12% of
respondents are dissatisfied with incentives scheme in organization.
Graph 4.9
SATISFACTION WITH INCENTIVE SCHEME

60
50
40
30
20
10
0
HIGHLY SATISFIED SATISFIED NEUTRAL DISSSATISFIED HIGHLY
DISSATISFIED
INTERPRETATION
It is clear from the schedule that most employees are satisfied with the organization's
motivation program because it offers good work and knowledge incentives.
35
ORGANISATION ENVIRONMENT
Table 4.10 showing employee‟s opinion about the environment of organization is employee friendly
Category No of Representatives Percentage

Strongly Agree 8 16
Agree 22 44
Neutral 7 14
Disagree 9 18
Total 50 100
ANALYSIS
The chart indicates that 16% of respondents are sturdily agree with the environment of the
organisation is environment friendly, 44% of respondents strongly agree, 14% of respondents
are neutral, and remaining 18% of respondents disagree that the environment of the
organization is employee friendly.
Graph 4.10
ORGANISATION ENVIRONMENT
50
45
40
35
30
25
20
15
10
5
0
AGREE DISAGREE
INTERPRETATION
The graph being justified from above that majority amongst the employees agree that the
organisational environment is friendly as the friendly organisation environment is a
motivational factor and it improves productivity.
36
RATING OF THE TRAINING PROGRAMMES
Table 4.11 showing rate of employee training programs
Rating No of Respondents Percentages
Excellent 10 20
Good 24 48
Average 14 28
Below Average 4 8
Total 50 100
ANALYSIS
The chart indicates 20% of respondents says the training programmes of company is
excellent, 48% of respondents says training programmes are good, 28% of respondents says
training programmes are average, remaining 8% of respondents says the training programmes
are satisfactory for employees.
Graph 4.11
RATING OF THE TRAINING PROGRAMS

60
50
40
30
20
10
0
EXCELLENT GOOD AVERAGE BELOW AVERAGE
INTERPRETATION
The chart shows that the most of the workers who have expressed a good education program
in the curriculum help employees learn more about work and organization.
37
APPRAISEL SYSTEM STRENGTHENS AGREE RELATIONSHIP
WITH SUPERIORS
Table 4.12 showing the appraisal system help the employees in strengthening the agree
relationship with their supervisor
Category Number of respondents percentage

Strongly agree 6 12
Agree 18 36
Neutral 20 40
Disagree 5 10
Strongly disagree 1 2
Total 50 100
ANALYSIS
The above table reveals 12% of the strongly agree the opinion, 36% agree the opinion, 40%
are neutral, 10% disagree and remaining 2% of the respondents strongly disagree the opinion.
Graph 4.12
PERFORMANCE APPRAISAL SYSTEM OF

SUPERVISORS
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
INTERPRETATION
From the graph it is clear that majority of the workers say that quality of performance
appraisal system by managers is neutral in AVT Natural as the performance appraisal
system by managers is not perfect and standardised.
38
RECOGNITION FOR THE CONTRIBUTION
Table 4.13 showing employee opinion about company‟s recognition of their contribution and
effort in the working environment
Category Number of respondents percentage

Strongly agree 7 14
Agree 15 30
Neutral 18 36
Disagree 6 12
total 50 100
ANALYSIS
The chart displays that 14% of the respondents sturdily agree the opinion, 32% of the
respondents agree the opinion, 36% of the respondents are neutral, 12% of the respondents
disagree and remaining 6% of the respondents sturdily disagree the opinion
Graph 4.13
RECOGNITION FOR THEIR CONTRIBUTION

40
35
30
25
20
15
10
5
0
AGREE DISAGREE
INTERPRETATION
As of the graph the majority of the workers has the opinion as recognition for their
contribution to work is neutral in the company as the methods used for the evaluation is not
standardised.
39
DE MOTIVATING FACTORS
Table 4.14 showing the employee opinion about the de motive factors
Factors No of Respondents Percentage
Personal Matter 11 22
Lack of communication 25 50
Partially from top managers 14 28
Total 50 100
ANALYSIS
The table indicate that 22% of respondents agree that personal matters de motivated
employees, 50% of respondents says lack of communication de motivated employees and
remaining 28% of respondents says partially from top managers are the reason for de
motivation of employees.
Graph 4.14
DE MOTIVATING FACTORS
60
50
40
30
20
10
0
PERSONAL MATTER LACK OF COMMUNICATION PARTIALLY FROM TOP
MANAGERS
INTERPRETATION
From the graph it is clear that lack of communication is the demotivating factor in AVT
Natural as the organisation has a very formal structure.
40
SATISFACTION WITH THE PERFORMSNCE APPRAISAL SYSTEM
Table 4.15 showing employee satisfaction about performance appraisal system in the
organisation
Category No of respondents percentage

