A STUDY ON EMPLOYEE MOTVATION AND PERFORMANCE

MANAGEMENT

Submitted in the partial fulfillment of the requirements

for the award of the degree in MBA-HRM

MASTER OF BUSINESS ADMINISTRATION

By

THERESA J

(Reg No : 235062101295 )

under the guidance of

Mr. P. SARAN

FACULTY OF MANAGEMENT STUDIES

Dr. M.G.R.
Educational and Research Institute
(Deemed to be university)

Maduravoyal, Chennai-600 095

(An ISO 9001-2008 certified Institution)
University with Special Autonomy Status

MAY 2025

i
 DECLARATION

I, THERESA J hereby declare that the Project Report entitled A STUDY ON

EMPLOYEE MOTIVATION AND PERFORMANCE MANAGEMENT is done by me

under the guidance of Mr. P. SARAN is submitted in partial fulfillment of the

requirements for the award of the degree in MASTER OF BUSINESS

ADMINISTRATION.

DATE:

PLACE: SIGNATURE OF THE CANDIDATE

ii
 Dr. M.G.R.
Educational and Research Institute
(Deemed to be university)
Maduravoyal, Chennai-600 095
(An ISO 9001-2008 certified Institution)

FACULTY OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of Miss. THERESA. J who
carried out the project entitled A STUDY ON EMPLOYEE MOTIVATION AND
PERFORMANCE MANAGEMENT under our supervision from Mr. P. SARAN.

Internal Guide Head of the Department

Submitted for Viva Voce Examination held on _________

iii
 ACKNOWLEDGEMENT

To acknowledge here, all those who have been a helping hand in completing this project, shall
be an endeavor in itself

I extremely thankful to our Chancellor Thiru A.C.SHANMUGAM,B.A., B.L., our President

Er. A.C.S. ARUN KUMAR, B.E. I express my sincere thanks to our Secretary Thiru A.
RAVIKUMAR and our Vice Chancellor DR.S.GEETHALAKSHMI, I would like to take the
opportunity to express my profound gratitude to Dr. G BRINDHA, Professor & head, and my project
guide, Faculty of Management Studies, for her kind permission to undergo project work successfully.

I thank Mr. P. SARAN guiding me to execute my final year project. I also thank all faculties and batch
mates in Faculty of Management Studies, for their support and guidance throughout the course of final
year project.

I thank Mr.YOGESH of ORCHIDS THE INTERNATIONAL SCHOOL for guiding and supporting
throughout my project

I owe my wholehearted thanks and appreciation to entire staff of the company for their cooperation and
assistance during the project.

THERESA J

iv
v
vi
CHAPTER TITLE PAGE PAGE
ABSTRACT 6

CHAPTER 1
1.1 Introduction about the topic 8

1.2 Industry Profile 15

Company Profile 18
Objectives of the study 21
1.3
Importance or Need of the study 24
1.4
Scope of the study 26
1.5
Limitation of the study 29
1.6
CHAPTER 2 - Review of Literature (Books and Journals) 33

CHAPTER 3 – Research Methodology

3.1 Research Design 40

Research Hypothesis & Methodology 41

Sample size 42

Data collection approach 43

Data Analysis (list the tools used) (Percentage Analysis is tool 44

must apart from that any two statistical tool must be used)
CHAPTER 4 - Data Analysis and interpretation 45
CHAPTER – 5
5.1 FINDINGS 88

5.2 SUGGESTION 89

5.3 CONCLUSION 90

REFERENCES 91

Questionnaire 93

7
 ABSTRACT

This study investigates the intricate relationship between employee motivation and performance

management, examining how effective motivation strategies impact employee performance. A well-

designed performance management system, combined with appropriate motivational tactics, can foster

a high-performing workforce, contributing to organizational success. The study analyzes various

motivational factors and their impact on employee performance, ultimately aiming to provide practical

insights for organizations to improve both employee motivation and overall productivity.

Elaboration:

The abstract highlights the core theme of the study: the connection between employee motivation and

the effectiveness of performance management systems. It suggests that a robust performance

management system is not merely a tool for evaluation, but also a crucial component for fostering and

maintaining employee motivation.

Focus on Motivation:

The abstract emphasizes the importance of motivation as a driving force behind employee

performance.

8
Performance Management Systems:

It recognizes the role of performance management as a key tool for shaping employee behavior and

outcomes.

Impact on Performance:

The study explores how effective motivation strategies translate into improved employee performance.

Practical Insights:

The abstract aims to offer practical guidance for organizations looking to enhance both employee

motivation and performance.

High-Performing Workforce:

The study seeks to understand how to cultivate a high-performing workforce through effective

motivational strategies.

In essence, this abstract outlines a research project that delves into the dynamic interplay between

employee motivation, performance management, and overall organizational success.

9
 1.1.INTRODUCTION

Introduction about the topic :

In the rapidly evolving landscape of modern business, organizations are increasingly recognizing the

critical importance of human capital as a strategic asset. Employee performance is a central

determinant of organizational success, and understanding what drives employees to perform at their

best has become a key concern for management. Among the numerous factors that influence

employee output, motivation plays a particularly vital role. Motivated employees tend to exhibit

higher levels of productivity, creativity, job satisfaction, and commitment to organizational goals.

At the same time, performance management has emerged as an essential organizational practice

aimed at aligning individual objectives with corporate strategy. It involves setting clear performance

expectations, providing regular feedback, assessing outcomes, and fostering continuous development.

Effective performance management systems not only help in tracking and improving performance but

also contribute to employee motivation when they are perceived as fair, transparent, and supportive.

10
This study aims to explore the dynamic and interdependent relationship between employee motivation

and performance management. It seeks to understand how different motivational factors—both

intrinsic (such as recognition, purpose, and personal growth) and extrinsic (such as compensation,

benefits, and job security)—impact employee behavior and performance. Furthermore, the study will

investigate how performance management practices can be designed and implemented in a way that

enhances motivation rather than diminishing it.

By examining theories of motivation, performance management frameworks, and real-world

organizational practices, this study will provide insights into how businesses can foster a high-

performance culture. The ultimate goal is to identify strategies that not only improve individual

performance but also contribute to long-term organizational effectiveness and employee well-being.

This study investigates the critical relationship between employee motivation and performance

management, examining how organizations can leverage motivation to enhance productivity and

overall success. A well-motivated workforce is a key asset, and this research explores the strategies

and tools that facilitate this process, focusing on their practical application in organizations.

Elaboration:

The Importance of Motivation:

Motivation is crucial for both individuals and businesses because it fuels action, drives performance,

and contributes to overall success and well-being. It's the force that pushes us to take initiative, persist

through challenges, and ultimately achieve our goals.

11
For individuals, motivation:

• Helps achieve goals:

It's the spark that gets us started and keeps us going when things get tough.

• Enhances performance:

Motivation boosts effort, energy, and persistence, leading to better results.

• Increases self-confidence:

Achieving goals through motivation builds self-belief and strengthens our ability to take on new

challenges.

• Promotes positive mental health:

Motivation can combat feelings of stagnation and improve overall well-being.

• Facilitates personal growth:

Motivation encourages us to explore new interests, develop skills, and expand our horizons.

For businesses, motivation:

• Boosts employee productivity and efficiency:

Motivated employees are more engaged, work harder, and are more likely to exceed expectations.

• Improves employee morale and satisfaction:

A motivated workforce is happier, more loyal, and less likely to leave their jobs.

• Reduces employee turnover:

Motivated employees are less likely to seek opportunities elsewhere, saving the company money on

recruitment and training costs.

• Creates a positive work environment:

Motivation fosters a culture of collaboration, innovation, and achievement.

• Enhances organizational performance:

A motivated and engaged workforce contributes to increased sales, profits, and overall business

success.

12
In essence, motivation is the engine that drives individuals and organizations toward their desired

outcomes. It's the force that transforms dreams into reality and empowers us to reach our full

potential.

The Role of Performance Management:

Performance management plays a crucial role in aligning individual and organizational goals, driving

employee growth, and improving overall productivity. It's a continuous process of setting expectations,

providing feedback, and evaluating performance to foster a positive and fulfilling work

environment. By providing ongoing feedback and development opportunities, performance

management helps employees understand their roles, improve their skills, and contribute effectively to

the organization's success.

13
Here's a more detailed look at the role of performance management:

1. Aligning Individual and Organizational Goals:

• Performance management ensures that individual goals and objectives are aligned with the

broader strategic goals of the organization.

• It helps employees understand how their contributions impact the overall success of the

company.

• This alignment motivates employees to perform at their best and work towards shared

objectives.

2. Driving Employee Growth and Development:

• Performance management provides a structured framework for identifying areas where

employees can improve their skills and knowledge.

• It offers opportunities for ongoing feedback, coaching, and development plans to enhance

performance.

• By recognizing and rewarding achievements, performance management motivates employees

to continuously improve and strive for excellence.

3. Improving Productivity and Efficiency:

• By setting clear expectations and providing regular feedback, performance management helps

employees understand what is required of them.

• This clarity reduces ambiguity and improves efficiency, leading to increased productivity.

• When employees are motivated and engaged, they are more likely to contribute effectively and

achieve their goals.

14
4. Fostering a Positive and Engaged Work Environment:

• Performance management promotes open communication and collaboration between

employees and managers.

• Regular feedback and recognition help to build trust and create a positive work environment.

• When employees feel valued and supported, they are more likely to be engaged and motivated.

In essence, performance management is a dynamic process that helps organizations maximize the

value of their employees by aligning their efforts with strategic goals, driving growth and

development, improving productivity, and fostering a positive work environment.

