A PROJECT REPORT ON

“A STUDY ON EMPLOYEES MOTIVATION AT MUTHOOT CAPITAL

SERVICE LTD ”

DEPARTMENT OF BUSINESS ADMINISTRATION

ST ALBERT’S COLLEGE (AUNTONOMOUS) ERNAKULAM

BBA DEGREE

2021-2024 BATCH

SEMESTER 6

UNDER THE GUIDANCE OF. SUBMITTED BY,

MS.. SERIN SAJAN CAREL DSILVA

HEAD OF DEPARTMENT OF BUSINESS ADMINISTRATION 2101230014

ST ALBERT’S COLLEGE AUTONOMOUS

 DECLARATION
I hereby declare that the project report entitled "A STUDY ON EMPLOYEE MOTIVATION
AT MUTHOOT CAPITAL SERVICE LTD, ERNAKULAM. is a record of bonafide work done
by me from 01-12-2023 to 31-12-2023 (1 Dec 2024 to 31 Dec 2023) under the supervision of
Mrs. Monil Singh, Deputy manager- people and culture and Ms. Serin sajan, Head of
Department. St.Albert's College (Autonomous), and that no part of this project has formed the
basis for the award of any degree, diploma, associate ship, fellowship or any other similar title or
recognition in any other institution.

PLACE : ERNAKULAM CAREL DSILVA

DATE :
 ACKNOWLEDGMENT
The satisfaction I feel at the successful completion of this project will be incomplete unless, I
recall a few names with gratitude. I bow my head before God Almighty for his showers of
blessings.

With all sincerity and respect, I would like to express my gratitude and heartfelt thanks to Dr.
Bijoy V.M, Principal, St. Albert's College (Autonomous) for providing me an opportunity for an
industrial exposure. I extend my thanks towards my faculty guide Ms. Serin Sajan, Head of
Department,. St. Albert's College (Autonomous) for her motivation all throughout the study. I
also extend my thanks to my parents, all my faculty members, friends and all other well wishers
for their support and encouragement for completion of the project.

Let me express my deep sense of gratitude to Ms. Tina Muthoot ,Deputy vice president, Muthoot
capital service Ltd, and Ms, Monil Singh, Deputy Manager- people and culture, who granted me
permission to do my project in her organization. I also extend my thanks to all executives and
staffs of Muthoot capital service ltd, for their commendable and inspiring guidance, motivation,
cooperation, and all the facilities and valuable guidance throughout my project.
 TABLE OF CONTENT
CHAPTER TITLE PAGE NO.
1 INTRODUCTION
LITERATURE REVIEW
THEORETICAL FRAMEWORK
OBJECTIVES OF THE STUDY
STATEMENT OF THE PROBLEM
SCOPE OF THE STUDY
LIMITATIONS OF THE STUDY

2 INDUSTRY PROFILE
COMPANY PROFILE

3 RESEARCH METHODOLOGY

4 DATA ANALYSIS AND INTERPRETATION

5 FINDINGS
SUGGESTIONS
CONCLUSION

BIBLIOGRAPHY

APPENDIX
 LIST OF TABLE
TABLE. PARTICULARS PAGE.
NO NO
1 TABLE SHOWING THE DISTRIBUTION OF GENDER
OF EMPLOYEES
2 TABLE SHOWING THE DISTRIBUTION OF
EDUCATIONAL QUALIFICATION OF EMPLOYEES
3 TABLE SHOWING THE DISTRIBUTION OF WORK
EXPERIENCE OF THE EMPLOYEES
4 TABLE SHOWING THE DISTRIBUTION OF WHAT
WILL MAKE THE EMPLOYEES HAPPIER
5 TABLE SHOWING THE DISTRIBUTION OF GETTING
INCENTIVE OR BONUS FOR THE JOB
6 TABLE SHOWING THE DISTRIBUTION OF WHICH
TYPE OF INCENTIVES WILL MOTIVATE THE
EMPLOYEES MORE
7 TABLE SHOWING THE DISTRIBUION OF WHAT
MOTIVATES THE EMPLOYEES MORE, WEATHER
ACHIEVING PERSONAL GOALS OR CONTRIBUTING
TO TEAM SUCCESS
8 TABLE SHOWING THE DISTRIBUTION OF TYPE OF
WORK RECOGNITION WOULD THE EMPLOYEES
PREFER FOR ACHEVING A MILESTONE
9 TABLE SHOWING THE DISTRIBUTION OF THE
FOLLOWING CONTRIBUTES THE MOST TO A
POSITIVE WORK ENVIRONMENT
10 TABLE SHOWING THE DISTIRIBUTION OF
SATISFACTION WITH THE WORKING OF THE
REPORTERS/MANAGEMENT
11 TABLE SHOWING THE DISTRIBUTION OF
SATISFACTION WITH THE OVERALL JOB
SECURITY PROVIDED BY THE ORGANIZATION
12 TABLE SHOWING THE DISTRIBUTION OF
SATISFACTION WITH THE WORKING
ATMOSPHERE OF THE COMPANY
13 TABLE SHOWING THE DISTRIBUTION OF THE
AWARENESS OF THE EMPLOYEES ON THE POLICY
GUIDING THE PERFORMANCE MANAGEMENT
SYSTEM
14 TABLE SHOWING THE DISTRIBUTION OF WHETHER
THE REPORTING MANAGER DISCUSS THE
APPRAISAL PROCESS WITH THE EMPLOYEES
15 TABLE SHOWING THE DISTRIBUTION OF
APPRAISAL PROCESS IS FAIR AND TRANSPARENT
16 TABLE SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE PAID FAIRLY FOR THE WORK
THEY DO.
17 TABLE SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE ENCOURAGED TO BALANCE
THEIR WORK LIFE AND THEIR PERSONAL LIFE
18 TABLE SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE WILLING TO PUT IN EXTRA
EFFORT TO GET THE JOB DONE.
19 TABLE SHOWING THE DISTRIBUTION OF THE
BEHAVIOR OF THE HIGHER AUTHORITIES.
20 TABLE SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE TREATED FAIRLY REGARDLESS
OF THEIR GENDER.
 LIST OF CHARTS
CHART. PARTICULARS PAGE.
NO NO
1 GRAPH SHOWING THE DISTRIBUTION OF GENDER
OF EMPLOYEES
2 GRAPH SHOWING THE DISTRIBUTION OF
EDUCATIONAL QUALIFICATION OF EMPLOYEES
3 GRAPH SHOWING THE DISTRIBUTION OF WORK
EXPERIENCE OF THE EMPLOYEES
4 GRAPH SHOWING THE DISTRIBUTION OF WHAT
WILL MAKE THE EMPLOYEES HAPPIER
5 GRAPH SHOWING THE DISTRIBUTION OF GETTING
INCENTIVE OR BONUS FOR THE JOB
6 GRAPH SHOWING THE DISTRIBUTION OF WHICH
TYPE OF INCENTIVES WILL MOTIVATE THE
EMPLOYEES MORE
7 GRAPH SHOWING THE DISTRIBUION OF WHAT
MOTIVATES THE EMPLOYEES MORE, WEATHER
ACHIEVING PERSONAL GOALS OR CONTRIBUTING
TO TEAM SUCCESS
8 GRAPH SHOWING THE DISTRIBUTION OF TYPE OF
WORK RECOGNITION WOULD THE EMPLOYEES
PREFER FOR ACHEVING A MILESTONE
9 GRAPH SHOWING THE DISTRIBUTION OF THE
FOLLOWING CONTRIBUTES THE MOST TO A
POSITIVE WORK ENVIRONMENT
10 GRAPH SHOWING THE DISTIRIBUTION OF
SATISFACTION WITH THE WORKING OF THE
REPORTERS/MANAGEMENT
11 GRAPH SHOWING THE DISTRIBUTION OF
SATISFACTION WITH THE OVERALL JOB
SECURITY PROVIDED BY THE ORGANIZATION
12 GRAPH SHOWING THE DISTRIBUTION OF
SATISFACTION WITH THE WORKING
ATMOSPHERE OF THE COMPANY
13 GRAPH SHOWING THE DISTRIBUTION OF THE
AWARENESS OF THE EMPLOYEES ON THE POLICY
GUIDING THE PERFORMANCE MANAGEMENT
SYSTEM
14 GRAPH SHOWING THE DISTRIBUTION OF WHETHER
THE REPORTING MANAGER DISCUSS THE
APPRAISAL PROCESS WITH THE EMPLOYEES
15 GRAPH SHOWING THE DISTRIBUTION OF
APPRAISAL PROCESS IS FAIR AND TRANSPARENT
16 GRAPH SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE PAID FAIRLY FOR THE WORK
THEY DO.
17 GRAPH SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE ENCOURAGED TO BALANCE
THEIR WORK LIFE AND THEIR PERSONAL LIFE
18 GRAPH SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE WILLING TO PUT IN EXTRA
EFFORT TO GET THE JOB DONE.
19 GRAPH SHOWING THE DISTRIBUTION OF THE
BEHAVIOR OF THE HIGHER AUTHORITIES.
20 GRAPH SHOWING THE DISTRIBUTION OF
EMPLOYEES ARE TREATED FAIRLY REGARDLESS
OF THEIR GENDER.
 CHAPTER – 1
INTRODUCTION