Strongly agree 8 16
Agree 21 42
Neutral 14 28
Disagree 6 12
Total 50 100
ANALYSIS
The table shows that 16% of respondents strongly agree the performance appraisal system in
the organisation, 42% of respondents agree, 28% of respondents are neutral, remaining 12%
of respondents disagree the performance appraisal system in the organisation.
Graph 4.15
PERFORMANCE APPRAISAL SYSTEM

45
40
35
30
25
20
15
10
5
0
DISAGREE
INTREPRETATION
From the graph it is clear that performance appraisal system is good in AVT Natural as the
company keeps a standardised and performance appraisal system which motivates
employees.
41
SATISFACTION WITH WAGE POLICY
Table 4.16 showing employee satisfaction about wage policy
Satisfaction No of respondents percentages

Strongly agree 5 10
Agree 27 54
Neutral 3 6
Disagree 10 20
Total 50 100
ANALYSIS
The table displays that 10% were highly satisfied with the wage policy of the organisation,
54% are satisfied with the wage policy, 16% oare neutral with wage policy, and remaining
20% of respondents are dissatisfied with the wage policy of the organization.
Graph 4.16
WAGE POLICIES
60
50
40
30
20
10
0
AGREE DISAGREE
INTERPRETATION
As of the graph it is clear that majority of workers agree that they are satisfied with the wage
policy as company is providing standardised wage policy according to performance.
42
SATISFACTION WITH FACILITIES AND AMENITIES OF THE
COMPANY
Table 4.17 showing employee satisfaction with the facilities and amenities of the
environment provided by the company
Response No of Respondents Percentage

Highly Satisfied 5 10
Satisfied 15 30
Neutral 15 30
Dissatisfied 11 22
Highly Dissatisfied 4 8
Total 50 100
ANALYSIS
It shows that 10% are highly satisfied with the facilities and amenities provided by the
company, 30% are satisfied, 30% are neutral, and remaining 22% of respondents are
dissatisfied with the amenities and services provided by the company.
Graph 4.17
FACILITIES AND AMENITIES

35
30
25
20
15
10
5
0
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY
DISSATISFIED
INTERPRATATION
As of the chart it shows that workers are not highly motivated or highly demotivated with the
amenities‟ provide by the company as the companies facilities and amenities does not create a
huge impact in performance.
43
TYPE OF INCENTIVE MOTIVATING EMPLOYEES
Table 4.18 showing type of incentives motivates employees
Response No of Respondents Percentage
Financial Incentives 25 50
Non-Financial Incentives 9 18
Both 16 32
Total 50 100
ANALYSIS
According to this above table 50% are inspired by getting financial incentives, 18% of
respondents are motivated by non-financial incentives and remaining 32% of respondents are
motivated by both.
Graph 4.18
INCENTIVES MOTIVATES EMPLOYEES

60
50
40
30
20
10
0
FINANCIAL INCENTIVES NON FINANCIAL INCENTIVES BOTH
INTERPRETATION
According to above graph, financial incentives motivate personnel most as the cost of living
in increasing day to day.
44
TRANSPERANCY IN ORGANISATIONAL STRATEGY Table 4.19 showing
transparency in organisational strategy for giving rewards and recognition
Satisfaction No of respondents Percentages

Strongly agree 8 16
Agree 27 54
Neutral 9 18
Disagree 5 10
total 50 100
ANALYSIS
The chart displays that 16% of workers strongly agree there is transparency in organisational
strategy for giving rewards and recognition. 54% satisfied with the rewards and recognition,
18% are neutral, 10% were dissatisfied and 2% strongly dissatisfied with the transparency in
giving rewards and recognition.
Graph 4.19
REWARDS AND RECOGNITION