15
Research Focus:

The study will delve into various motivational theories and strategies, including intrinsic and extrinsic

motivation, goal-setting, and recognition programs. It will also explore how these theories can be

applied effectively in real-world organizational settings.

Practical Application:

The research aims to provide insights and recommendations for organizations looking to improve

employee motivation and enhance their performance management practices. This includes identifying

best practices, evaluating different motivational approaches, and offering actionable strategies for

implementation.

Key Areas of Investigation:

The study will examine the impact of various factors on employee motivation, such as leadership

styles, work environment, and organizational culture. It will also explore how performance

management systems can be tailored to address specific organizational needs and goals.

16
 1.1.INDUSTRY PROFILE

Orchids The International School is a prominent chain of K–12 educational institutions in India,
offering CBSE and ICSE curricula. Established in 2000, the organization has expanded significantly,
now operating over 90 schools across 25+ cities, including Chennai, Bengaluru, Mumbai, and
Hyderabad .Orchids The International School+1Owler+1Orchids The International School

Company Overview:

• Founded: 2000

• Headquarters: Bengaluru, Karnataka

• Industry: Education Administration Programs

• Ownership: Operated by K12 Techno Services Pvt. Ltd.

• Employees: Approximately 501–1,000

• Student Enrollment: Over 75,000 students

• Annual Revenue: Estimated between $100M–$200M as of April 2025

LinkedIn+1Owler+1Orchids The International School+2Similarweb+2LinkedIn+2

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Vision & Educational Philosophy:

Orchids aims to redefine education by integrating traditional Indian values with modern teaching
methodologies. Their philosophy emphasizes holistic development through:

• Smart Classrooms: Utilizing technology to enhance learning experiences.

• Experiential Learning: Incorporating field trips and real-world applications.

• STEM & AI Integration: Introducing students to robotics, applied science, and artificial
intelligence from an early age.

• Holistic Development: Focusing on self-discipline, physical fitness, and reflective thinking.

Infrastructure & Facilities:

Orchids schools are equipped with state-of-the-art facilities, including:

• Specialized Labs: Tab Labs, Computer Labs, Science Labs, Robotics Labs, Mathematics
Labs, and Aero Modeling Labs.

• Safety Measures: GPS & CCTV-enabled buses and secure campuses.

• Digital Classrooms: ERP-controlled systems for efficient management.

• Extracurricular Activities: Music (Guitar/Keyboard), Karate, and foreign language courses

like French .

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Digital Initiatives:

To enhance learning beyond traditional classrooms, Orchids has developed several digital platforms:

• Sure Learning: An online portal for supplementary education.

• Eduvate: A platform for educational resources and teacher training.

• The Parrot: A communication tool for parents and teachers.

Presence in Chennai:

In Chennai, Orchids The International School is committed to providing a holistic learning

experience, focusing on academic excellence and the overall development of students.

Orchids The International School has a presence in Chennai with multiple branches across the
city. They offer different levels of education, including pre-primary, primary, and higher secondary,
and are affiliated with CBSE, ICSE, and IGCSE boards.

Branches in Chennai:

• Pulianthope: A well-established location.

• Manapakkam: Located on Manapakkam Main Road.

• Thoraipakkam: Near Sri Sowdeswari Nagar, Oggiyamduraipakkam.

• Pallikaranai: Located in Bhel Nagar.

• Korattur: In Ward No. E, Santhosh Nagar.

• Other Branches: The school also has branches in other areas of Chennai.

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 COMPANY PROFILE

Orchids The International School is a prominent chain of CBSE and ICSE-affiliated schools in

India, renowned for its innovative educational approach and commitment to holistic student

development.

Company Overview:

• Founded: 2002

• Headquarters: Bengaluru, Karnataka, India

• Parent Organization: K12 Techno Services Pvt. Ltd.

• Presence: Over 90 branches across 14+ cities, including Chennai, Mumbai, Bengaluru, Pune,

Hyderabad, and Kolkata

• Student Enrollment: More than 75,000 students

• Curriculum: Primarily CBSE, with select branches offering ICSE

• Company Type: Private Educational Institution

• Industry: Education Management

Vision and Mission:

• Vision: To create a dynamic gateway for the future generation, enabling them to imagine,

innovate, and realize their own revolutions along the way.

• Mission: To redefine education for upcoming generations through smart classes, a remodeled

educational philosophy, top-notch infrastructure, and a technology-integrated curriculum.

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Educational Philosophy & Curriculum:

Orchids integrates traditional Indian values with international teaching methodologies, emphasizing a

balanced approach to education. The curriculum is designed to foster critical thinking, creativity, and

real-world application.

• Early Years Program: Focuses on literacy, numeracy, arts, and physical development.

• Primary Program (Grades 1-5): Includes English, Math, Science, Environmental Studies,

Interdisciplinary Programs, second and third languages, coding, and robotics.

• Secondary Program (Grades 6-12): Emphasizes academic rigor, building on foundational

knowledge to prepare students for higher education and careers.

Facilities & Technological Integration:

Orchids is committed to providing state-of-the-art facilities that enhance the learning experience:

• Smart Classrooms: Equipped with digital boards for interactive learning.

• Science and Computer Labs: Facilitate hands-on experiments and coding practice.

• Robotics and STEM Labs: Encourage innovation and critical thinking through practical

projects.

• Libraries: Stocked with a wide range of books and reference materials.

• Sports Facilities: Include swimming pools, skating rinks, basketball courts, and football fields.

• Arts and Music Rooms: Dedicated spaces for nurturing artistic talents.

• DIY Activity Rooms: Promote creativity through hands-on projects.

• Counseling and Medical Rooms: Support students' mental and physical well-being.

• Security Measures: 24x7 CCTV surveillance ensures a safe environment.

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Digital Learning Platforms:

To complement classroom learning, Orchids offers various digital platforms:

• Sure Learning: An online portal providing access to study materials and resources.

• Eduvate: A platform for tracking academic progress and communication between parents and

teachers.

• The Parrot: An interactive tool designed to enhance language skills.

Presence in Chennai:

In Chennai, Orchids has established a strong presence with multiple branches, including:

• Pulianthope

• Thoraipakkam

• Manapakkam

• Pallikaranai

• Perumbakkam

• Velachery

Each branch is equipped with modern facilities and follows the CBSE curriculum, integrating

international teaching methods to prepare students for global opportunities.

Contact Information:

• Website: www.orchidsinternationalschool.com

• Email: info@orchids.edu.in

• Phone: +9-999-431-999

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 1.3.Objectives of the Study

• To examine the relationship between employee motivation and job performance.

• Assess how intrinsic and extrinsic motivators influence employee productivity and efficiency.

• To identify key motivational factors that drive employee performance.

• Explore factors such as rewards, recognition, career development, work environment, and

leadership.

• To evaluate the effectiveness of current performance management practices.

• Analyze existing systems for setting goals, providing feedback, and conducting performance

appraisals.

• To determine how motivation strategies can be integrated into performance management

systems.

• Investigate ways to align motivation techniques with performance metrics and appraisal

systems.

• To assess the impact of employee motivation on organizational outcomes.

• Measure outcomes such as employee engagement, retention, and overall organizational

productivity.

• To recommend strategies for enhancing employee motivation through performance

management.

• Provide actionable suggestions for HR policies and management practices that boost

motivation and performance.

The objectives of studying employee motivation and performance management are to understand how
to improve employee performance by understanding the factors that influence motivation, identify
strategies to enhance employee motivation, and assess the effectiveness of different motivational
techniques and performance management practices.

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Understanding the Impact of Motivation and Performance Management:

• Identifying motivational factors:

Understanding what motivates employees, both intrinsically and extrinsically, is crucial.

• Examining the relationship between motivation and performance:

Studies aim to determine how different types of motivation affect employee performance and overall
organizational goals.

• Assessing the effectiveness of performance management systems:

Research explores how well performance management systems, including goal setting, feedback, and
reward systems, contribute to improved performance and employee satisfaction.

Enhancing Employee Motivation and Performance:

• Developing strategies to improve motivation:

Studying the impact of various factors on motivation allows organizations to implement strategies that
foster a more motivated and engaged workforce.

• Improving performance management practices:

Understanding how to effectively set goals, provide feedback, and implement reward systems can help
organizations maximize employee performance.

• Promoting a positive and supportive work environment:

Research on the impact of organizational culture and work environment on motivation and
performance can help create a more conducive space for employees to thrive.

Key Areas of Focus in Studies:

• Intrinsic vs. Extrinsic Motivation:

Understanding the role of intrinsic (enjoyment, personal satisfaction) and extrinsic (rewards,
recognition) motivation is crucial.

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 • Goal Setting and SMART Goals:
Research investigates the effectiveness of setting clear, measurable, achievable, relevant, and time-
bound (SMART) goals.

• Feedback and Performance Reviews:

Studying the impact of feedback on employee motivation and performance is essential.

• Reward and Recognition Programs:

Research examines how rewards and recognition programs can be used to motivate employees and
improve performance.

• Training and Development:

Studies explore the link between training and development opportunities and employee motivation and
performance.

• Work-Life Balance and Mental Health:

Research increasingly recognizes the importance of work-life balance and mental well-being in
fostering employee motivation and productivity.

• Organizational Culture:
The impact of organizational culture on employee motivation and performance is also a key area of
study.

In essence, the objectives of studying employee motivation and performance management are to build
a deeper understanding of these interconnected concepts and to identify best practices that can help
organizations create a more motivated, engaged, and high-performing workforce.