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 INTRODUCTION
The efficiency of a person depends on two factors, skills and motivation.

Skills and competencies are the tools a person has to get things done. It's like having the right
equipment for a job. If you're good at something, like playing a musical instrument or solving
math problems, you can do it more efficiently. Skills are the knowledge, experience, and abilities
that individuals bring to their tasks.

Motivation is the driving force that encourages people to take action and achieve their goals. It's
like the energy or enthusiasm that pushes individuals to do things, whether big or small. It's the
key to overcoming challenges, staying focused, and persisting in the face of difficulties.
Ultimately, motivation is the engine that keeps us moving towards our dreams and aspirations,
making life more fulfilling and rewarding.

There are two main types of motivation: intrinsic and extrinsic. Intrinsic motivation comes from
within, driven by personal satisfaction, enjoyment, or a sense of purpose. For example, you
might be intrinsically motivated to paint because it brings you joy. On the other hand, extrinsic
motivation comes from external factors, such as rewards, praise, or avoiding punishment. If you
study for a test to get a good grade, that's extrinsic motivation.

Motivation in an organization is like the fuel that powers a team's engine to achieve common
goals and excel together. In any workplace, motivated employees are like superheroes – they
bring energy and enthusiasm to their tasks, making the whole team more successful.

Clear communication is another important part of organizational motivation. When everyone

understands their roles, what they need to accomplish, and how their contributions matter, it
creates a sense of purpose. Imagine a soccer team where each player knows their position and the
overall game plan – it leads to better teamwork and success.

Organizations also provide opportunities for growth and development, like learning new skills or
taking on more responsibilities. It's like climbing a ladder – with each step, you become better
and more capable. This not only benefits the individual but also strengthens the organization as a
whole.

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A motivated workforce contributes to a cohesive and collaborative work culture. When
individuals feel valued and supported, teamwork flourishes, and shared goals become achievable.
This positive atmosphere not only enhances job satisfaction but also encourages creativity and
innovation.

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 LITERATURE REVIEW

 Rajeswari Devadass (2011) worked on employee motivational practices & found that
how job characteristics, employee characteristic, management practices and broader
environmental factors influence employees’ motivation. She confirms motivation
concepts are central to employees. Job characteristics, management practices, employee
characteristics and broader environmental factors are the key variables influence
employees’ motivation in organization.
 Vinay Chaitanya Ganta (2014) studied on Motivation levels within the workplace and
found that it shows direct impact on employee productivity. Workers who are motivated
and excited about their jobs carry out their responsibilities to the best of their ability and
production numbers increases as a result. Employee motivation has always been a central
problem for leaders and managers. Employers need to get to know their employees very
well and use different tactics to motivate each of them based on their personal wants and
needs.
 Vuori and Okkonen (2012) stated that motivation helps to share knowledge through an
intra-organizational social media platform which can help the organization to reach its
goals and objectives.
 Malina and Selto conducted a case study in one corporate setting by using balance score
card (BSC) method and found out that organizational outcomes would be greater if
employees are provided with positive motivation (2001).
 Decoene and Bruggeman in their study developed and illustrated a model of the
relationship between strategic alignment, motivation and organizational performance in a
BSC context and find that effective strategic alignment empowers and motivates working
executives (2006).
 Ashmos and Duchon recognizes that employees have both a mind and a spirit and seek to
find meaning and purpose in their work, and an aspiration to be part of a community,
hence making their jobs worthwhile and motivating them to do at a high level with a view
to personal and social development(2000).

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 Smith and Rupp stated that performance is a role of individual motivation, organizational
strategy, and structure and resistance to change, is an empirical role relating motivation in
the organization.
 According to Thomas (2009) the main challenge of motivation in workplaces is
identifying what motivates each individual employee taking into account his or her
individual differences. In other words, individual differences have been specified by
Thomas (2009) as the major obstruction for management in engaging in employee
motivation in an effective manner.
 Wylie (2004) recommends concentrating on specific variations of intangible
motivational tools such as celebrations of birthdays and other important dates with the
participation of whole team
 Llopis (2012) draws attention to the increasing relevance of the work-life balance
problem for modern employees and stresses its negative impact on the level of employee
motivation. Specifically, Llopis (2012) reasons that unless employees achieve an
adequate level of work-life balance in personal level, management investment on the
level of employee motivation can be wasted.
 According to Lockley (2012) offering training and development programs that effectively
contributes to personal and professional growth of individuals is another effective
employee motivation strategy.

 (Fisher et al, 2006): Presently organisation used many motivational methods to motivate
their employees to achieve company’s objectives. It is empirically proven that
performance-based rewarding scheme is the most effective tool used by many companies
to motivate their employees.

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 THEORETICAL FREAMEWRK
MEANING AND DEFINITION OF MOTIVATION
Motivation is the force that leads people to act to achieve their objectives. It is the activators
of human behaviors to do something. People are willing to act cause they are motivated
toward their goals. The driver of their actions may be money need, success need, position
need, and their best potentiality.

According to W.G Scott, Motivation means a process of stimulating people to action to

accomplish desired goals.

FEATURES OF MOTIVATION

 Motivation is an internal feeling: It is a psychological concept and it cannot be forced on

the employees. It is an internal feeling, generated within an individual, which compels him
to behave in a particular manner. Feelings like needs, desires, urges, etc., influence human
behaviour to act in a particular manner.