60
50
40
30
20
10
0
AGREE DISAGREE
INTERPRETATION
From the graph it is clear that majority of the employees are satisfied with the transparency
giving rewards and recognition as the rewards and recognition is given purely based on
continuous evaluation.
45
REWARDS AND RECOGNITION LINKED TO PERFORMANCE
Table 4.20 showing rewards and recognition linked to performance
Satisfaction No of respondents percentage

Strongly agree 7 14
Agree 26 52
neutral 10 20
Disagree 4 8
total 50 100
ANALYSIS
The table shows that 14% of the respondents are highly satisfied with the rewards and
recognition given according to performance,52% are satisfied, 20% are neutral, 8%
dissatisfied and 6% strongly dissatisfied.
Graph 4.20
PERFORMANCE
60
50
40
30
20
10
0
DISAGREE
INTERPRETATION
As of the graph it is clear that majority of the workers are satisfied with the rewards and
recognition they get for their performance as company continuously evaluate the performance
of the employees and based on that the company provide fair rewards and recognition.
46
MANAGERS EMPHASIZE PRODUCTIVITY AS THE KEY TARGET
Table 4.21 showing productivity as the key target of managers
Satisfaction No of Respondents Percentage

Strongly Agree 6 12
Agree 21 42
Neutral 12 24
Disagree 6 12
Total 50 100
ANALYSIS
The chart displays that 12% of the respondents strongly agree as managers emphasize
productivity as the key target, 42% agree, 24% of the respondents. are neutral where as 12%
of the respondents disagree and 10% strongly disagree.
Graph 4.21
PRODUCTIVITY
45
40
35
30
25
20
15
10
5
0
DISAGREE
INTERPRETATION
As of the graph the majority of the workers agree that the manager‟s emphasis productivity as
the key target as if the productivity is weak then it will lead to winding up of the company
and the main target for the managers is to improve productivity.
47
GUIDANCE TO PERFORM BETTER
Table 4.22 showing guidance to perform better
Satisfaction Number of Respondents Percentages

Agree 26 52
Neutral 10 20
Disagree 3 6
Total 50 100
ANALYSIS
The table displays that 22% of the respondents sturdily agrees that superiors provides
guidance to perform better,52% strongly agree, 20% of the respondents are neutral with the
opinion , 6% of the respondents disagree, 0% of the respondents sturdily disagree.
Graph 4.22
GUIDANCE TO PERFORM BETTER

60
50
40
30
20
10
0
DISAGREE
INTERPRETATION
As of the graph it is clear that majority of the workers says that they agree that superiors
provide guidance to perform better as if the guidance is not proper then it will affect the
productivity so that proper guidance is provided.
48
REWARD SYSTEM BASED ON EMPLOYEE PERFORMANCE, COMMITMENT,
ABLITY AND VALUE
Table 4.23 showing reward system based on employee performance, commitment, ability and
value
Satisfaction Number of Respondents Percentages

.Strongly Agree 9 18
.Agree 24 48
Neutral 13 26
Disagree. 3 6
.Strongly Disagree. 1 2
Total. 50 100
.ANALYSIS
The table displays that 18% of the respondents sturdily agree that company‟s reward system
is based on employee performance, commitment, ability and value, 48% agree, 26% of the
respondents are neutral with the opinion, 6% disagree and 2% strongly disagree.
Graph 4.23
REWARD SYSTEM
60
50
40
30
20
10
0
DISAGREE
INTERPRETATION
The chart shows that most of the workers agree that the company's reward system is based on
employee performance, commitment, capability and value, as three key factors are the three
key factors that are assessed before the reward.
49
HYPOTHESIS TESTING
The Incentive scheme is one of the factor which leads to Satisfaction.
Correlations
Incentive
Scheme Satisfaction
Incentive Pearson
1 .587**
Scheme Correlation
Sig. (2-tailed) .000
N 50 50
Satisfaction Pearson
.587** 1
Correlation
Sig. (2-tailed) .000
N 50 50
**. Correlation is significant at the 0.01 level (2-