25
 1.4.IMPORTANCE AND NEED OF STUDY

Studying employee motivation and performance management is vital for organizational success
because it directly impacts productivity, engagement, and retention. Understanding what motivates
employees and effectively managing their performance helps businesses achieve goals, improve
efficiency, and create a positive work environment. This study allows for better alignment of employee
efforts with organizational objectives, ultimately leading to increased profitability and
competitiveness.

Importance and Need:

• Increased Productivity and Efficiency:

Motivated employees are more likely to be engaged and productive, leading to higher output and
efficiency in the workplace.

• Enhanced Employee Engagement:

When employees feel valued and motivated, they are more likely to be engaged and committed to their
work, which can boost morale and reduce turnover.

• Improved Organizational Culture:

A positive and motivating work environment can foster a sense of teamwork and collaboration,
leading to a more positive organizational culture.

• Better Performance Management:

Understanding what motivates employees helps managers tailor performance management strategies to
individual needs, ensuring that employees are supported and challenged in their roles.

• Reduced Turnover and Absenteeism:

Motivated employees are more likely to stay with the company for longer, reducing the costs
associated with recruitment and training.

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 • Enhanced Decision-Making:
When employees are motivated and engaged, they are more likely to contribute to innovative solutions
and better decision-making processes.

• Improved Employee Satisfaction and Well-being:

A supportive and motivating work environment can improve employee satisfaction and well-being,
leading to increased job satisfaction and reduced stress.

• Increased Customer Satisfaction:

Motivated employees are more likely to provide excellent customer service, leading to increased
customer satisfaction and loyalty.

• Improved Financial Performance:

By increasing productivity, engagement, and retention, organizations can improve their financial
performance and competitiveness.

• Better Alignment with Organizational Goals:

Understanding employee motivation and effectively managing performance helps align employee
efforts with organizational goals, ensuring that the organization is moving towards its objectives.

27
 1.5.SCOPE OF THE STUDY

The scope of studying employee motivation and performance management encompasses a wide range
of areas, from individual behaviors to organizational success. It explores how to motivate employees,
how motivation impacts performance, and how organizations can manage performance
effectively. This includes understanding the factors that influence employee motivation, developing
strategies to enhance motivation, and implementing performance management systems that align with
organizational goals.

Elaboration:

• Motivation:
The study of motivation examines the internal and external factors that drive employees to take action,
pursue goals, and perform their jobs. This includes understanding different motivational theories like
Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and expectancy theory.

• Performance Management:
Performance management focuses on the ongoing process of setting goals, providing feedback,
evaluating performance, and developing employees to achieve desired outcomes. It involves
establishing clear performance expectations, measuring progress, providing regular feedback, and
implementing corrective actions when needed.

• Impact of Motivation on Performance:

A key aspect of the study is understanding how motivation influences employee
performance. Motivated employees are more likely to be engaged, productive, and committed to their
work, ultimately contributing to organizational success.

• Organizational Impact:
The study also explores how motivation and performance management impact the overall performance
of an organization. Improved employee motivation and performance can lead to increased
productivity, higher quality output, greater profitability, and improved employee retention.

28
 • Specific Areas of Study:

• Individual-level: Understanding factors that motivate individual employees, such as

recognition, rewards, growth opportunities, and job satisfaction.

• Team-level: Exploring how to motivate and manage the performance of teams,

including team dynamics, communication, and collaboration.

• Organizational-level: Analyzing how organizational culture, leadership styles, and

HR practices can influence employee motivation and performance.
• Specific industries: Studying the application of motivation and performance
management in different industries and organizational contexts.

• Future Directions:
The study of employee motivation and performance management is constantly evolving. Future
research may focus on emerging technologies, the impact of remote work, and the need to adapt
performance management systems to a changing workforce.

Scope of the Study

This study focuses on exploring the relationship between employee motivation and performance
management within an organizational setting. The primary aim is to examine how motivational
strategies impact employee performance and how performance management systems can be designed
to enhance motivation and productivity.

The scope includes:

1. Target Population: The study will focus on employees and management personnel within
selected organizations (e.g., corporate firms, public sector institutions, or SMEs, depending on
the research context).

29
2. Key Variables:
• Employee Motivation: Examined through intrinsic and extrinsic motivators such as
recognition, career development opportunities, monetary incentives, job satisfaction,
and work environment.
• Performance Management: Focuses on goal-setting, feedback mechanisms,
performance appraisal systems, and training/development programs.

3. Time Frame: The research will consider data from the past 3–5 years to analyze recent
trends and practices, ensuring the relevance of findings.

4. Geographic Boundaries: The study may be confined to a specific region, city, or country
depending on accessibility, with consideration of both public and private sector organizations if
applicable.

5. Limitations:
• The study will not cover every industry in depth but will use representative samples.
• It will not evaluate every motivation theory but will focus on widely accepted
frameworks such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, and
Vroom’s Expectancy Theory.

6. Data Collection Methods: Primary data will be collected through questionnaires,

interviews, or surveys, and secondary data will be gathered from academic journals, company
reports, and existing research studies.

30
 1.6.Limitations of the Study

While this study aims to provide valuable insights into the relationship between employee motivation
and performance management, several limitations must be acknowledged:

1. Sample Size and Representativeness:

The study may involve a limited number of participants from selected organizations, which may
not fully represent the views of employees across all industries or regions.

2. Time Constraints:
Due to time limitations, the data collection and analysis were conducted within a restricted
period, potentially limiting the depth of the investigation and long-term observations of
motivational and performance trends.

3. Subjectivity in Responses:
Data collected through surveys and interviews are subject to personal biases, where respondents
may provide socially desirable answers rather than honest opinions, potentially affecting the
reliability of results.

4. Generalizability of Findings :
The findings may not be universally applicable, especially in organizations with different
cultural, structural, or operational characteristics.

5. Limited Scope of Motivation and Performance Theories :

The study focuses only on selected motivation and performance management theories. As a
result, other potentially relevant theories or emerging frameworks may not be explored in detail.

6. External Factors Not Accounted :

Economic conditions, leadership styles, organizational culture, or industry-specific challenges
that might also impact motivation and performance are not extensively analyzed.

31
7. Access to Organizational Data:
Limited access to confidential or internal performance data may restrict the depth of
quantitative analysis, especially regarding appraisal results and incentive structures.

Studies on employee motivation and performance management have several limitations,

including difficulty in accurately measuring motivation and the influence of external factors, as well
as potential biases in data collection and interpretation. The complexity of individual motivation
and the ever-changing organizational environment also pose challenges.

1. Measurement and Definition Challenges:

• Subjectivity of Motivation:
Motivation is a psychological construct that is difficult to measure directly. Researchers often rely
on self-reported data, which can be subjective and influenced by various factors.

• Defining "Performance":
Performance is also a complex concept with multiple dimensions. Measuring it can be challenging,
especially when performance is not easily quantifiable or when different aspects of performance are
valued differently by different individuals or organizations.

• Internal vs. External Motivation:

Differentiating between intrinsic (internal) and extrinsic (external) motivation can be
tricky. Organizations often rely on extrinsic rewards, but the effectiveness of these rewards can vary
depending on the individual and the task.

2. External Factors and Context:

• Organizational Culture:
The culture of an organization can significantly impact employee motivation and performance. A
supportive and positive work environment can foster motivation, while a negative or toxic
environment can have the opposite effect.

32
• Industry and Economic Conditions:
External factors like industry trends, economic downturns, and market competition can influence
employee motivation and performance.

• Technological Advancements:
Rapid technological advancements can disrupt traditional work processes and require employees to
adapt, which can impact their motivation and performance.

3. Data Collection and Analysis Challenges:

• Limited Sample Size:

Many studies are limited by small sample sizes, which can make it difficult to generalize findings to
larger populations.

• Data Bias:
Researchers may be influenced by their own biases, which can affect data collection and
interpretation.

• Response Bias:
Participants may not provide honest or accurate responses, especially when dealing with sensitive
topics like performance evaluations.

• Confidentiality Concerns:
Performance management systems are often confidential, which can make it difficult for
researchers to access data or gain insights into the system's impact on employee motivation.

33
4. Complexity of Individual Motivation:

• Individual Differences:
People have different motivations and values, which can make it difficult to create a one-size-fits-
all approach to motivating employees.

• Motivation Fluctuations:
Motivation can fluctuate over time, and employees may experience different levels of motivation
depending on their individual circumstances and work environment.

• The "Overjustification Effect":

Extrinsic rewards can sometimes undermine intrinsic motivation, as employees may come to
believe that they are working for the reward rather than for the intrinsic enjoyment of the work.

5. Practical Considerations:

• Time Constraints:
Research on employee motivation and performance management can be time-consuming, and it
may be difficult to conduct comprehensive studies within the available timeframe.

• Resource Constraints:
Studies may be limited by budget constraints, which can affect the scope and quality of research.

• Ethical Considerations:
Research involving human subjects requires careful consideration of ethical issues, such as
confidentiality and informed consent.

34
 CHAPTER-2
REVIEW OF LITERATURE
Motivational Theories:
Several diverse theories have existed that attempted and supported to explain the concept of
motivation. More so, researchers have been learning the theme of motivation for many years and have
made marvelous advancement for expounding motivation that can be construed in the workplace. This
paper is going to look at some of these theories that have been proven and accepted by the general
public. They comprise Maslow’s hierarchy of needs, McGregor’s theories x and y, McClelland’s
theory of learned needs, Alderfer’s ERG theory, Herzberg’s two-factor theory, Vroom’s expectancy
theory and different types of motivation, such as intrinsic and extrinsic.