 Motivation produces goal-directed behaviour: Employees’ behaviour is influenced by

motivation in such a way that they can achieve their goals. Motivation helps to achieve
both organizational as well as individual goals. For example, if a person wants to get a
promotion, then he will work harder to achieve the goals effectively and efficiently.

 Motivation can be either negative or positive: Motivation can be either positive in form
of rewards, like additional pay, incentives, promotion, recognition, etc., or negative in the
form of force, like punishment, threat of demotion, etc. Positive motivation provides
incentives to an individual to achieve the goal, whereas negative motivation creates fear in
the mind of individuals in order to influence their behaviour to act in a desired manner.

 Motivation is a complex process: Humans are heterogeneous in their expectations,

perceptions and reactions. A particular type of motivation may not have the same effect on
all individuals as it is difficult to predict their behaviors. Therefore, motivation is a
complex task.

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 Continuous process: As human needs are unlimited, completion of one need gives rise to
another, and it goes on. Therefore, motivation is a continuous process, and it does not end
with the satisfaction of a particular need.

IMPORTANCE OF MOTIVATION

 Motivation helps to improve performance level: Motivation helps in satisfying needs of

the employees and providing them satisfaction. Performance of the employees is improved
with the help of motivation as it bridges the gap between the capacity to work and
willingness to work. As a result, employees work with full dedication and make full use of
their abilities to raise the existing level of efficiency.

 Motivation helps in changing negative attitude to positive attitude: Positive attitude

towards the organization helps to achieve organizational goals easily. Sometimes,
employees have a negative attitude towards the organization or work. Motivation helps to
change this negative attitude to a positive attitude through suitable rewards, positive
encouragement and praise for good work. When the workers are motivated they work
positively towards the organizational goals.

 Motivation helps to reduce employee turnover: Lack of motivation is the main cause
behind employee turnover. Employees do not think of leaving the job when they are
motivated by financial and non- financial incentives. Reduction in employee turnover saves
a lot of money as direct expenses (recruitment and selection costs) and indirect expenses
(labour dissatisfaction) are reduced. The organizations also benefit because the skill and
competence of employees continue to be available to the organization.

 Motivation helps to reduce absenteeism: Some of the reasons behind absenteeism are
improper work environment, inadequate rewards, lack of recognition, etc., and these can be
overcome or reduced if the employees are motivated properly. Proper motivation makes the
work a source of pleasure, and workers do not refrain from work unless it is unavoidable.

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 Motivation helps to introduce changes smoothly: An organization can survive and grow
only when it adapts itself to the dynamic environment. Changes are generally resisted by
the employees because of fear of adverse effects on their employment. This resistance can
be overcome by proper motivation. Motivation helps to convince employees that proposed
changes will bring additional rewards to them. As a result, they readily accept these
changes.

TECHNIQUES OF MOTIVATION

1. Financial incentives

First techniques of motivation are financial incentives as money is indicator of success.

Therefore, it fulfills psychological safety and status need as people satisfy their needs by money.
Wages, salary motivates employees to perform better.

2. Job enlargement

Under this technique, task assigned to do job are increased by adding simile task. So the scope of
job enlargement is high for the motivation of subordinates. It is also known as horizontally
leading of job.

3. Job enrichment

Under this technique jobs are made challenging and meaningful by increasing responsibility and
growth opportunities. In such technique of motivation, planning and control responsibility are
added to the job usually with less supervision and more self-evaluation. It is also called vertical
leading.

4. Job rotation

It refers to shifting an employee from one job to another. Such job rotation doesn’t mean hanging
of their job but only the employees are rotated. By this it helps to develop the competency in
several jobs which helps in development of employees.

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5. Participation

Participation refers to involvement of employee in planning and decision-making .it helps the
employees feel that they are an asset of the organization which helps in developing ideas to solve
the problems.

6. Quality of work life

It is the relationship between employees’ and the total working environment of organization. It
integrates employee needs and well-being with improves productivity, higher job satisfaction and
great employee involvement. It ensures higher level of satisfaction.

7. Behavior modification

The last technique of motivation is behavior modification. It develops positive motivation to the
workers to do the work in desired behavior in order to modify behavior.

ELEMENTS OF MOTIVATION

1. Rewards and Recognition: Acknowledging and rewarding employees for their efforts and
achievements is a powerful motivator. Recognition can take various forms, including verbal
praise, employee of the month awards, bonuses, promotions, or other tangible incentives. When
employees feel valued and appreciated, they are more likely to stay motivated and engaged in
their work.

2. Clear goals and Recognition: Providing employees with clear, specific, and achievable goals
gives them a sense of purpose and direction. When employees understand what is expected of
them and how their work contributes to the overall success of the organization, they are more
motivated to perform well. Regular communication about goals and expectations, as well as
feedback on progress, helps maintain motivation over time.

3. Opportunities for growth and development: Employees are motivated when they see
opportunities for personal and professional growth within the organization. This includes access

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to training programs, skill development initiatives, and career advancement possibilities. When
employees feel that their organization invests in their professional development, they are more
likely to be motivated to contribute their best efforts.

TYPES OF MOTIVATION

1. Intrinsic Motivation: Intrinsic motivation comes from within an individual. It involves

engaging in an activity because it is inherently satisfying or enjoyable. Examples include
pursuing a hobby, learning for personal satisfaction, or doing something for the sheer joy of it.

2. Extrinsic Motivation: Extrinsic motivation, on the other hand, is driven by external factors
such as rewards, recognition, or punishments. It involves engaging in an activity to earn a
tangible reward or avoid a negative consequence. Examples include working for a bonus,
studying for grades, or exercising to lose weight.

3. Achievement Motivation: Affiliation motivation is the desire for social interaction,

companionship, and positive relationships. People with high affiliation motivation are motivated
by the need for social approval, acceptance, and belonging.

4. Incentive Motivation: Incentive motivation involves being motivated by the prospect of

receiving rewards or incentives. This type of motivation is often associated with external rewards
such as money, promotions, or other tangible benefits.

5. Positive Motivation: Positive motivation is like a friendly push that encourages you to do
something because there's a reward or something good associated with it. It's when you feel
inspired or excited to take action because you know there's a positive outcome or benefit waiting
for you. For example, imagine cleaning your room to earn a special treat – that's positive
motivation! It's all about the good things that can happen when you complete a task or achieve a
goal.

6. Negative Motivation: Negative motivation is like a gentle warning that encourages you to do
something to avoid a consequence or prevent something bad from happening. It's when you feel
prompted to take action because there's a negative outcome you want to steer clear of. For
instance, doing your homework to avoid getting in trouble with your teacher is an example of

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negative motivation. It's about being motivated to act to prevent or minimize undesirable
consequences.

THEORIES OF MOTIVATION
1. MASLOW’S NEED HIERARCHY THEORY
This theory was formulated by Abraham Maslow an American psychologist. Maslow asserted
that human beings have a number of needs that are inborn. He arranged these needs in a
hierarchy in terms of their strength. It is a pyramid like structure. The lower needs in the pyramid
are more powerful than the higher needs in the pyramid.