tailed).
Interpretation:
The above correlation table shows that there is a positive and significant relationship
between Incentive Schemes and Satisfaction level with the significant value 0.000 which is
less than 0.001. It means, better the Incentive Schemes, better will be the satisfaction level.
Employee‟s feels that Incentive Scheme is one the factor contributing to the Satisfaction.
50
CHAPTER 5
FINDINGS, CCONCLUSION AND SUGGESTION
SUMMARY OF FINDINGS
 Most of the employees were satisfied with the working culture of the organisation
 Majority of employees are of the opinion that salary increase motivates them most
 The study reveals that motivated employees are effective and efficient in their
operation
 Most of the employees are of the opinion that the management involve them in
decision making occasionally which are connected to their departments
 As per the study the employees agree that they get sufficient rewards and recognition
for their better performance.
 Employees are happy with the motivating force plans given by the organization
 Most of the respondents agree that the organization environment is employee friendly
 The employee rate the training programs in AVT Naturals is good
 Most of the employees think that the appraisal system helps them in strengthening the
agree relationship with the superiors
 Most of the employees agree that the company recognizes their contribution and effort
in working environment.
 Most of the employees agreed that lack of communication cause de motivation in the
company
 Workers stay happy with the performance appraisal framework in the organisation
 Workers are satisfied with the facilities and amenities of the environment provided by
the company
 The financial incentives motivates the employees than the non-financial incentives
 As per the survey the employees feel that there is an increase in the productivity due
to employment motivation.
 Most of the employee agree that the organisation provide extra incentives for the extra
work
 As per the study employees agreed that motivation is helpful in enhancing job
performance.
51
CONCLUSION
The project is carried out on A Study on Employees Work Motivation and Its Effect on Their
Performance. The objectives that has laid down prior for this study has been concluded so far.
According to the study it is conclude that the employees are satisfied in their organization.
Motivation plays a vital job in an organization when comes to execution. Each worker is
extraordinary and what works for one probably won't work for the other one
This study also concludes that the work motivation of the employee increases their
performance and thus increasing the productivity. Workers are significantly more delicate to
their association with their supervisors and environment encompassing organization instead
of materialistic objectives. Hypothesis testing was done in the research and found that there is
a positive relation with the incentive scheme and satisfaction of employees in AVT Natural.
Study also concludes that lack of employee motivation leads to decline in the performance of
employee.
52
SUGGESTIONS
 The company should provide adequate salary for their workers

 The company should provide education facility for their children
 Certain steps must be taken by the company for improving the remuneration policy
 More health awareness classes should be conducted in the organisation
 There should be suggestion scheme in order to provide freedom to the workers for
giving their valuable suggestion to their organisation
 The company should provide effective arrangement system to reduce the
accumulation of dust and fumes
 The top management has to support and appreciate the workers for their valuable
contribution to the organization
 The company has to provide more financial and non-financial measures to motivate
them
 Provide more recreation facilities in order to reduce the work pressure.
53
BIBLIOGRAPHY
Articles
Maslow, A. H. (1943). A theory of human motivation. Psychological review, 50(4), 370.
Wright, B. E. (2001). Public-sector work motivation: A review of the current literature and a
revised conceptual model. Journal of public administration research and theory, 11(4), 559-
586.
Wiley, C. (1997). What motivates employees according to over 40 years of motivation

surveys. International Journal of Manpower, 18(3), 263-280
Lindner, J. R. (1998). Understanding employee motivation. Journal of extension, 36(3), 1-8.
Becker, D. A. A. (1997). The effects of choice on auditors' intrinsic motivation and

performance. Behavioral Research in Accounting, 9.
Dickinson, L. (1995). Autonomy and motivation a literature review. System, 23(2), 165-174.
Buck, R. (1988). Human motivation and emotion. John Wiley & Sons.
Beckers, D. G., van der Linden, D., Smulders, P. G., Kompier, M. A., van Veldhoven, M. J.,
& van Yperen, N. W. (2004). Working overtime hours: relations with fatigue, work
motivation, and the quality of work. Journal of Occupational and Environmental
Medicine, 46(12), 1282-1289.
Locke, E. A., & Latham, G. P. (1990). Work motivation and satisfaction: Light at the end of
the tunnel. Psychological science, 1(4), 240-246.
Wigfield, A., & Cambria, J. (2010). Achievement motivation. The Corsini Encyclopedia of
Psychology, 1-2
Storseth, F. (2004). Maintaining work motivation during organisational change. International

