INTRODUCTION:

Human Resource Management is a management function that helps organizations to recruit, select, train, and develop members in an organization. Only human resource management is obviously one function which is concerned with people’s dimension in organization.

All major activities in the working life of an employee, that is from the time of employee’s entry into the organization to the time employees leaves the organization all the activities come under the purview of human resource management. The activities are human resource management are human resource planning, job analysis, job design, recruitment, selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations.

A manager gets results through other people. His effectiveness depends, to a large extent, on the willingness of his employees to do the assigned tasks with interest and enthusiasm. Motivation is the work a manager performs to inspire and encourage people to take required action. According to Scott, “Motivation is a process of stimulating people to action to accomplish desired goals.” Motivation is a process which starts with a psychological or physiological need that initiates behavior that is aimed at achieving the goal.

Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform.

METHODS OF MOTIVATION:

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees' increased longevity with the company, improved productivity, and better morale.

Empowerment:

Giving employees more responsibility and decision-making authority increases their realm of control over the tasks for which they are held responsible and better equips them to carry out those tasks. As a result, feelings of frustration arising from being held accountable for something one does not have the resources to carry out are diminished. Energy is diverted from self-preservation to improved task accomplishment.

Quality of Life:

The number of hours worked each week by American workers is on the rise, and many families have two adults working those increased hours. Under these circumstances, many workers are left wondering how to meet the demands of their lives beyond the workplace. Often, this concern occurs while at work and may reduce an employee's productivity and morale.

Monetary Incentive:

For all the championing of alternative motivators, money still occupies a major place in the mix of motivators. The sharing of a company's profits gives incentive to employees to produce a quality product, perform a quality service, or improve the quality of a process within the company. What benefits the company directly benefits the employee. Monetary and other rewards are being given to employees for generating cost-savings or process-improving ideas, to boost productivity and reduce absenteeism.

Other Incentives:

Study after study has found that the most effective motivators of workers are nonmonetary. Monetary systems are insufficient motivators, in part because expectations often exceed results and because disparity between salaried individuals may divide rather than unite employees. Proven nonmonetary positive motivators foster team spirit and include recognition, responsibility, and advancement.

COMPANY PROFILE:

J.V.M Textile has a network of Printing, Weaving and stitching units under own setup. It is located in Perur of Karur district in Tamil Nadu- India. Furthermore J.V.M Textiles has a team of highly professional management and technical staff with standardized working system. J.V.M Textiles are in a continuous process of expansion, enhancement and incorporating the latest technological innovations in order to ensure that customers are served in the best way possible in quality home textiles.

Most importantly of all these, J.V.M textiles is proud of its driving force by dynamic, well qualified and highly skilled management having deep knowledge in all aspects of textile exports business. Established in 2010 as a fabric trading business house, J.V.M Textile soon became one of the Successful Business Leaders. J.V.M Textile Group, has a Good annual turnover every year. In a short time frame, the company has transformed itself from a supplier of basic bedding products to a India renowned supplier of Home Textile Products to top tier retailers and brands across Singapore.

The success behind quick production and Fast delivery is their composite unit. J.V.M Textiles, having production units of Weaving, Dyeing, Printing and Stitching and is capable of producing multi orders, fast and good quality products according to requirements. J.V.M textile’s stringent commitment to Global standards of Quality has seen them grow phenomenally over the last decade, to create a niche of their own, in the highly competitive world markets. Utmost care is taken to maintain Quality standards across all stages of production. This is made possible due to the state-of–the–art production facility.

STATEMENT OF THE PROBLEM:

J.V.M Textiles Company is very keen to find out the present degree of motivation among employees resulting from the existing practices adopted in motivating the employees. This will help to suggest relevant motivational techniques which will increase the motivational level and performance. Hence, this project is undertaken to know the present motivational level of the employees at J.V.M Textiles Company, an assessment of the motivational techniques and to suggest suitable measures to further enhance the same.

NEED OF THE STUDY:

• To help the organization to reach its goal

• To employ the skills ability of the workforce efficiently

• To increase the fullest employees job satisfaction and actualization

• To be ethically and socially responsive need for safety

OBJECTIVES OF THE STUDY:

• To study the level of employees’ motivation in J.V.M Textiles company Pvt. Ltd., Perur, Karur Dt

• To find out the employee’s current motivation position in the organization.

• To analyze the employees’ motivation in various factors.