Maslow described the following hierarchy in the needs of human beings;

 Physiological needs: These are the basic bodily needs comprising of hunger, thirst,
shelter, clothing, air and other necessities of life
 Safety needs: The human beings trend to satisfy the second level of needs which are
security and stability such as economic and job security, security of source of income,
provision for old age, insurance against risk, medical insurance and other protective
measures.
 Social needs: Social needs are emotional needs for love, affection, warmth and
friendship.
 Esteem needs: This group of needs require both recognition from other people that
results in feelings of prestige, acceptance and status and self- Esteem that results in
feelings of adequacy, competence, and confidence.
 Self-actualization needs: Self-actualization needs sits at the apex of the need pyramid.
According to Maslow, people who have attained self-actualization have attained their
potential.

2. HERZBERG’S MOTIVATION-HYGIENE THEORY

Frederick Irving Herzberg (1923 - 2000) a well known American psychologist formulated this
theory in 1959. It is also known as motivation - hygiene theory of Job Satisfaction. According to
this theory, people are influenced by two factors;
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Satisfaction: Satisfaction us primarily the result of the motivator factors. These factors help to
increase Satisfaction but have little effect on Dissatisfaction.

Dissatisfaction: Dissatisfaction is primarily the result of hygiene factors. These factors, If absent
or inadequate, cause Dissatisfaction, but their presence has little effect on long - term
Satisfaction

Motivational factors.

Motivational factors are intrinsic in nature and related to the job. These factors have a positive
effect on job satisfaction and offer resolution and increases in total output.

 Achievement
 Recognition
 Work itself
 Responsibility
 Promotion
 Growth

Hygiene factors

Hygiene factors do not motivate people, they simply prevent dissatisfaction and maintain status
too.

 Pay and benefits

 Company policy and administration
 Relationships with co-workers
 Physical environment
 Supervision
 Status
 Job security

3. THEORY X AND THEORY Y

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Theory X and Theory Y of human motivation are created and developed by Douglas McGregor
at the MIT Sloan School of management, USA in the 1960s.Theory X and theory Y are part of

motivational theories. Both the theories, which are very different from each other, are used by
managers to motivate their employees. Theory X gives importance to supervision, while theory
Y stresses on rewards and recognition.

Theory X follows an authoritarian approach to motivate people. One of the key assumption in
this approach is that the average employee doesn't like work and will do anything to avoid it. The
other assumption under theory X is that the employees need to be threatened or forced to work
towards the organizational goals. They will avoid responsibility and the managers have to
supervise them at every step.

4. MCCLELLAND’S THREE NEEDS THEORY

McClelland’s Needs Theory was proposed by a psychologist David McClelland, who believed
that the specific needs of the individual are acquired over a period of time and gets molded with
one’s experience of the life. McClelland’s Needs Theory is sometimes referred to as Three Need
theory or Learned Needs Theory.

McClelland has identified three basic motivating needs, they are; need for Power, Need for
Affiliation and Need for Achievement.

Need for Power (N-Pow): The people with high power needs seek high-level positions in the
organization, so as to exercise influence and control over others. Generally, they are outspoken,
forceful, demanding, practical/realistic-not sentimental, and like to get involved in the
conversations.

Need for Affiliation (N-Aff): People with high need for affiliation derives pleasure from being
loved by all and tend to avoid the pain of being rejected. Since, the human beings are social
animals, they like to interact and be with others where they feel, people accept them. Thus,
people with these needs like to maintain the pleasant social relationships, enjoy the sense of
intimacy and like to help and console others at the time of trouble.

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Need for Achievement (N-Ach): McClelland found that some people have an intense desire to
achieve. People with a high need for achievement seek to excel and thus tend to avoid both low
risk an high risk situations.

5. ALDERFER’S ERG THEORY

Clayton Paul Alderfer is an American psychologist who developed Maslow’s hierarchy of needs
into a theory of his own. Alderfer’s ERG theory suggests that there are three groups of core
needs: existence (E), relatedness (R), and growth (G)

Existence needs concern our basic material requirements for living. These include what Maslow
categorized as physiological needs (such as air, food, water, and shelter) and safety-related needs
(such as health, secure employment, and property).

Relatedness needs have to do with the importance of maintaining interpersonal relationships.

These needs are based in social interactions with others and align with Maslow’s levels of
love/belonging-related needs (such as friendship, family, and sexual intimacy) and esteem-
related needs (gaining the respect of others).

growth needs describe our intrinsic desire for personal development. These needs align with the
other portion of Maslow’s esteem-related needs (self-esteem, self-confidence, and achievement)
and self-actualization needs (such as morality, creativity, problem-solving, and discovery).

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 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The primary objective of the study is to evaluate the effectiveness of employee’s

motivation in the company.

SECONDARY OBJECTIVE

 To study the factors that motivates the employees

 To analyze the satisfactory level for motivating factors
 To study the effect of monetary benefits provided by the organization on the
employees performance.
 To find out the need of motivation among employees

STATEMENT OF THE PROBLEM

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This study is conducted on motivation of employees at Muthoot Capital Service Ltd. With
reference to evaluate whether the proper motivation will influence the satisfaction and
productivity of employees toward the organization and whether it helps to create a better
organization image.

SCOPE OF THE STUDY

The study was conducted to evaluate,

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 Whether the proper motivation will influence the satisfaction and productivity of
employees towards the organization
 Whether the motivation helps to reduce absenteeism and employee turnover and helps to
create a better organization image.

LIMITATIONS OF THE STUDY

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 The employees were busy at their work and had only a little time available for
questionnaire and conversation
 Lack of available data
 The employees are biased to express their opinion

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CHAPTER – 2
PROFILES

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 INDUSTRY PROFILE
The financial services industry plays a pivotal role in facilitating economic activities by
providing a wide array of services, including banking, investment, insurance, and wealth
management.Over the years, this industry has witnessed significant transformations driven by
technological advancements, regulatory changes, globalization, and shifting consumer
preferences.

The financial services industry comprises various sectors, each serving distinct functions.
Commercial banks, for instance, offer a range of financial products and services, including
deposit accounts, loans, and credit cards, to individuals, businesses, and governments.
Investment banks specialize in providing advisory services related to mergers and acquisitions,
underwriting securities, and facilitating capital raising activities for corporations and institutional
investors. Additionally, insurance companies offer risk management solutions through various
insurance products, such as life, health, property, and casualty insurance.

One of the most significant drivers of change in the financial services industry is technological
innovation. nline banking platforms allow customers to conduct transactions, manage accounts,
and access financial information remotely. Mobile payment solutions have gained popularity,
enabling seamless and secure transactions using smartphones and other mobile devices.

Furthermore, the rise of financial technology (FinTech) firms has disrupted traditional business
models, offering innovative solutions in areas such as peer-to-peer lending, robo-advisory
services, blockchain-based payments, and digital currencies. These advancements have enhanced
efficiency, reduced costs, and expanded access to financial services, particularly in underserved
markets and among unbanked populations.

The financial services industry in India plays a crucial role in the country's economic
development. It encompasses various sectors like banking, insurance, mutual funds, stock
markets, and more.

The banking sector in India is one of the largest in the world, with both public and private banks
providing a wide range of services to individuals and businesses. The Reserve Bank of India
(RBI) regulates and supervises the banking sector to ensure stability and efficiency.

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Insurance companies in India offer life, health, and general insurance policies to protect
individuals and businesses from various risks. The Insurance Regulatory and Development
Authority of India (IRDAI) oversees the functioning of insurance companies in the country.