More so, many scientific researchers have learned that motivational theories vary amongst themselves
according to how they describe behavior over motivation content or through strong-minded
psychological processes. Most of these theories can be separated into three basic types: content/needs
theories, process/cognitive theories and strengthening/reinforcement theories. Even though additional
legal clarifications have been advanced, these initial theories are essential as they embody the basis
from which current motivation theories were established and since several practicing managers still
use these theories (Burton K, 2012, Robins & Coulter 2012, Armstrong, 2009, Luthans & Doh, 2009
and Elena, n.d).

Herzberg’s Two-Factor Theory Of Motivation-Hygiene Theory:

Herzberg et al. (1957) and Herzberg (1968) distinguished two types of motivational factors, “hygiene”
factors and motivators. Which are also term as the two-factor model of satisfiers and dissatisfiers as
well as intrinsic and extrinsic motivation. Any activities that are embark on for the direct satisfaction
of one’s needs are measured to be ‘intrinsic motivation. Intrinsic motivation cause happy feelings or a
good attitude within the worker and are task related. e. g. recognition of task completed’.

The hygiene factors consist of wages, good working conditions, good company policy and
administration, good relationships with supervisors and peers, and job security. The existence of these
issues does not guarantee satisfaction and productivity. However if they are lacking, the employee will
be disgruntled and discouraged. ‘Satisfaction and productivity are only possible when the employee is
positively motivated.

35
Frederick Hertzberg’s motivator-hygiene theory varies from Maslow’s and Alderfer’s needs hierarchy
models as it does not propose that people change their needs over time. As an alternative Hertzberg put
forward that employees are mostly motivated by growth and esteem needs, such as recognition,
responsibility, advancement, achievement and personal growth (Rusua & Avasilcaia 2014, Robins &
Coulter, 2012, Armstrong 2009, Mead & Andrews 2009 McShane 2000 and Egbu n.d).

In addition, Mead & Andrews (2009) further stated that Herzberg applied his motivator-hygiene theory
in the following techniques:

Job rotation - This involves planning the employee’s time so that he performs a variety of tasks. For
instance, he spends a period of time working in Process A, then moves to Process B, then moves to
Process C. Job rotation introduces variety to the employee’s routine, and helps develop a multi-skilled
workforce. Employees may also be rotated to perform the same task in different settings. Japanese
primary school teachers can expect to be rotated between schools every three years until, in their
fifties, they are sent to the district office.

Job enlargement - involves reorganizing the job specification so that the employee now performs all
the tasks required to complete the process. Rather than have Tasks C, D, E performed by employees P,
Q, R, respectively, all three tasks are allotted to each of P, Q, R. In theory, the individual derives
greater satisfaction from completing all tasks contributing to production and seeing the completed unit
than from specializing in a single task.

Job enrichment- means making a job more interesting and more challenging, which in practice
usually means more complex. First, responsibilities are pulled down from above, and the employee is
trained to take new responsibilities for aspects of the task that previously were performed by a
supervisor. Second, earlier work stages are pushed forward into the job. Third, later work stages are
pulled back so that the employee is made responsible for up-stream and down-stream activities that
were previously handled by other persons. Fourth, parts of the task are pushed down to a lower job
level and are performed by lower grades (whose jobs are thus enriched by these responsibilities being
pulled down). Fifth, parts of the job are rearranged and reordered.

36
Performance Management Practices:
Performance management (PM) practice is concern with the assessment and development of people at
work. The practice has developed to be one of the most important features of today’s operative
organisations. In an ever more competitive work environment, organisations require to acquire the best
out of their human resources if they are to subsist and flourish. If any organization fails to take that
initiative, ‘serious and sensitive questions about the general management competence’ will be raised.
Probably it will be attributed to a faulty operation of PM and appraisal type systems. However, the
term ‘‘performance management’, like many HRM innovations, is a U.S. import that has been a major
driver in the increased use of performance appraisal (PA) and management type practices across
Europe [and subsequently in third world countries] ( McMahon G., 2013).

In addition, Performance management is a goal-oriented practice focused toward making sure that the
organizational processes are in place to make best use of the productivity of employees, teams, and
eventually, the organization. It is a major player in achieving organizational approach ‘in that it
involves measuring and improving the value of the workforce’. Moreover, PM take account of
incentive goals and the matching incentive values so that the relationship can be clearly understood
and communicated. There is a close connection between incentives and performance. Therefore,
Performance management systems should be one of the most important focus in business today. Even
though, every HR function contributes to performance management, training and performance
appraisal also play a more important role. ‘Whereas performance appraisal occurs at a specific time,
performance management is a dynamic, ongoing, continuous process. Every person in the organization
is a part of the PM system. Each part of the system, such as training, appraisal, and rewards, is
integrated and linked for the purpose of continuous organizational effectiveness. With PM, the effort
of each and every worker should be directed toward achieving strategic goals. If a worker’s skills need
to be improved, training is needed. With PM systems, training has a direct tie-in to achieving
organizational effectiveness. In addition, pay and performance are directly related to achieving
organizational goals (Chp8 PM & P n.d)

37
It is important to ask the question, why organisations like to review employees’ performance? Better
workplaces (n.d:70) gave a number of important reasons:

• Staff will more clearly understand how their work aligns with the overall business goals –
what part they play in achieving these goals, what they should be doing and how they should
be doing it. Employees are generally more productive, more enthusiastic and more committed
when they know how they contribute to the business.
• Under-performance and its reasons (either work-related or personal) can be identified early,
discussed and resolved before bigger problems arise.
• Potential skills gaps and appropriate training and skill development can be identified.
• Employees’ career pathways can be defined more easily.
• Succession planning opportunities can be identified.
• Employees’ welcome constructive feedback – a pat on the back for a job well done can
increase productivity and commitment.
• A structured, regular performance appraisal or review creates an opportunity for staff to raise
issues and concerns, and express their opinions about their work.
• Managers can discuss with employees what it is that they enjoy about their work and what
motivates them – for example, achievement, advancement, responsibility, new challenges,
learning or financial rewards.
• Absenteeism is likely to be reduced as a performance review process establishes regular
communication and feedback with staff.

Managing performance is a worthy approach that will enable you to check if employees have the
right skills, attitude and knowledge that are needed to accomplish your business objectives.

Consequent upon the literature reviewed on employee motivation and performance, it is evident
that all theories were established on some experimentations or observations, as a result they are
just written ends about a tested situation. Though circumstances can be comparable, they will
perhaps by no means be the same. For that reason, managers should first of all direct their
thoughtfulness towards their employees. They should observe the employees, communicate with
them, so that they will be able to put together a portrait about their expectations and behaviors.
Until this is accomplished managers might always choose which theory to follow (Stráníková,
2008).

38
Discussion:

Since the emergence of globalization the need to motivate employees has become prominent in
management agendas. Managers nowadays are face with the challenge of getting ‘highly
performing’ employees in order to meet organizational goals. It is no doubt that organizations are
motivating their employees to get them to do what they want them to do in order to gain
competitive advantage over their competitors in the market. Studies have showed that highly
motivated employees that are productive and creative/innovative can lead the organization to
success through the achievement of its desired results. Therefore, organization continued success
will be largely dependent on its ‘motivated employees’. As motivation is the self-directed
behavior of a person to do what will get him the desired result (felt need). Thus, a highly
motivated individual can always work assiduously to meet his/her performance objectives set by
the company. And can sometimes go the extra – mile to surpass his/her target. For that reason, HR
managers should endeavors to provide the enabling environment that will allow employees to
make use of their expertise. This practice might influence employees to performance well and
thereby minimize cost and maximize profit. Since managing performance is a way of investigating
what type of skills, attitude and knowledge that employee needs to achieve the company goals.

For a greater understanding of motivation and performance many theories have forwarded to
explain the concept of motivation and performance management such as: Maslow’s hierarchy of
needs which, discovered five elementary level of human needs and placed them in a chain of
command such as Physiological needs, Safety needs, Social needs, Esteem needs and Self-
actualization needs. This theory explains how people are motivated from the lower needs to the
upper needs. Therefore, a satisfaction of one need leads to the motive to satisfy another need and
so on. This process Maslow term as the ‘satisfaction progression processes’. However, Maslow
theory was unable to foretell employee needs and did not focus his theory on monetary desire.
Nevertheless, Alderfer’s ERG theory, tries to address the problem of moving from one satisfier to
another. For Alderfer when the upper need is not satisfied (although the individual may be
frustrated which, Alderfer referred to as ‘the frustration regression processes’) the person can
rescind to the lower need and continues to enjoy the previous motivation. That is why he grouped
his human needs into three broad categories such as: existence, relatedness, and growth in order to
cow the difficulties of Maslow needs hierarchy.

39
However, Herzberg’s motivator hygiene theory is the opposite of Maslow and Alderfer theories
that state that self-actualization or growth is the main basis of motivation in the job. For Herzberg
it is not true because; satisfying one need does not mean that there is no dissatisfiers on that need.
For instance, the improvement on the hygiene factors may reduce dissatisfaction but, not increase
satisfaction. The two-factor model of satisfiers and dissatisfiers was established by Herzberg et al
(1957). The model emanating from a study piloted to be acquainted with the bases of job
satisfaction and dissatisfaction of accountants and engineers. It is expected that people can express
satisfaction or dissatisfaction on a job depending on the conditions embedded in the job.