RESEARCH METHODOLOGY:

• Data was collected via primary data. i.e Questionnaire

• Questionnaires were issued to some 50 employees at JVM Textiles Company

• The duration of the study spanned 3 months from January 2017 to March 2017

• Questionnaire had demographic variables amongst employees’ motivation in predetermined five dimensions mostly measured in linkert scale

• The tool used for analysis was Percentile Analysis

LIMITATIONS OF STUDY:

• Time factor was the major constraint because the researcher could not collect more data in a short period

• Respondent were reluctant to give unbiased opinion fearing the management

• The researcher had difficulty to get complete information with respect to some employees

LITERARTURE REVIEW:

Maslow’s Hierarchy of Needs Theory:

Maslow (1943) stated that people are motivated to achieve certain needs. When one need is fulfilled a person seeks to fulfill the next one, and so on. The earliest and most widespread version of Maslow's (1943, 1954) hierarchy of needs includes five motivational needs, often depicted as hierarchical levels- as depicted below:

Diagram 1

Maslow’s Theory states that the deficiencies of basic needs are said to motivate people when they are unmet. Also, the need to fulfill such needs will become stronger the longer the duration they are denied.

One must satisfy lower level basic needs before progressing on to meet higher level growth needs. Once these needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization.

Basic needs include food, water, medicine and shelter. Once a person attains basic needs, they try to protect it, thus require safety and security needs after which they require bonding and ties and elevate to a higher point to get social recognition on attainment which they realize their true selves- self actualization.

Maslow hierarchy of needs theory is accepted with criticisms that the most significant limitation of Maslow's theory concerns his methodology. Maslow formulated the characteristics of self-actualized individuals from undertaking a qualitative method called biographical analysis. Another criticism concerns Maslow's assumption that the lower needs must be satisfied before a person can achieve their potential and self-actualize.

Hence; for critics’ sake, other Psychological factors that affect a buyer’s purchasing process include:

Motivation:

Motivation is the driving force that causes the flux from desire to will in life. There are many theories on motivation including Maslow’s theory. Other theories include; Rational motivations , Intrinsic and extrinsic motivation, Push and pull, Self-control, Drives, Incentive theory, Escape-seeking, dichotomy model, Drive-reduction theory, Cognitive dissonance, Herzberg's two-factor theory, Alderfer's ERG theory, Self-determination theory, Temporal motivation theory, Achievement motivation, Cognitive theories, Goal-setting theory, Conscious motivation, Unconscious motivation , Thematic Apperception Test , Intrinsic motivation,

Perception:

Perception is a manner in which an individual understands something/anything. Perception can be shaped by many other factors such as education, peers, family, society, media, etc. Perceptions are molded in different ways for different individuals. Perception is deterred by three key factors; Selective Attention, Selective Distortion and Selective Retention.

Learning:

Learning comes through experience. An individual comes to know about a product and service after they use the same. An individual who is satisfied with a particular product/service will show a strong inclination towards buying the same product again. Yet again, an individual may learn the experience from another direct user of the product as well.

Beliefs and Attitude:

Beliefs and attitude play an essential role in influencing the buying decision of consumers. Individuals create a certain image of every product or service available in the market. Every brand has an image attached to it, also called its ‘brand image’. Consumers purchase products/services based on their opinions which they form towards a particular product or service. A product might be actually superior, but if the consumer feels it is insignificant, they would never buy it.

FINDINGS:

Based on Socio-demographic characteristics:

• 54.0% of the respondents are in the age of 25 to 35 years.

• 78.0% of the respondents are Female.

• 52.0% of the respondents have Four members.

• 56.0% of the respondents are married.

• 90.0% of the respondents are SSLC Qualified.

• 72.0 % of the respondents are getting their wages on weekly basis.

• 84.0 % of the respondents have their experience Less than 2 Years.

Based on Dimension of employee motivation:

• 64.0% of the respondents feels somewhat motivated in their Current Job.

• 66.0% of the respondents Strongly Agree that Management Shows interest for them to get Motivated.

• 50.0% of the respondents Agree that Management gives importance to the personal aspects of employees for them to get motivated.

• 38.0% of the respondents Agree that achieving task and recognition by management influence them to get motivated.

• 58.0% of the respondents Strongly Agree that Appreciation for the Work done made them to feel Motivated.

• 48.0%of the respondents Strongly Agree that Increase in employee morale helps them to get motivated.