Mutual funds are another popular investment option in India, allowing individuals to pool their
money and invest in a diversified portfolio managed by professional fund managers. Mutual
funds provide opportunities for long-term wealth creation and financial planning.

The stock market in India, represented by the National Stock Exchange (NSE) and Bombay
Stock Exchange (BSE), provides a platform for buying and selling shares of publicly listed
companies. It offers opportunities for investors to participate in the growth of Indian businesses.

Other financial services include non-banking financial companies (NBFCs), which provide loans
and financial services to individuals and businesses, and payment banks, which focus on
providing basic banking services to the unbanked population.

The government of India has taken several initiatives to promote financial inclusion and
digitization, such as the Pradhan Mantri Jan Dhan Yojana (PMJDY) and the Unified Payments
Interface (UPI), which have made financial services more accessible to the masses.

Overall, the financial services industry in India is dynamic and evolving, contributing
significantly to the country's economic growth and development. It offers a wide range of
services to cater to the diverse needs of individuals and businesses.

21 | P a g e
 COMPANY PROFILE
Muthoot Capital Services Limited was established in 1994. It is one of India’s Most Progressive
Automobile Finance Companies. With an aspiration to empower Indians and human ambition.
They offer fund and non-fund based financial services to retail, corporate and institutional
customers through the wide network of branches of Muthoot Fincorp Ltd. Muthoot Capital
Services is a well-known and respected name in the world of loans. They offer several loans for
people from all walks of life.

Muthoot Capital Services Ltd. promoted by the Muthoot Pappachan Group is a Non-Banking
Finance Company (NBFC) registered with the Reserve Bank of India and its equity shares listed
in Bombay Stock Exchange (BSE) and National Stock Exchange of India (NSE).

They provide:

 Two Wheeler Loans

 Used Car Loans
 Fixed Deposits
 Secured Business Loans
 Subordinated Debts
 Loyalty Loans

1. TWO WHEELER LOANS

Owning a bike or scooter has become an essential part of daily life, especially in cities, which
provide quick and easy transportation. However, buying a two-wheeler can be a challenge for
many, especially considering the rising prices of motor vehicles.

Muthoot Capital Two Wheeler Loan provides the best services that are designed for India. The
process is easy and customer friendly. With minimal documentation and instant KYC, customers
can easily apply for instant bike loan online through a completely digital process. The interest
rates offered are also competitive, making it easy for customers to repay their scooter loans. The
best part is that collateral is not required, making the whole process even more accessible.
22 | P a g e
 2. USED CAR LOANS
Owning a car is a dream for many, but the soaring prices of new cars have made it challenging to
fulfill this desire. However, there is an alternative – purchasing a used car. Not only is it a more
affordable option, but it can also be an emotional investment. Muthoot Capital offers a
compelling Used Car Loan, which can help make your dream a reality through a fully digital
process and minimal eligibility requirements. The interest rates offered are also competitive,
making it easy for customers to repay their Second Hand Car Loan. The best part is that
collateral is not required, making the whole process even more accessible.

3. FIXED DEPOSITS
It offer short-term and long-term deposit plans, according to your preference. Our schemes
include monthly interest plans, annual interest plans, and maturity plans, offering yield rate
ashigh as9.91%*. Senior citizens shall be eligible for additional interest of 0.50% on the rate of
interest.

Key Benefits And Features

 Guaranteed returns
 Easily withdrawable
 Encourages the habit of savings
 Flexible interest rate payouts

4. SECURED BUSINESS LOANS

Secured business loans or collateral business loans require a company asset like land, property,
or equipment to be offered as security in case the borrower defaults. You can get a longer tenure
and lower interest rate on a secured loan. The Company provides Secured loans to entities with a
short track record and low asset base which are unable to get finance from commercial banks.
This will enable the borrowers to develop their business and to build an unencumbered portfolio
which can be assigned later.

Key Benefits And Features

 Unlocks the value of your asset.

23 | P a g e
  The interest rates are lower than you would get in the case of unsecured loans.

5. SUBORDINATED DEBTS
The private placement of the Subordinated Debt is being made to enhance the long term
resources of the Company and to augment the business activities carried on by the Company
which mainly consists of the financing of vehicles. This will be treated as a part of Tier II capital
of the Company The Subordinated Debt shall be in the form of non-marketable certificate. It is
unsecured and is subordinated to the claims of other creditors.

6. LOYALTY LOANS
An existing customer of Muthoot Capital with an excellent track record provide Loyalty Loan.
Pre-approved, these loans can help you in case a sudden need arises – a loan to suit any need.

Key Benefits And Features

 Pre-approved loans
 Special Interest Rates
 Quick approvals

LOCATION OF MCSL
Muthoot Towers, Mahatma Gandhi Road, Shenoys, Ernakulam, kochi, kerala 682035

OBJECTIVES OF THE COMPANY

 MCSL not only provide loans, but also offer advice to our respected customers to plan
their two wheeler loans and used car loans in a much effective manner.
 MCSL offer financial products such as fixed deposits, subordinate debts, secured
business loans, and loyalty loans.

24 | P a g e
  MCSL is committed to earn and command the trust of its customers and various
stakeholders and be the most respected lender in the Indian NBFC space.
 MCSL is founded on serving the common man by fulfilling their dreams of moving
ahead in life and to scale up their financial endeavors.

MISSION OF THE COMPANY

To provide timely small credit to millions of ordinary people, and also provide them with simple
options to save their hard earnings.

VISION OF THE COMPANY

To be the most trusted financial service provider, at the door step of the common man, satisfying
him immediately with easy and simple products.

WORK TIME
9.30AM TO 5.30PM

25 | P a g e
 MODULE – 3
RESEARCH METHODOLOGY

26 | P a g e
RESEARCH METHODOLOGY
Research methodology is the specific procedure or technique used to identify, select, process and
analyze information about a topic. After selecting the topic and problems, defining concepts, and
frame hypothesis a researcher has to think about the research design.

RESEARCH DESIGN

It is a strategy used for answering the research questions using empirical data. In this study
descriptive research design is used to describe the motivation of employees and also the
motivation level.

Descriptive research design is a tool used by the researchers to gather information about a
particular group or phenomenon. This type of research provides a detailed and accurate picture
of the characteristics and behaviors of a particular population or subject.

METHOD OF DATA COLLECTION

The data’s were collected through primary and secondary sources.

PRIMARY DATA : Primary data means the data which is primarily collected. Data collected
directly from the employees is considered to be primary data. Data are collected through
questionnaire.

SECONDARY DATA ; Secondary data is mainly considered of data and information collected
from the company records, company websites and also collected from journals magazines and
books.

UNIVERSE OR POPULATION

Population is the employees of Muthoot capital service limited

SAMPLE SIZE

A total of 50 employees from muthoot capital service ltd were selected for the survey.

27 | P a g e
TOOLS USED FOR DATA COLLECTION

Percentage method is used for analyzing the data

Percentage = No. of respondents/ total no. of respondents * 100

PERIOD OF STUDY

The period of study is one month

28 | P a g e
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

29 | P a g e
1. TABLE SHOWING THE DISTRIBUTION OF GENDER OF EMPLOYEES

TABLE - 1

Options No. of respondents Percentage

Male 27 54
Female 23 46
Total 50 100

1. GRAPH SHOWING THE GENDER OF EMPLOYEES

56

54
54

52

50

48

46
46

44

42
Male Female

SOURCE: Primary Source

INTERPRETATION : The above data shows that 54% of employees are male and 46% of
employees are female.