Journal of Human Resources Development and Management, 4(3), 267-287
Timmreck, T. C. (2001). Managing motivation and developing job satisfaction in the health
care work environment. The Health Care Manager, 20(1), 42-58
54
Kanfer, R., & Ackerman, P. L. (2004). Aging, adult development, and work
motivation. Academy of management review, 29(3), 440-458
Steers, R. M., & Sánchez‐Runde, C. J. (2017). Culture, motivation, and work behavior. The
Blackwell Handbook of Cross‐Cultural Management, 190-216
Furnham, A., Forde, L., & Ferrari, K. (1999). Personality and work motivation. Personality
and individual differences, 26(6), 1035-1043
Moynihan, D. P., & Pandey, S. K. (2007). Finding workable levers over work motivation:
Comparing job satisfaction, job involvement, and organizational
commitment. Administration & Society, 39(7), 803-832
Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation
between public and private sector organizations. Public administration review, 67(1), 65-74.
Kamdron, T. (2005). Work motivation and job satisfaction of Estonian higher

officials. International Journal of Public Administration, 28(13-14), 1211-1240.
Brewer, G. A., & Brewer Jr, G. A. (2011). Parsing public/private differences in work
motivation and performance: An experimental study. Journal of Public Administration
Research and Theory, 21(suppl_3), i347-i362.
Van Knippenberg, D. (2000). Work motivation and performance: A social identity

perspective. Applied psychology, 49(3), 357-371.
BOOKS
Mahanand Charati & M M Munshi (2015)Master of Management Thoughts, p145-157
WEBSITES
1. www.avtnaturals.com
2. www.indiaspice.com
55
QUESTIONNAIRE
A study on “Employees Work Motivation and Its Effect on Their Performance” At

AVT Natural Products LTD, South Vazhakulam Marampilly, Aluva
I, Deepak E P, 1Vth Semester MBA Student, Acharya Institute Of Technology Bangalore

doing my academic project on the topic “Employees Work Motivation and Its Effect on Their
Performance and Business Productivity” in your prestigious organisation. I kindly Request
you to fill the necessary details. (Please answer the question by a tick mark). I assure you that
the details collected using the questionnaire will only be used for academic purpose.
Thanking you
Deepak E P
PERSONAL DETAILS
NAME :
AGE :
GENDER : MALE FEMALE
DEPARTMENT :
EXPERIENCE : 0-5 Years 5-10 Years
10-15 Years More than 15 Years
1. Are you satisfied with the working culture of the association?

Highly Satisfied Satisfied Dissatisfied
Highly Dissatisfied Neutral
2. Which of the following motivates you the most?
Salary Increase Promotion Leave
Motivational Talks Recognition
3. Do you reason motivated employees are compelling and productive in their working?
Strongly Agree Agree Neutral
Disagree Strongly Disagree
56
4. Did the management involves you in decision making which are connected to your
department?
Yes No Occasionally
5. Do you agree that you get sufficient rewards and recognition for the better
performance?
6. Did you satisfied with the incentive scheme of the organisation?
7. In your opinion whether the organisation environment is employee friendly?
8. How do you rate the employee training programme?
Excellent Good Average
Below Average
9. Does the appraisal system help you in strengthening the agree relationship with your
supervisor?
10. Does the organisation identify your contribution and effort in working environment?
11. Which are the factors which de motivates you the most at your job?
Personal Matter Lack of Communication
Partiality from top managers
12. Are you satisfied with the wage policy?

13. Are you satisfied with the environment amenities and facilities
57
14. Type of incentive which motivates you more?
Financial Incentives Non-Financial Incentives Both
15. Do you have any suggestion to improve the Employee Motivation in the Company?
If yes please mention
------------------------------------------------
------------------------------------------------
16. Transparency in organisation strategy for giving rewards and recognition?