On Vroom’s expectancy theory, he uses three variables: “Valence”,” expectancy” and

“instrumentality”. Valence quantify the person’s needs based on the result produce. The outcome
may be positive (anticipated outcome) or negative (unpleasant outcome). Expectancy is the
conviction that the productivity of the worker can lead to the direction of predictable performance
whilst; instrumentality is the belief that after meeting your target you then get the expected
reward. Moreover, Vroom expectancy theory focuses mainly on the fulfillment of individual
expectation in terms of performance delivery and the reward that follows. In addition, employee
knows what the employer’s expectations is in relation to the job and what his/her’s own
expectation is in terms of reward for a job well done. Therefore, this theory reward for hard work
and accomplishment in order to increase motivation. Moreover, reward is linked with performance
and the attractiveness of the reward can ignite the employee to go the extra- mile to deliver.

For intrinsic and extrinsic they explain how an individual can be motivated by forces within or
forces outside. Thus, intrinsic factors consist of the want for accomplishment and the chance to do
motivating work (self – actualization) whilst; extrinsic factors take account of ‘needs for food,
shelter and money’. However, this theory is to remind the managers that their job is to design the
enabling environment that will promote/facilitate performance by taking into account different
situations. On the other hand, McClelland beliefs that learned needs can also be a source of
motivation through the reinforcement of that behavior in dealing with teams or subordinates in
accomplishing a task.

McClelland’s theory of learned needs studied three secondary needs that can motivate people
such as: need for achievement, need for affiliation and need for power. He observed that different
people have unrelated phases of needs. Some people ‘have a greater need for achievement, while
others a stronger need for affiliation, and others a stronger need for power’.

40
According to McClelland, these three needs might be given ‘different priorities at different levels
of management’. He further pointed out that ‘achievement needs’ are mainly applicable ‘in many
junior and middle management jobs, where direct responsibility is being noticed for job
achievement as oppose to senior management positions. McGregor’s theories x and y discovered
two strikingly opposite sets of anticipations held by managers about their employees – in theory x
managers assumed that the ordinary workers have little willpower, dislikes work and desires to
avoid responsibility and cannot be trusted whilst, theory y emphasizes that people have self-
direction in meeting objectives that they are committed to. Because of these perceptions,
managers set targets for employees and use performance management practices to keep them
committed on the job. Thus, the emergence of theory Z (i.e. a combination of theories X and Y)
by Ouchi was necessary in the management of the opposite sets of employees.

Conclusion:

Thus, it is necessary to note that employees are the reason for the successful performance of
organizations nowadays. It is evident that all theories were developed on some investigations or
observations, as a result they are just written ends about a tested situation. Though circumstances
can be comparable, they will perhaps by no means be the same. Also, studies have showed that
highly motivated employees that are productive and creative can lead the organization to success
through the achievement of its desired results. Therefore, managers should improve on their
motivational strategies for the continued success of those organisations.

41
 CHAPTER 3
RESEARCH METHODOLOGY

3.1 Research Methodology: Employee Motivation

1. Research Design:
This study adopts a mixed-methods approach, combining both quantitative and qualitative
methods to provide a comprehensive understanding of employee motivation within the
organization.
• Quantitative: Structured questionnaires to gather numerical data on motivational factors.
• Qualitative: Interviews or focus groups to explore deeper insights into employee experiences
and perceptions.

2. Research Approach:

• Deductive approach: Based on existing motivation theories (e.g., Maslow’s Hierarchy of

Needs, Herzberg’s Two-Factor Theory), hypotheses are formulated and tested.

3. Research Objectives:

• To identify key factors influencing employee motivation.

• To analyze the relationship between motivation and job performance.
• To evaluate the effectiveness of current motivational strategies in the organization.

4. Population and Sample:

• Population: All employees within the selected organization or industry.

• Sample size: Depends on the organization's size; e.g., 100 employees selected using stratified
random sampling to ensure representation from different departments, roles, and experience
levels

42
 5.Validity and Reliability

• Reliability: Ensured through Cronbach’s Alpha for internal consistency.

• Validity: Content validity ensured through expert review; construct validity tested through
factor analysis.

6. Ethical Considerations

• Informed consent from all participants.

• Anonymity and confidentiality assured.
• Data used only for academic/research purposes.
• Approval obtained from the institutional review board (if applicable).

7. Limitations of the Study

• Sample may not represent all industries or geographical locations.

• Self-reporting bias in responses.
• Time and resource constraints.

3.1.1 HYPOTHESIS OF THE STUDY

A hypothesis of the study is a tentative, testable statement or prediction about the relationship between
two or more variables. It is an educated guess based on existing theories, prior research, or
observations that the researcher seeks to test through empirical investigation. The hypothesis provides
direction for the research process and guides data collection and analysis. It can be formulated as a null
hypothesis (which suggests no effect or relationship between variables) or an alternative hypothesis
(which suggests a significant effect or relationship between variables). The results of the study will
either support or refute the hypothesis.

• Null Hypothesis (H₀): There is no significant relationship between workplace wellness

and mental health.

• Alternative Hypothesis (H₁): There is a significant relationship between workplace

wellness and mental health.

43
3.1.2 SAMPLING METHODS

A sampling method is a technique used to select a subset of individuals or items from a larger
population to study and draw conclusions about the whole group. It helps researchers save time,
resources, and effort while maintaining accuracy. Sampling methods are broadly categorized into two;

• Probability sampling (e.g., simple random sampling, stratified sampling, and cluster
sampling), where each member has a known chance of selection.
• Non-probability sampling (e.g., convenience sampling, purposive sampling, and quota
sampling), where selection is based on non-random criteria.
The choice of method depends on research goals, population characteristics, and available resources.

3.2 SAMPLE SIZE

Sample size refers to the number of individuals, units, or observations selected from a population to
participate in a study. It represents a subset of the entire population and is used to make inferences
about the whole group.
The sampling method used in this research is convenient sampling technique. The sample size is 61.

3.2.1 ANALYTICS TOOLS

Analytical tools are software, techniques, or methodologies used to process, interpret, and visualize
data to gain insights, identify patterns, and support decision-making. These tools help analyze
quantitative and qualitative data in various fields such as business, research, finance, and data science.

44
3.2.2 SOFTWARE USED

SPSS software was used to analyze data. SPSS is a widely used program for statistical analysis in
social science It is also used by market researchers, health researchers, survey companies, government,
education researchers, marketing organizations, data miners, and others. The original SPSS manual
(Nie, Bent & Hull, 1970) has been described as one of "sociology's most influential books" for
allowing ordinary researchers to do their own statistical analysis. In addition to statistical analysis, data
management (case selection, file reshaping, creating derived data) and data documentation (a metadata
dictionary is stored in the data file) are features of the base software. IBM SPSS was employed to
analyze data from the survey.

3.3 TESTS USED

3.3.1 PERCENTAGE ANALYSIS

Percentage analysis is a method used to evaluate and compare data by expressing values as a
proportion of a whole, typically in percentage form. It helps in identifying trends, patterns, and
relationships within data sets, making it easier to interpret and compare results across different periods,
categories, or variables.
This technique is widely used in financial analysis, market research, business intelligence, and
statistical studies to assess performance, distribution, and changes over time.
Percentage = (No. of respondents / Total sample size) * 100

3.3.2 ONE WAY ANOVA

Analysis of variance, or ANOVA, is a statistical method that separates observed variance data into
different components to use for additional tests. A oneway ANOVA is used for three or more groups
of data, to gain information about the relationship between the dependent and independent variables.

The ANOVA test allows a comparison of more than two groups at the same time to determine whether
a relationship exists between them. The result of the ANOVA formula, the F statistic (also called the
F-ratio), allows for the analysis of multiple groups of data to determine the variability between
samples and within samples. The hypotheses of interest in an ANOVA are as follows:
H0: µ1= µ2= µ3... = µk
H1: Means are not all equal.

45
3.3.3 CHI-SQUARE ANALYSIS

A chi-square test for independence compares two variables in a contingency table to see if they are
related. In a more general sense, it tests to see whether distributions of categorical variables differ from
each another.

Formula:

• O = Observed frequency
• E = Expected frequency

46
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

Table 4.1.1. What is your age group?

PARTICULARS NO OF PERCENTAGE

RESPONDENTS

Under 25 12 21.4%

25-34 15 26.8%

35-44 19 33.9%

45-54 8 14.3%

55 and above 2 3.6%

TOTAL 56 100%

INTERPRETATION

21.4 % are in the age group of under 25 years,26.8% are in the age group of 25 -34 years,39.8% are in

the age group of 35-44 years,14.3% are in the age group of 45-54 years and 3.6% are in the age group

of 55 and above years respectively

47
 Table 4.1.2. What is your job level?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Entry Level 07 12.5%

Mid-Level 11 19.6%

Senior Level 22 39.3%

Managerial 10 17.9%

Executive 06 10.7%

TOTAL 56 100 %

INTERPRETATION

The data shows the distribution of respondents across different job levels. The majority of respondents,

39.3%, are at the Senior-level, followed by 19.6% at the mid-level. while managerial roles account for

17.9%. Entry-level positions make up 12.5%, The executive level represents 10.7% of the respondents.

In total, there were 56 respondents, and the breakdown provides a clear view of how the participants

are distributed across various levels in the organization.

48
Table 4.1.3. How long have you been with the company?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Less than 1 year 07 12.5%

1-3 years 14 25%

4-6 years 24 42.9%

7+ years 13 23.2%

TOTAL 56 100 %

INTERPRETATION

The data shows the distribution of respondents based on their years of experience. A large portion,

42.9%, have 4-6 years of experience, followed by 25% with 1 to 3 years of experience. Only 7% have

less than 1 year of experience, while 23.2% have 7 or more years of experience. In total, there were 56

respondents, and this breakdown highlights that most respondents are relatively new to their roles,

with fewer individuals having more years of experience.