• 50.0% of the respondents Agree that they are satisfied with the Salary.

• 44.0% of the respondents strongly agree that they are satisfied with present salary and wages paid.

• 42.0% of the respondents Agree that management revise salary periodically.

• 66.0% of the respondents strongly agree that Present Job provides them Satisfaction.

• 44.0% of the respondents Agree that Career development opportunities provided made them to get Motivated

• 46.0% of the respondents Agree that they feel Secured regarding their Job.

• 62.0% of the respondents Strongly Agree that they are satisfied with the support from the Management.

• 66.0% of the respondents Strongly Agree that they have and maintain cordial relationship with their co-workers and able to seek Support from the co-workers is helpful for them to get Motivated.

• 46.0% of the respondents Strongly Agree that they are recognized and respected for my experience, age and Qualification.

Distribution of the Respondents Based On Job Motivation:

Table 1. Source: Author’s Compilation

S.NO	JOB MOTIVATED	NO. OF RESPONDENTS	PERCENTAGE
•	VERY MOTIVATED	18	36.0
•	SOME WHAT MOTIVATED	32	64.0
Total		50	100.0

Chart Depicting Distribution Of Respondents Based On Satisfaction With The Present Salary / Wages

Diagram 2 Source: Author’s Compilation

SUGGESTIONS:

A man could be involved in his job more comfortably when he is satisfied with the organization. A whole-hearted person will help the company to achieve its goals. A few suggestions based on the study have been prepared to make the employees even more comfortable, happy and therefore more productive. To employ employee satisfaction, JVM Textiles Company could:

• Recognize Employees: By way of Spot Awards, Annual Achievement awards, outstanding performance award, Best Employee award etc.

• Communicate clear goals and expectations to your employees – The majority of employees want to be a part of a compelling future, want to know what is most important at work and what excellence looks like.

• Encourages open communication -You can get insight into what things are important to the employee by using surveys, suggestion boxes and team meetings. Be open-minded and encourage them to express their ideas and perspectives without criticism.

• Trust - Employees need to trust each other as well as their leadership.

• Build engagement – Show that you’re genuinely concerned about employees’ opinions and use social media as a communications tool to build engagement.

• Encourages innovation -Engaged employees are innovative. They’re always looking for a better way.

• Create a strong team environment - Strong employee engagement is dependent on how well employees get along, interact with each other and participate in a team environment.

• Provide constant feedback on the positives -When people know what they’re doing well, they’ll keep doing it – or, even better, do more of it.

• Give immediate feedback – Feedback is two way communications. It is the opportunity to share opinions and find solutions.

• Support employees in their work and growth –The Company can support employee growth by providing education and learning opportunities, cross training, coaching, and any other interactions that support employees’ personal development.

• Incentives – Incentives that should be matched to accountability and results.

CONCLUSION:

This study is an attempt to gain insight into the employee motivation in their job. The employees of J.V.M Textiles company Private Limited, Karur are exerting a great effort to perform because the present motivational techniques adopted by the company are proving to be in the desired direction. A satisfied employee will contribute more to the organization when compared to an unsatisfied employee.

To achieve motivate work force may take some time. But managers have many tools to help them to give motivation for employees. Employees are more motivated when they believe they are responsible for identifying and satisfying the needs of the customers, and when they believe the organization has the best interests of its customers in mind. Once the employee satisfaction is achieved, managers will find comfort knowing employee motivation is close at hand. Both satisfaction and motivation have direct effects on employee behavior.

When employees are motivated full heartedly, it will increase the performance as well as morale of employees in the organization. Suggestions were made to further improve the satisfaction and motivation level of the employees at J.V.M Textiles Company Private Limited, Karur.

REFERENCES:

1. Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-96.

2. Mike W. Peng (2006) Global Strategy. International Student Edition. Thomson South-Western

3. Philip Kotler, Marketing Management: Analysis, Planning, and Control, Prentice-Hall, 1967. (Subsequent editions 1971, 1976, 1980, 1984, 1988, 1991, 1994, 1997, 2000, 2003, 2006, 2009). Kevin Lane Keller Joined as co-author in 2006.

4. Ricky W. Griffin & Michael W. Putsay (2010) International Business. 6^th edition. New Jersey. Pearson

Received on 23.06.2017 Modified on 02.08.2017

Asian J. Management; 2017; 8(4):1216-1220.

DOI: 10.5958/2321-5763.2017.00184.6