30 | P a g e
2. TABLE SHOWING THE DISTRIBUTION OF EDUCATIONAL QUALIFICATION
OF EMPLOYEES

TABLE - 2

Options No. of respondents Percentage

SSLC 0 0
Plus two 0 0
Degree 28 56
Others 22 44
Total 50 100

2 GRAPGH SHOWING THE EDUCATIONAL QUALIFICATION OF EMPLOYEES

60

56
50

44
40

30

20

10

0
0
SSLC Plus0two Degree Others

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 56% of employees have degree qualification
and 44% of employees have done other courses.

31 | P a g e
3. TABLE SHOWING THE DISTRIBUTION OF WORK EXPERIENCE OF THE
EMPLOYEES

TABLE – 3

Options No. of respondents Percentage

1 year 20 40
Less than 1 year 16 32
5 years or more 12 24
10 years or more 2 4
Total 50 100

3. GRAPH SHOWING THE WORK EXPERIENCE OF THE EMPLOYEES

45

40
40
35

30 32

25
24
20

15

10

5
4
0
1 year Less than 1 year 5 years or more 10 years or more

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 40% of respondents have one year of work
experience, 32% of employees have less than one year, 24% of employees have 5 years and
more, and 4% of employees have 10 years and more of work experience.

32 | P a g e
4. TABLE SHOWING THE DISTRIBUTION OF WHAT WILL MAKE THE
EMPLOYEES HAPPIER

TABLE – 4

Options No. Of respondents Percentage

Recognition and appreciation 10 20
Salary and benefit 13 26
Opportunity for career growth 12 24
Work-life balance 15 30
Total 50 100

4. GRAPH SHOWING THE DISTRIBUTION OF WHAT WILL MAKE THE

EMPLOYEES HAPPIER

35

30
30

25 26
24
20
20

15

10

0
Recognition and ap- Salary and benefit Opportunity for career Work-life balance
preciation growth

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 20% of employee said recognition and
appreciation will them happier, 26% of employees said salary and benefit, 24% of employees
says opportunity for career growth and 30% of employees said work-life balance will make them
happier.

33 | P a g e
5. TABLE SHOWING THE DISTRIBUTION OF GETTING INCENTIVE OR BONUS
FOR THE JOB

TABLE - 5

Options No. of respondents Percentage

Yes 50 100
No 0 0
Total 50 100

5. GRAPH SHOWING THE DISTRIBUTION OF GETTING INCENTIVE OR BONUS

FOR THE JOB

120

100
100

80

60

40

20

0
Yes 0
No

SOURCE: Primary Source

INTERPRETATION : The above data shows that, all the employees are getting their bonus or
incentive for their job.

34 | P a g e
6. TABLE SHOWING THE DISTRIBUTION OF WHICH TYPE OF INCENTIVES
WILL MOTIVATE THE EMPLOYEES MORE

TABLE – 6

Options No. of respondents Percentage

Promotion 28 56
Appreciation letter 2 4
Salary increase 20 40
Total 50 100

6. GRAPH SHOWING THE DISTRIBUTION OF WHICH TYPE OF INCENTIVES

WILL MOTIVATE THE EMPLOYEES MORE

60

56
50

40
40

30

20

10

4
0
Promotion Appreciation letter Salary increase

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 56% of employees said promotion will
motivate them more, 40% of employees said salary increase will motivate and 4% of employees
said appreciation letter will motivate them more.

35 | P a g e
7. TABLE SHOWING THE DISTRIBUION OF WHAT MOTIVATES THE
EMPLOYEES MORE, WEATHER ACHIEVING PERSONAL GOALS OR
CONTRIBUTING TO TEAM SUCCESS

TABLE - 7

Options No. of respondents Percentage

Personal goals 10 20
Team success 7 14
Both equally 31 62
Neither significantly motivates 2 4
me
Total 50 100

7. GRAPH SHOWING THE DISTRIBUION OF WHAT MOTIVATES THE

EMPLOYEES MORE, WEATHER ACHIEVING PERSONAL GOALS OR
CONTRIBUTING TO TEAM SUCCESS

70

60 62

50

40

30

20
20

10 14

0 4
Personal goals Team success Both equally Neither significantly
motivates me

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 20% of employees said achieving personal
goals will motivate them more, 14% of employees said achieving team success will motivate,
62% of employees said achieving both personal goal and team success will motivate them and
4% of employees said both personal goal and team success will not motivate them

36 | P a g e
8. TABLE SHOWING THE DISTRIBUTION OF TYPE OF WORK RECOGNITION
WOULD THE EMPLOYEES PREFER FOR ACHEVING A MILESTONE

TABLE - 8

Options No. of respondents Percentage

Employee of the month award 27 54
Gift vouchers or cash award 13 26
A hand written thank you 2 4
notes from the CEO
Additional responsibilities and 8 16
challenges
Total 50 100

8. GRAPH SHOWING THE DISTRIBUTION OF TYPE OF WORK RECOGNITION

WOULD THE EMPLOYEES PREFER FOR ACHEVING A MILESTONE

60
50 54
40
30
20 26
10 16
0 4
d d s
ar ar EO ge
aw aw eC en
th sh th all
on ca m ch
m r fro an
d
he so te
s s
t er e
of uch no iliti
ee u is b
y vo yo
pl
o ft k on
m Gi h an esp
E t l r
en na
r itt tio
w di
nd Ad
ha
A

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 54% of employees prefer employees of the
month award, 26% of employees prefer gift vouchers or cash award, 4% of employees prefer a
hand written note from CEO, and 16% of employees prefer additional responsibilities and
challenges as work recognition for achieving a milestone.

37 | P a g e
9. TABLE SHOWING THE DISTRIBUTION OF THE FOLLOWING CONTRIBUTES
THE MOST TO A POSITIVE WORK ENVIRONMENT

TABLE – 9

Options No. of respondents Percentage

Team work 9 18
Clear communication 4 8
Flexibility in work 13 26
arrangements
Incentive programs 2 4
All of the above 22 44
Total 50 100

9. GRAPH SHOWING THE DISTRIBUTION OF THE FOLLOWING CONTRIBUTES

THE MOST TO A POSITIVE WORK ENVIRONMENT

50
45
40 44
35
30
25
26
20
15 18
10
5 8
0 4
rk n ts s ve
wo tio en ra
m
bo
ci a m g a
am un ge pr
o
th
e
Te m r an e f
om ar tiv ll o
arc ork cen A
e w In
Cl in
y
ilit
x ib
Fle

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 18% of employees said team work will
contribute to a positive work environment, 8% of employees said clear communication, 26% of
employees said flexibility in work arrangements, 4% of employees said incentive programs and
44% of employees said all of them will contribute to a positive work environment.