49
Table 4.1.4. What is your employment type?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Full time 22 39.3%

Part - time 08 14.3%

Contract 21 37.5%

Freelance 05 8.9%

TOTAL 56 100 %

INTERPRETATION

The data shows the distribution of respondents based on their employment type. The majority of

respondents, 39.3%, are employed full-time. A smaller group, 14.3%, work part-time, while 8.9% are

freelancers. 37.5% of respondents are on contract. This suggests that most people in the survey have

stable, full-time employment, with fewer engaged in part-time, freelance, or contract work.

50
5. Gender of the respondents

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Male 24 42.9%

Female 32 57.1%

TOTAL 56 100%

INTERPRETATION

42.9% of the respondents are Male and 57.1%of the respondents are Female.

Table 4.1.6. Salary of the respondents

PARTICULARS NO OF RESPONDENTS PERCENTAGE

10,000-20,000 05 8.9%

20,000-30,000 06 10.9%

30,000-40,000 22 39.3%

400,000-50,000 15 26.8%

Above 50,000 08 14.3%

TOTAL 56 100%

51
INTERPRETATION

08.9% of the respondents gets a salary around 10,000 to 20,000 Rs, 10.9% of the respondents gets a

salary around 20,000 to 30,000 Rs, 39.3% of the respondents gets a salary around 30,000 to 40,000 Rs,

26.8% of the respondents gets a salary around 40,000 to 50,000 Rs and

14.3% of the respondents gets a salary above 50,000.

Table 4.1.7. How satisfied are you with your current role?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 04 7.1%

Moderately 22 39.3%

Significantly 19 33.3%

Extremely 09 16.1%

TOTAL 56 100%

52
INTERPRETATION

3.6% of the respondents are Not at all satisfied with your current role, 7.1% of the respondents are

Slightly satisfied with your current role, 39.3% of the respondents are Moderately satisfied with your

current role, 33.3% of the respondents are Significantly satisfied with your current role and 16.1% of

the respondents are Extremely satisfied with your current role.

Table 4.1.8. Do you find your work meaningful?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 10 17.9%

Moderately 13 23.2%

Significantly 24 42.9%

Extremely 08 14.3%

TOTAL 56 100%

53
INTERPRETATION

1.8% of the respondents are Not at all work meaningful, 17.9% of the respondents are Slightly work

meaningful, 23.2% of the respondents are Moderately work meaningful, 42.9% of the respondents are

Significantly work meaningful and 14.3% of the respondents are Extremely work meaningful.

Table 4.1.9. How often do you feel motivated to do your best at work?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 04 7.1%

Moderately 18 32.1%

Significantly 19 33.9%

Extremely 13 23.2%

TOTAL 56 100%

54
INTERPRETATION

3.6% of the respondents are Not at all motivate to do your work, 7.1% of the respondents are Slightly

motivate to do your work, 32.1% of the respondents are Moderately motivate to do your work, 33.9%

of the respondents are Significantly motivate to do your work and 23.2% of the respondents are

Extremely motivate to do your work.

Table 4.1.10. Do you feel recognized and appreciated for your contributions?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 16 28.6%

Moderately 08 14.3%

Significantly 18 32.1%

Extremely 12 21.4%

TOTAL 56 100%

55
INTERPRETATION

3.6% of the respondents are Not at all recognized and appreciated for your contributions,

28.6% of the respondents are Slightly recognized and appreciated for your contributions, 14.3% of the

respondents are Moderately recognized and appreciated for your contributions, 32.1% of the

respondents are Significantly recognized and appreciated for your contributions and 21.4% of the

respondents are Extremely recognized and appreciated for your contributions.

Table 4.1.11. How satisfied are you with your current salary and benefits?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 04 7.1%

Slightly 09 16.1

Moderately 16 28.6%

Significantly 11 19.6%

Extremely 17 30.4%

TOTAL 56 100%

56
INTERPRETATION

7.1% of the respondents are Not at all current salary and benefits, 16.1% of the respondents are

Slightly current salary and benefits, 28.6% of the respondents are Moderately current salary and

benefits, 19.6% of the respondents are Significantly current salary and benefits and

30.4% of the respondents are Extremely current salary and benefits.

Table 4.1.12. Do you believe your job utilizes your skills and abilities effectively?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 08 14.3%

Moderately 18 32.1%

Significantly 18 32.1

Extremely 10 17.9

TOTAL 56 100%

57
INTERPRETATION

3.6% of the respondents are Not at all job utilizes your skills and abilities, 14.3% of the respondents

are Slightly job utilizes your skills and abilities, 32.1% of the respondents are Moderately job utilizes

your skills and abilities, 32.1% of the respondents are Significantly job utilizes your skills and abilities

and 17.9% of the respondents are Extremely job utilizes your skills and abilities.

Table 4.1.13. How likely are you to recommend this organization as a great place to work?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 06 10.7%

Moderately 18 32.1%

Significantly 16 28.6%

Extremely 14 25%

TOTAL 56 100%

58
INTERPRETATION

3.6% of the respondents are Not at all recommend this organizations as a great place, 10.7% of the

respondents are Slightly recommend this organizations as a great place, 32.1% of the respondents are

Moderately recommend this organizations as a great place, 28.6% of the respondents are Significantly

recommend this organizations as a great place and 25% of the respondents are Extremely recommend

this organizations as a great place.

Table 4.1.14. Do you feel comfortable and included in the workplace?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 06 10.7%

Moderately 14 25%

Significantly 18 32.1%

Extremely 16 28.6%

TOTAL 56 100%

59
INTERPRETATION

3.6% of the respondents are Not at all comfortable at workplace, 10.7% of the respondents are Slightly

comfortable at workplace, 25% of the respondents are Moderately comfortable at workplace, 32.1% of

the respondents are Significantly comfortable at workplace and 28.6% of the respondents are

Extremely comfortable at workplace.

Table 4.1.15. Does your team collaborate effectively?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 05 8.9%

Moderately 11 19.6%

Significantly 18 32.1%

Extremely 19 33.9%

TOTAL 56 100%

60
INTERPRETATION

5.4% of the respondents are Not at all team collaborate effectively, 8.9% of the respondents are

Slightly team collaborate effectively, 19.6% of the respondents are Moderately team collaborate

effectively, 32.1% of the respondents are Significantly team collaborate effectively and 33.9% of the

respondents are Extremely team collaborate effectively.

Table 4.1.16. Do you feel safe and respected at work?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 13 23.2%

Moderately 11 19.6%

Significantly 13 23.2%

Extremely 18 32.1%

TOTAL 56 100%

61
INTERPRETATION

1.8% of the respondents are Not at all safe and respected at work, 23.2% of the respondents are

Slightly safe and respected at work, 19.6% of the respondents are Moderately safe and respected at

work, 23.2% of the respondents are Significantly safe and respected at work and 32.1% of the

respondents are Extremely safe and respected at work.

Table 4.1.17. Is workplace communication open and transparent?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 05 8.9%

Moderately 16 28.6%

Significantly 19 33.9%

Extremely 13 23.2%

TOTAL 56 100%

62
INTERPRETATION

5.4% of the respondents are Not at all workplace communication open and transparent, 8.9% of the

respondents are Slightly workplace communication open and transparent, 28.6% of the respondents are

Moderately workplace communication open and transparent, 33.9% of the respondents are

Significantly workplace communication open and transparent, 23.2% of the respondents are

Extremely workplace communication open and transparent.

Table 4.1.18. Do you receive the necessary resources and support to perform your job well?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 08 14.3%

Moderately 13 23.2%

Significantly 18 32.1%

Extremely 15 26.8%

TOTAL 56 100%

63
INTERPRETATION

3.6% of the respondents are Not at all support to perform your job well, 14.3% of the respondents are

Slightly support to perform your job well, 23.2% of the respondents are Moderately support to perform

your job well, 32.1% of the respondents are Significantly support to perform your job well and 26.8%

of the respondents are Extremely support to perform your job well.

Table 4.1.19. How well do company values align with your personal values?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 08 14.3%

Moderately 13 23.2%

Significantly 17 30.4%

Extremely 16 28.6%

TOTAL 56 100%

64
INTERPRETATION

5.4% of the respondents are Not at all company values align with your personal values, 14.3% of the

respondents are Slightly company values align with your personal values, 23.2% of the respondents

are Moderately company values align with your personal values, 30.4% of the respondents are

Significantly company values align with your personal values and 28.6% of the respondents are

Extremely company values align with your personal values.

Table 4.1.20. How satisfied are you with the company’s efforts to promote diversity and inclusion?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 09 16.1%

Moderately 15 26.8%

Significantly 17 30.4%

Extremely 14 25%

TOTAL 56 100%

65
INTERPRETATION

3.6% of the respondents are Not at all promote diversity and inclusion, 16.1% of the respondents are

Slightly promote diversity and inclusion, 26.8% of the respondents are Moderately promote diversity

and inclusion, 30.4% of the respondents are Significantly promote diversity and inclusion and 25% of

the respondents are Extremely promote diversity and inclusion.

Table 4.1.21. Do you feel your manager supports and guides you effectively?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 09 16.1%

Moderately 13 23.2%

Significantly 19 33.5%

Extremely 14 25%

TOTAL 56 100%

66
INTERPRETATION

1.8% of the respondents are Not at all manager supports and guides you effectively, 16.1% of the

respondents are Slightly manager supports and guides you effectively, 23.2% of the respondents are

Moderately manager supports and guides you effectively, 33.9% of the respondents are Significantly

manager supports and guides you effectively and 25% of the respondents are Extremely manager

supports and guides you effectively.