17. My rewards and recognition in the organisation is linked to my performance?
18. My managers emphasize productivity as one of the key targets of the organization?
19. My superior provides me with the necessary guidance to perform better in my work?
20. Did you feel the The company's remuneration system is based on the performance,
commitment, ability and value of employees?
21. Strongly Agree Agree Neutral
58
ACHARYA INSTITUTE OF TECHNOLOGY
DEPARTMENT OF MBA
PROJECT (17MBAPR407)-WEEKLY REPORT

ACHARYA
NAME OF THE STUDENT: L)GEPA/? ·£·P
INTERNALGUIDE: PRoF. /1AHAl( BAUW:I

USN: 1IA11Mi3Al4
COMPANYNAME: AvT /VATtJR.AL PRoOvc.H LTD, ALUVA
EXTERNAL INTERNAL
WEEK WORK UNDERTAKEN GUIDE GUIDE
SIGNATURE SIGNATURE
3rdJan 9th Industry

2019
Jan 2019
-
Profile
Profile and Company
? (\<\?
10thJan Preparation of Research
17thJan
2019-
2019
instrument
collection
for data
@1CL ??
18thJan
25th Jan
2019
20 I Cf
-
Data collection ckL 6'))r

26th Jan 2019- Analysis and finalization
2ndFeb 2019 of report OW- (\{\?
3rd Feb 2019-9th
Feb 2019
Findings and Suggestions cl? (f\y
10thFeb 2019-
Conclusion and Final Report <:XL
16thFeb 2019
?? ,
59

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PROJECT REPORT (17MBAPR407)

A STUDY ON EMPLOYEES WORK MOTIVATION AND ITS EFFECT ON

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfilment of the requirements for the award of the degree of

INTERNAL GUIDE EXTERNAL GUIDE

Date : 22nd March, 2019

This is to certify that Mr. Deepak E.P has undergone a project on A

We wish him success in his future endeavors.

For A VT Natural Products Limited

AVT Natural Products Ltd ..

This is to certify that Mr. Deepak E P bearing USN llAl 7MBA14 is a

bonafide student of Master of Business Administration course of the Institute

2017-19 batch, affiliated to Visvesvaraya Technological University, Belagavi,

on Their Performance at AVT Natural Products Ltd, Aluva, Kerala" is

prepared by him under the guidance of Prof. Mahak Balani, in partial

Business Administration, Visvesvaraya Technological University, Belagavi,

Signature of Internal Guide o?{AfH51part.

Signature of Principal/Dean Academics

I DEEPAK E P hereby diclare

tO:"AVT :N;ttn??iProducts' Lid;.AhiVa;.prepiired'by me

faculty of M.8.A Department..Ac_harya

studyl;ndertiik.?n h?? ?t be?n

from any cith?r

Place: BOJ'\3 c- lure

and enc?uragementin· completion.'.of

would .hke to .thank Prof, .Mahak Balani .

helped me to learn various concepts. ·

sincere thanks to Parents Friends and all the Staff of

MBA department of AIT for their vaiuable suggestionsin completingthis

Place: Bangalore DEEPAK E P

2.1 Theoretical Background Of The Study 11

Table No. Particulars Page

Table– 4.2 Table showing Age of Workers 28

Chart No. Particulars Page Nos.

The study aims to assess the motivation of workers of the organisation.

The motivation of employees to work is different across organizations because it is purely

Employee motivation is approached through different levels of work, in the organisation at

SPICE INDUSTRY IN INDIA

PRESENT STATUS OF THE INDUSTRY

MAJOR MARKET OF INDIAN SPICES

AVT Natural Products Ltd is an endeavour advanced by A V Thomas Group, as a key

1. AVT Natuaral products Ltd, Vazhakulam, Marampilly P.O, Aluva, Kerala

Main promoters of AVT Natural where:

 Nelamalai Agro Industries Limited

1.5 COMPANY MISSION

 To be a global leader, enriching lives through nature‟s own ingredients as food,

 Encourage individual excellence and foster environment for team work.

Chairman : Mr Ajith Thomas

President& CEO : Mr M.N. Satheesh Kumar

Non-executive director : Mr Habeeb Hussain

Non-executive and independent directors : Mr Field Marshal Sammaneshaw

1.7 INFRASTRUCTURE FACILITIES

 Transportation facilities for employees

1.9 SWOT ANALYSIS

 Located in Cochin (Spice Capital of World)

 Increasing demand in domestic market

 Money exchange rate fluctuations

CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

2.1 THEORETICAL BACKGROUND OF THE STUDY