38 | P a g e
10. TABLE SHOWING THE DISTIRIBUTION OF SATISFACTION WITH THE
WORKING OF THE REPORTERS/MANAGEMENT

TABLE – 10

Options No. of respondents Percentage

Highly satisfied 8 16
Satisfied 32 64
Neither 6 12
Dissatisfied 4 8
Highly Dissatisfied 0 0
Total 50 100

10. GRAPH SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE

WORKING OF THE REPORTERS/MANAGEMENT

70

60 64

50

40

30

20

16
10 12
8
0
Highly satisfied Satisfied Neither Dissatisfied 0
Highly Dissatisfied

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 16% of employees are highly satisfied with
the working of your reporters or management, 64% of employees are satisfied, 12% of
employees doesn’t have a proper opinion and 8% of employees are dissatisfied with the working
of the reporters or management.

39 | P a g e
11.TABLE SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE
OVERALL JOB SECURITY PROVIDED BY THE ORGANIZATION

TABLE – 11

Options No. of respondents Percentage

Highly satisfied 8 16
Satisfied 32 64
Neither 10 20
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 50 100

11.GRAPH SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE

OVERALL JOB SECURITY PROVIDED BY THE ORGANIZATION

70

60 64

50

40

30

20
20
16
10

0
Highly satisfied Satisfied Neither 0
Dissatisfied 0
Highly Dissatisfied

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 16% of employees are highly satisfied with
the overall job security provided, 64 % of employees are satisfied, 20% of employees doesn’t
have a proper opinion on the satisfaction with the overall job security provided by the
organization.

40 | P a g e
12. TABLE SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE
WORKING ATMOSPHERE OF THE COMPANY

TABLE – 12

Options No. of respondents Percentage

Highly satisfied 9 18
Satisfied 33 66
Neither 2 4
Dissatisfied 6 12
Highly Dissatisfied 0 0
Total 50 100

12. GRAPH SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE

WORKING ATMOSPHERE OF THE COMPANY

70

66
60

50

40

30

20
18
10 12

0 4
Highly satisfied Satisfied Neither Dissatisfied 0
Highly Dissatisfied

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 18% of employees are highly satisfied with
the working atmosphere of the company, 66% of employees are satisfied, 4% of employees
doesn’t have a proper opinion and 12% of employees are dissatisfied with the working
atmosphere of the company.

41 | P a g e
13. TABLE SHOWING THE DISTRIBUTION OF THE AWARENESS OF THE
EMPLOYEES ON THE POLICY GUIDING THE PERFORMANCE MANAGEMENT
SYSTEM

TABLE – 13

Options No. of respondents Percentage

Yes 43 86
No 7 14
Total 50 100

13. GRAPH SHOWING THE DISTRIBUTION OF THE AWARENESS OF THE

EMPLOYEES ON THE POLICY GUIDING THE PERFORMANCE MANAGEMENT
SYSTEM

100
90
80 86

70
60
50
40
30
20
10 14
0
Yes No

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 66% of employees said yes that they are
aware of the policy guiding the performance management system and

42 | P a g e
14. TABLE SHOWING THE DISTRIBUTION OF WHETHER THE REPORTING
MANAGER DISCUSS THE APPRAISAL PROCESS WITH THE EMPLOYEES

TABLE – 14

Options No. of respondents Percentage

Yes 45 90
No 5 10
Total 50 100

14. GRAPH SHOWING THE DISTRIBUTION OF WHETHER THE REPORTING

MANAGER DISCUSS THE APPRAISAL PROCESS WITH THE EMPLOYEES

100
90
90
80
70
60
50
40
30
20
10
10
0
Yes No

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 90% of employees said yes that their
reporting manager discuss the appraisal process with them and 10% of employees said no.

43 | P a g e
15. TABLE SHOWING THE DISTRIBUTION OF APPRAISAL PROCESS IS FAIR
AND TRANSPARENT

TABLE – 15

Options No. of respondents Percentage

Yes 35 70
No 15 30
Total 50 100

15. GRAPH SHOWING THE DISTRIBUTION OF APPRAISAL PROCESS IS FAIR

AND TRANSPARENT

80

70
70
60

50

40

30
30
20

10

0
Yes No

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 70% of employees said yes that the
appraisal process are fair and transparent and 30% of employees said no.

44 | P a g e
16. TABLE SHOWING THE DISTRIBUTION OF EMPLOYEES ARE PAID FAIRLY
FOR THE WORK THEY DO.

TABLE – 16

Options No. of respondents Percentage

Highly disagree 1 2
Disagree 22 44
Neither 12 24
Agree 15 30
Highly agree 0 0
Total 50 100

16. GRAPH SHOWING THE DISTRIBUTION OF EMPLOYEES ARE PAID FAIRLY

FOR THE WORK THEY DO.

50

45
44
40

35

30
30
25
24
20

15

10

0 2
Highly disagree Disagree Neither Agree 0 agree
Highly

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 2% of employees highly disagree,44% of

employees disagree, 24% of employees doesn’t have a proper opinion and 30% of employees
agree that they are paid fairly for the work they do.

17.TABLE SHOWING THE DISTRIBUTION OF EMPLOYEES ARE ENCOURAGED

TO BALANCE THEIR WORK LIFE AND THEIR PERSONAL LIFE

45 | P a g e
TABLE – 17

Options No. of respondents Percentage

Highly disagree 5 10
Disagree 9 18
Neither 12 24
Agree 24 48
Highly agree 0 0
Total 50 100

17. GRAPH SHOWING THE DISTRIBUTION OF EMPLOYEES ARE ENCOURAGED

TO BALANCE THEIR WORK LIFE AND THEIR PERSONAL LIFE

60

50
48

40

30

24
20
18

10
10

0
Highly disagree Disagree Neither Agree 0 agree
Highly

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 10% of employees highly disagree that they
are encouraged to balance their work life and their personal life, 18% of employees disagree,
24% of employees doesn’t have a proper opinion, 48% of employees agree that there are
encouraged to balance their work life with their personal life.

18. TABLE SHOWING THE DISTRIBUTION OF EMPLOYEES ARE WILLING TO

PUT IN EXTRA EFFORT TO GET THE JOB DONE.

46 | P a g e
TABLE – 18

Options No. of respondents Percentage

Highly disagree 0 0
Disagree 10 20
Neither 12 24
Agree 23 46
Highly agree 5 10
Total 50 100

18. GRAPH SHOWING THE DISTRIBUTION OF EMPLOYEES ARE WILLING TO

PUT IN EXTRA EFFORT TO GET THE JOB DONE.

50

45 46
40

35

30

25
24
20
20
15

10
10
5

0
Highly disagree Disagree Neither Agree Highly agree

SOURCE: Primary Source

INTERPRETATION : The above data shows that,10% of employees highly agree that they are
willing to put in extra effort to get the job done, 46% of employees agree, 24% of employees
doesn’t have a proper opinion and 20% of employees disagree that they are willing to put extra
effort to get the job done.

19. TABLE SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE

BEHAVIOR OF THE HIGHER AUTHORITIES.

TABLE – 19

47 | P a g e
Options No. of respondents Percentage
Highly satisfied 2 4
Satisfied 23 46
Neutral 13 26
Dissatisfied 12 24
Highly Dissatisfied 0 0
Total 50 100

19. GRAPH SHOWING THE DISTRIBUTION OF SATISFACTION WITH THE

BEHAVIOR OF THE HIGHER AUTHORITIES.