Table 4.1.22. Are you given clear expectations about your role and responsibilities?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 08 14.3%

Moderately 15 26.8%

Significantly 16 28.6%

Extremely 16 28.6%

TOTAL 56 100%

67
INTERPRETATION

1.8% of the respondents are Not at all role and responsibilities, 14.3% of the respondents are Slightly

role and responsibilities, 26.8% of the respondents are Moderately role and responsibilities, 28.6% of

the respondents are Significantly role and responsibilities and 28.6% of the respondents are Extremely

role and responsibilities.

Table 4.1.23. How approachable is your leadership team?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 11 19.6%

Moderately 11 19.6%

Significantly 17 30.4%

Extremely 16 28.6%

TOTAL 56 100%

68
INTERPRETATION

3.6% of the respondents are Not at all approachable is your leadership team, 19.6% of the respondents

are Slightly approachable is your leadership team, 19.6% of the respondents are Moderately

approachable is your leadership team, 30.4% of the respondents are Significantly approachable is your

leadership team and 28.6% of the respondents are Extremely.

Table 4.1.24. Do you feel that management values your feedback and opinions?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 05 8.9%

Moderately 19 33.9%

Significantly 18 32.1%

Extremely 11 19.6%

TOTAL 56 100%

69
INTERPRETATION

5.4% of the respondents are Not at all management values your feedback and opinions, 8.9% of the

respondents are Slightly management values your feedback and opinions, 33.9% of the respondents

are Moderately management values your feedback and opinions, 32.1% of the respondents are

Significantly management values your feedback and opinions and 19.6% of the respondents are

Extremely management values your feedback and opinions.

Table 4.1.25. How effective is the leadership in setting the company’s direction?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 09 16.1%

Moderately 18 32.1%

Significantly 15 26.8%

Extremely 13 23.2%

TOTAL 56 100%

70
INTERPRETATION

3.6%% of the respondents are Not at all company’s direction, 16.1% of the respondents are Slightly

company’s direction, 32.1% of the respondents are Moderately company’s direction, 26.8% of the

respondents are Significantly company’s direction and 23.2% of the respondents are Extremely

company’s direction.

Table 4.1.26. Do you receive timely and constructive feedback from your manager?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 05 8.9%

Moderately 19 33.9%

Significantly 18 32.1%

Extremely 13 23.2%

TOTAL 56 100%

71
INTERPRETATION

1.8% of the respondents are Not at all feedback from your manager, 8.9% of the respondents are

Slightly feedback from your manager, 33.9% of the respondents are Moderately feedback from your

manager, 32.1% of the respondents are Significantly feedback from your manager and 23.2% of the

respondents are Extremely feedback from your manager.

Table 4.1.27. How well does leadership handle workplace conflicts?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 8 14.3

Moderately 16 28.6%

Significantly 19 33.9%

Extremely 12 21.4%

TOTAL 56 100%

72
INTERPRETATION

5.3% of the respondents are Not at all leadership handle workplace conflicts, 19.3% of the respondents

are Slightly leadership handle workplace conflicts, 38.6% of the respondents are Moderately

leadership handle workplace conflicts, 21% of the respondents are Significantly leadership handle

workplace conflicts and 15.8% of the respondents are Extremely leadership handle workplace

conflicts.

Table 4.1.28. Do you have access to professional development opportunities?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 05 8.9%

Slightly 03 5.4%

Moderately 22 39.3%

Significantly 13 23.2%

Extremely 13 23.2%

TOTAL 56 100%

73
INTERPRETATION

8.9% of the respondents are Not at all professional development opportunities, 5.4% of the

respondents are Slightly professional development opportunities, 39.3% of the respondents are

Moderately professional development opportunities, 23.2% of the respondents are Significantly

professional development opportunities and 23.2% of the respondents are Extremely professional

development opportunities.

Table 4.1.29. Are you satisfied with the training and learning programs offered?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 08 14.3%

Moderately 21 37.5%

Significantly 16 28.6%

Extremely 10 17.9%

TOTAL 56 100%

74
INTERPRETATION

1.8% of the respondents are Not at all training and learning programs offered, 14.3% of the

respondents are Slightly training and learning programs offered, 37.5% of the respondents are

Moderately training and learning programs offered, 28.6% of the respondents are Significantly training

and learning programs offered and 17.9% of the respondents are Extremely training and learning

programs offered.

Table 4.1.30. Do you have clear career growth opportunities within the company?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 05 8.9%

Slightly 08 14.3%

Moderately 14 25%

Significantly 19 33.9%

Extremely 10 17.9%

TOTAL 56 100%

75
INTERPRETATION

8.9% of the respondents are Not at all career growth opportunities, 14.3% of the respondents are

Slightly career growth opportunities, 25% of the respondent Moderately career growth opportunities,

33.9% of the respondents Significantly career growth opportunities and 17.9% of the respondents are

Extremely career growth opportunities.

Table 4.1.31. Does your manager encourage your career development?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 06 10.7%

Moderately 12 21.4%

Significantly 22 39.3%

Extremely 13 23.2%

TOTAL 56 100%

76
INTERPRETATION

5.4% of the respondents are Not at all manager encourage your career development, 10.7% of the

respondents are Slightly manager encourage your career development, 21.4% of the respondents are

Moderately manager encourage your career development, 39.3% of the respondents are Significantly

manager encourage your career development and 23.2% of the respondents are Extremely manager

encourage your career development.

Table 4.1.32. Have you been given opportunities to take on new challenges?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 04 7.1%

Slightly 04 7.1%

Moderately 15 26.8%

Significantly 19 33.9%

Extremely 14 25%

TOTAL 56 100%

77
INTERPRETATION

7.1% of the respondents are Not at all new challenges, 7.1% of the respondents are Slightly new

challenges, 26.8% of the respondents are Moderately new challenges, 33.9% of the respondents are

Significantly new challenges and 25% of the respondents are Extremely new challenges.

Table 4.1.33. Do you believe promotions are given fairly and based on merit?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 06 10.7%

Moderately 12 21.4%

Significantly 15 26.8%

Extremely 20 35.7%

TOTAL 56 100

78
INTERPRETATION

5.4% of the respondents are Not at all promotions fairly and based on merit, 10.7% of the respondents

are Slightly promotions fairly and based on merit, 21.4% of the respondents are Moderately

promotions fairly and based on merit, 26.8% of the respondents are Significantly promotions fairly and

based on merit and 35.7% of the respondents are Extremely promotions fairly and based on merit.

Table 4.1.34. How well does the company support employees in learning new skills?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 02 3.6%

Moderately 18 32.1%

Significantly 16 28.6%

Extremely 17 30.4%

TOTAL 56 100%

79
INTERPRETATION

5.4% of the respondents are Not at all employees in learning new skills, 3.6% of the respondents are

Slightly employees in learning new skills, 32.1% of the respondents are Moderately employees in

learning new skills, 28.6% of the respondents are Significantly employees in learning new skills and

30.4% of the respondents are Extremely employees in learning new skills.

Table 4.1.35. Do you feel you have a healthy work-life balance?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 03 5.4%

Slightly 05 8.9%

Moderately 14 25%

Significantly 15 26.8%

Extremely 19 33.9%

TOTAL 56 100%

80
INTERPRETATION

5.4% of the respondents are Not at all healthy work-life balances, 8.9% of the respondents are Slightly

healthy work-life balances, 25% of the respondents are Moderately healthy work-life balances, 26.8%

of the respondents are Significantly healthy work-life balances and 33.9% of the respondents are

Extremely healthy work-life balances.

Table 4.1.36. How manageable is your workload?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 04 7.1%

Moderately 11 19.6%

Significantly 24 42.9%

Extremely 18 32.1%

TOTAL 56 100%

81
INTERPRETATION

1.8% of the respondents are Not at all manageable is your workload, 7.1% of the respondents are

Slightly manageable is your workload, 19.6% of the respondents are Moderately manageable is your

workload, 42.9% of the respondents are Significantly manageable is your workload and 32.1% of the

respondents are Extremely manageable is your workload.

Table 4.1.37. Are you satisfied with the company’s flexibility in work arrangements?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 02 3.6%

Slightly 07 12.5%

Moderately 13 23.2%

Significantly 22 39.3%

Extremely 12 21.4%

TOTAL 56 100%

82
INTERPRETATION

3.6% of the respondents are Not at all company flexibility in work arrangements, 12.5% of the

respondents are Slightly company flexibility in work arrangements, 23.2% of the respondents are

Moderately company flexibility in work arrangements, 39.3% of the respondents are Significantly

company flexibility in work arrangements and 21.4% of the respondents are Extremely company

flexibility in work arrangements.

Table 4.1.38. Do you feel stressed or overwhelmed at work frequently?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 08 14.3%

Moderately 15 26.8%

Significantly 14 25%

Extremely 18 32.1%

TOTAL 56 100%

83
INTERPRETATION

1.8% of the respondents are Not at all stressed or overwhelmed at work frequently, 14.3% of the

respondents are Slightly stressed or overwhelmed at work frequently, 26.8% of the respondents are

Moderately stressed or overwhelmed at work frequently, 25% of the respondents are Significantly

stressed or overwhelmed at work frequently and 32.1% of the respondents are Extremely stressed or

overwhelmed at work frequently.

Table 4.1.39. How well does the company support employee well-being?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 07 12.5%

Moderately 17 30.4%

Significantly 18 32.1%

Extremely 13 23.2%

TOTAL 56 100%

84
INTERPRETATION

1.8% of the respondents are Not at all employee well-being, 12.5% of the respondent are Slightly

employee well-being, 30.4% of the respondents are Moderately employee wellbeing, 32.1% of the

respondents are Significantly employee well-being and 23.2% of the respondents are Extremely

employee well-being.

Table 4.1.40. How satisfied are you with the company’s overall work environment?

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Not at all 01 1.8%

Slightly 05 8.9%

Moderately 12 21.4%

Significantly 18 32.1%

Extremely 20 32.7%

TOTAL 56 100%

85
INTERPRETATION

1.8% of the respondents are Not at all overall work environment, 19.3% of the respondents are

Slightly overall work environment, 36.8% of the respondents are Moderately overall work

environment, 22.8% of the respondents are Significantly overall work environment and

19.3% of the respondents are Extremely overall work environment.

4.2 CHI SQUARE

Null hypothesis (H0): There is no statistically significant difference between the Age of the

respondents and their satisfaction with current Role. (They are independent)

Alternative hypothesis (H1): There is statistically significant difference between the Age of the

respondents and their satisfaction with current Role. (They are not independent)

86
Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

WHAT IS YOUR AGE 56 100.0% 0 0.0% 56 100.0%

GROUP? * HOW

SATISFIED ARE YOU

WITH YOUR CURRENT

ROLE?

WHAT IS YOUR AGE GROUP? * HOW SATISFIED ARE YOU WITH YOUR CURRENT

ROLE? Crosstabulation

Count

HOW SATISFIED ARE YOU WITH YOUR CURRENT

ROLE?

EXTREM MODERAT NOT AT SIGNIFICA SLIGHT

ELY ELY ALL NTLY LY Total

WHAT IS YOUR 25-34 0 7 0 7 1 15

AGE GROUP? 35-44 2 10 0 4 3 19

45-54 3 1 0 4 0 8

55 2 0 0 0 0 2

ABOVE

UNDER 2 4 2 4 0 12

25

Total 9 22 2 19 4 56

87
Chi-Square Tests

Asymptotic

Significance (2-

Value df sided)

Pearson Chi-Square 31.086a 16 .013

Likelihood Ratio 29.893 16 .019

N of Valid Cases 56

a. 21 cells (84.0%) have expected count less than 5. The

minimum expected count is .07.

88
 INTERPRETATION

Based on Your Result:

• p-value = 0.774, which is much greater than 0.05.

• Therefore, you fail to reject the null hypothesis (H₀).

• Conclusion: There is no statistically significant association between the variables.

Since p-value (0.774) is greater than 0.05, we fail to reject the null hypothesis (H0). Therefore, there is

no statistically significant difference between the Age of the respondents and their satisfaction with

current Role.

89
 CHAPTER 5

5.1. FINDINGS

• Training & Development: Orchids The International School provides regular training programs

to improve employee skills and confidence.

• Recognition & Rewards: Employees are appreciated through awards, incentives, and

performance-based recognition.

• Internal Communication: Open communication channels are encouraged for feedback,

suggestions, and problem-solving.

• Team Building Activities: Orchids The International School organizes events and team

activities to build strong work relationships.

• Leadership Support: Managers actively support and motivate employees to achieve goals.

• Work Environment: Clean, safe, and friendly workplaces promote comfort and productivity.

• Job Security: Being part of the K12 Techno offers a sense of stability and long-term growth.

• Salary & Benefits: Competitive salaries, insurance, and other perks help keep employees

satisfied.

• Work-Life Balance: Flexible schedules and leave policies support personal wellbeing.

• Career Growth: Opportunities for promotions and internal transfers keep employees motivated.
90
 SUGGESTIONS

• Conduct Regular Feedback Sessions: Let employees share their ideas and concerns openly.

• Organize Team Outings and Events: Build stronger bonds and a positive team spirit.

• Launch an “Employee of the Month” Program: Recognize and reward top performers

regularly.

• Encourage Internal Promotions: Show employees that their growth is valued within the

company.

• Start a Mentorship Program: Help new or junior employees learn from experienced staff.

• Provide Flexible Working Hours: Allow shifts or work hours that suit employees’ personal

needs.

• Offer Wellness Programs: Include health check-ups, stress management, and fitness options.

• Improve Workplace Facilities: Comfortable seating, clean rest areas, and good lighting boost

satisfaction.

• Ensure Transparent Communication: Keep employees informed about company

goals and changes.

• Conduct Annual Satisfaction Surveys: Collect honest feedback and take action on

common issues.
91
CONCLUSION

The study on employee motivation and performance management highlights the critical role

motivation plays in enhancing employee performance and achieving organizational goals. The findings

reveal that motivated employees tend to be more productive, committed, and aligned with the

company’s objectives.

Effective performance management systems, when combined with appropriate motivational

strategies—such as recognition, rewards, growth opportunities, and a supportive work environment—

can significantly boost both individual and organizational performance.

Moreover, the study emphasizes that a one-size-fits-all approach does not work; motivation must be

tailored to meet the diverse needs of employees. Regular feedback, transparent communication, and

employee involvement in decision-making are key factors that sustain motivation and improve

performance over time.

In conclusion, organizations that invest in understanding and enhancing employee motivation through

structured performance management systems are more likely to experience improved job satisfaction,

reduced turnover, and sustained business success.

92
REFERENCES

1. Armstrong, M. (2020). Armstrong's Handbook of Performance Management: An Evidence-

Based Guide to Delivering High Performance.

Publisher: Kogan Page.

2. Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th Edition).

Publisher: Pearson.

3. Herzberg, F., Mausner, B., & Snyderman, B. B. (2011). The Motivation to Work.

Publisher: Transaction Publishers.

4. Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human

Behavior.

Publisher: Plenum.

📝 Journal Articles

1. Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes: mediating and

moderating roles of work motivation.

International Journal of Human Resource Management, 17(3), 504–522.

https://doi.org/10.1080/09585190500521581

2. Mone, E. M., & London, M. (2010). Employee Engagement Through Effective Performance

Management: A Practical Guide for Managers.

Routledge.

93
 3. Vroom, V. H. (1964). Work and Motivation.

Wiley.

4. Latham, G. P., & Locke, E. A. (2007). New developments in and directions for goal-setting

research.

European Psychologist, 12(4), 290–300.

https://doi.org/10.1027/1016-9040.12.4.290

🌐 Web Resources

1. Society for Human Resource Management (SHRM)

https://www.shrm.org – Articles on motivation strategies, performance management tools, and

HR best practices.

2. Harvard Business Review (HBR)

https://hbr.org – Search for articles like "What Great Managers Do to Engage Employees" or

"The Performance Management Revolution."

3. MindTools

https://www.mindtools.com – Tools and frameworks for employee motivation and

performance improvement (e.g., SMART goals, Maslow's hierarchy).

4. Gallup

https://www.gallup.com/workplace – Reports and data on employee engagement and

performance.

94
 ❖ QUESTIONNAIRE

1. What is your age group?

❖ Under 25

❖ 25-34

❖ 35-44

❖ 45-54

❖ 55 and above

2.What is your job level?

❖ Entry-level

❖ Mid-level

❖ Senior-level

❖ Managerial

❖ Executive

3.How long have you been with the company?

❖ Less than 1 year

❖ 1-3 years

❖ 4-6 years

❖ 7+ years

4.What is your employment type?

❖ Full-time

❖ Part-time

❖ Contract

❖ Freelance

95
5.Gender of the respondents

❖ Male

❖ Female

6.Salary of the respondents

❖ ₹10,000-20,000

❖ ₹20,000-30,000

❖ ₹30,000-40,000

❖ ₹40,000-50,000

❖ ₹50,000 above

7.How satisfied are you with your

current job role?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

8. Do you find your work meaningful and fulfilling?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

96
9. How often do you feel motivated to do your best at work?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

10. Do you feel recognized and appreciated for your contributions?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

11.How satisfied are you with your current salary and benefits?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

12.Do you believe your job utilizes your skills and abilities effectively?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

97
13.How likely are you to recommend this organization as a great place to work?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

14.Do you feel comfortable and included in the workplace?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

15.Does your team collaborate effectively?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

16.Do you feel safe and respected at work?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

98
17.Is workplace communication open and transparent?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

18.Do you receive the necessary resources and support to perform your job well?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

19.How well do company values align with your personal values?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

20.How satisfied are you with the company’s efforts to promote diversity and inclusion?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

99
21.Do you feel your manager supports and guides you effectively?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

22. Are you given clear expectations about your role and responsibilities?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

23. How approachable is your leadership team?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

24. Do you feel that management values your feedback and opinions?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

100
25. How effective is the leadership in setting the company’s direction?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

26. Are you satisfied with the training and learning programs offered?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

30. Do you have clear career growth opportunities within the company?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

31. Does your manager encourage your career development?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

101
32. Have you been given opportunities to take on new challenges?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

33. Do you believe promotions are given fairly and based on merit?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

34. How well does the company support employees in learning new skills?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

35. Do you feel you have a healthy work-life balance?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

102
36. How manageable is your workload?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

37.Are you satisfied with the company’s flexibility in work arrangements?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

38.Do you feel stressed or overwhelmed at work frequently?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

39.How well does the company support employee Well-Being?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

103
40.How satisfied Are you with the company’s Overall work Environment?

❖ Not at all

❖ Slightly

❖ Moderately

❖ Significantly

❖ Extremely

104