50

45 46
40

35

30

25 26
24
20

15

10

5
4
0
Highly satisfied Satisfied Neither Dissatisfied 0
Highly Dissatisfied

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 4% of employees are highly satisfied with
the behavior of the higher authorities, 46% of employees are satisfied, 26% of employees are
neutral and 24% of employees are dissatisfied with the behavior of the higher authorities.

20.TABLE SHOWING THE DISTRIBUTION OF EMPLOYEES ARE TREATED

FAIRLY REGARDLESS OF THEIR GENDER.

48 | P a g e
TABLE – 20

Options No. of respondents Percentage

Highly disagree 0 0
Disagree 7 14
Neutral 24 48
Agree 13 26
Highly agree 6 12
Total 50 100

20.GRAPH SHOWING THE DISTRIBUTION OF EMPLOYEES ARE TREATED

FAIRLY REGARDLESS OF THEIR GENDER.

60

50
48

40

30

26
20

14
10 12

0
Highly0disagree Disagree Neutral Agree Highly agree

SOURCE: Primary Source

INTERPRETATION : The above data shows that, 12% of employees highly agree that they are
treated fairly regardless of their gender, 26% of employees agree, 48% of employees are neutral
and 14% of employees disagree that they are treated fairly regardless of their gender.

49 | P a g e
CHAPTER – 5
FINDINGS
SUGGESTIONS
CONCLUSION

50 | P a g e
 FINDINGS
1. Most the employees (54%) are male
2. Most of the employees (56%) have degree qualification
3. Most of the employees (40%) have one year and more experience
4. Most of the employees (30%) said work-life balance will make them happier
5. Every employees in the company will get bonus or incentive
6. Most of the employees (56%) said promotion will motivate them more
7. Most of the employees (62%) said both the achieving personal goals and team success
will motivate
8. Most of the employees (54%) prefer employee of the employee of the month award as
work recognition for achieving a milestone
9. Most of he employees (44%) said team work, clear communication, flexibility in work
arrangements and incentive programs will make appositive work environment
10. Most of the employees (64%) are satisfied with the working of reporters/ management
11. Most of the employees (64%) are satisfied with the overall job security
12. Most of the employees (66%) are satisfied with the working atmosphere of the company
13. Most of the employees 86%) are aware about the policy guiding the performance
management system
14. Most of the employees (90%) said the reporting manager will discuss the appraisal
process wit the them
15. Most of the employees (70%) said that the appraisal process is fair and transparent
16. Most of the employees (44%) said that they are not paid fairly for the work they do.
17. Employees in this company can able to balance their work life and their personal life
18. Employees are willing to put extra effort to get the job done.
19. Most of the employees (46%) are satisfied with the behavior of higher authorities
20. Some of the employees says they are treated fairly regardless of their gender and some of
them says they are not

51 | P a g e
 SUGGESTIONS
1. Recognize and appreciate their hard work and accomplishments.

2. Provide opportunities for professional development and growth.

3. Company should use more motivational techniques regarding the employees.

4. Company should pay fairly according to the work the employees do.

5. Company has to focus on more of systematic management.

6. Provide more motivational programs for the development of the employees and it helps to
improve the productivity of the organization.

7. Management should find solutions for the problems of employees at work place to motivate
them

8. Encourage innovation and creativity by allowing employees to share ideas.

9. Company should increase the work flexibility

10. Provide regular performance evaluations and constructive feedback.

52 | P a g e
 CONCLUSION
A Study on motivation of employees at Muthoot capital service Ltd, Ernakulam. It's an attempt
to identify the various facilities provided by the organization to motivate their employees, and
how they are related with performance and job satisfaction.

A motivated employee is a valuable asset, who can deliver immense value to the organization in
maintaining and strengthening the business and revenue growth. The study was conducted
among the employees and collected information through structured questionnaire. This paper
concludes that the employee motivation is important to obtain organizational success. If they’re
not driven properly, a management cannot achieve their organizational goal easily and
effectively. The organization can still concentrate on specific areas which are evolved from this
study in order to make the more effective motivation to the Employees. The management can
take further steps to develop the motivation.

53 | P a g e
 BIBLIOGRAPHY
Website:

 https://www.muthootcap.com/
 https://en.wikipedia.org/wiki/Financial_services

Books:
 L.R. Potty, Research Methodology, Yamuna Publications, Tvm
 Human relation management, Dr. Sreedhar P. Nair, Prakash Publications

54 | P a g e
 APPENDIX
QUESTIONNAIRE

“A STUDY ON EMPLOYEES MOTIVATION AT MUTHOOT CAPITAL

SERVICE LIMITED”
A project survey by Carel Dsilva

Respected sir/ma’am,

As part of my project I am conducting a survey that allow me in-depth study on factors that
contribute to the employee motivation in an NBFC. Kindly fill out the questions for the best of
your ability. Since the questionnaire is being used for academic purpose, the information
gathered will be strictly confidential.

Kindly fill out the following

(Put a tick mark on the appropriate option)

1. Gender

a) Male
b) Female

2. Educational Qualification

a) SSLC
b) Pus two
c) Degree
d) Others

3. How long have you been with this company?

a) 1 year
b) Less than 1 year
c) 5 years or more
d) 10 years or more

4. What will make you happier?

a) Recognition and Appreciation

b) Salary and benefit
c) Opportunity for career growth
d) Work-life balance

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5. Do you get incentive/bonus for your job?

a) Yes
b) No

6. Which type of incentives motivates you more?

a) Promotion
b) Appreciation letter
c) Salary increase

7. What motivates you more? Achieving personal goals or contributing to team success

a) Personal goals
b) Team success
c) Both equally
d) Neither significantly motivates me

8. What type of work recognition would you prefer for achieving a milestone?

a) Employee of the month award

b) Gift vouchers or cash award
c) A hand written thank you notes from the CEO
d) Additional responsibilities and challenges

9. Which of the following do you believe contributes the most to a positive work environment?

a) Team work
b) Clear communication
c) Flexibility in work arrangements
d) Incentive programs
e) All of the above

10. Are you satisfied with the working of your reporters/management ?

a) Highly satisfied
b) Satisfied
c) Neither
d) Dissatisfied
e) Highly Dissatisfied

11. Are you satisfied with overall job security provided by the organization?

a) Highly satisfied
b) Satisfied
c) Neither

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 d) Dissatisfied
e) Highly Dissatisfied

12. Are you satisfied with the working atmosphere of the company?

a) Highly satisfied
b) Satisfied
c) Neither
d) Dissatisfied
e) Highly Dissatisfied

13.. Are you satisfied with the behavior of the higher authorities?

a) Highly satisfied
b) Satisfied
c) Neither
d) Dissatisfied
e) Highly Dissatisfied

14. Have you been made aware of the policy guiding the performance management system?

a) Yes
b) No

15. Did your reporting manager discuss your appraisal process with you ?

a) Yes
b) No

16. Do you think the appraisal process is fair and transparent.?

a) Yes
b) No

RATE IT ON A SCALE OF 1 -5

1 - Highly Disagree
2 - Disagree
3 - Neither
4 - Agree
5 - Highly Agree

17. Employees are paid fairly for the work they do.

 1
 2
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  3
 4
 5

17. Employees are encouraged to balance their work life and their personal life

 1
 2
 3
 4
 5

18. Employees are willing to put in extra effort to get the job done.

 1
 2
 3
 4
 5

20. Employees are treated fairly regardless of their gender.

 1
 2
 3
 4
 5

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