Ijmet 10 01_075

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International Journal of Mechanical Engineering and Technology (IJMET)
Volume 10, Issue 01, January 2019, pp. 735–744, Article ID: IJMET_10_01_075
Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=01
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
© IAEME Publication Scopus Indexed
MOTIVATING FACTORS OF MECHANICAL
ENGINEERS IN THE AUTOMOBILE
COMPANIES IN CHENNAI – AN EMPIRICAL
STUDY
Dr.J.Rengamani
Professor, AMET Business School, AMET University, Chennai
ABSTRACT
Motivation is the corner stone of productivity in any organisation. Motivation helps
the employees to put in better efforts in achieving the tasks assigned to them. Motivation
may also alter the behavior of employees in the organisation affecting the productivity
drastically. Motivated employees may work in the efficient and effective manner thereby
increasing the productivity and quality of work in the automotive companies. The
commitment shown by the employees depends on how organizations consider the factors
of motivation offered to the employees. The poorly motivated employees may even end-up
in creating loss to the organizations. The reward that the employees get in the process of
achieving the goal or task matters very much to the productivity of work in the
organizations. There are a number of factors which are responsible for the productivity
of mechanical engineers in the automotive parts manufacturing companies. The common
motivating factors of employees would be salary, working environment, safety, job
security and reward. There are much more motivating factors which the employees
consider as vital to increase the productivity in the organizations. Even though it is really
difficult and also practically impossible to identify what really motivates employees but
to some extent the motivating factors can be figured-out for the benefit of the employees
and also for the organizations. The study attempts to identify the factors which are really
responsible in motivating the mechanical engineers in the production plant of the
automotive parts manufacturing companies located in and around Chennai.
Keywords: Motivation, Motivational Factors, Extrinsic Motivation, Intrinsic Motivation,
Productivity of Employees.
Cite this Article: Dr.J.Rengamani, Motivating Factors of Mechanical Engineers in the
Automobile Companies in Chennai – An Empirical Study, International Journal of
Mechanical Engineering and Technology, 10(01), 2019, pp.735–744
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&Type=01
1. INTRODUCTION
Motivation is a word which has been much talked about and also much researched about by the
modern day organizations. Motivation is the process of inspiring the ability of individuals to

Dr.J.Rengamani
proliferate the productivity for the benefit of the organizations. In other words, motivation will
make the employees to work better thereby there will be an increase in the productivity of
achieving goals and tasks in the organization’s. In the process of motivating the employees, the
inner drives are kindled among employees so as to make them work better and better. Motivation
will definitely escalates the energy level of employees in the organization’s thus increasing the
productivity in the organization’s. Most frequently, the productivity level is assessed by the level
of motivation. It essentially means that when the employees are motivated well by the
organization’s then the way in which the employees accomplishes the tasks would be really
astonishing whereas if the employees are not motivated properly then the way in which they work
will end-up in incomplete work. What really motivates employees in organizations is very
cumbersome to identify but for the benefit of the organizations, the factors of motivation must be
identified by the organisation in order to make the employees to work in the efficient manner so
as to increase the level of productivity. A factor which motivates one employee need not be the
motivating factor for other employees. There are basic factors of motivation through which many
employees can be motivated by the organizations but not all the employees.
Motivation is absolutely related to psychology of employees in the organizations. Some of
the motivational factors are psychological factors which are clearly having a link with what
individuals perceive in the organisation in the process of achieving the goals and tasks. When the
employees are psychologically satisfied with the facilities and the motivational factors offered by
the organisation in order to achieve the goals and tasks then the productivity level of employees
will definitely be on the higher side. Here the inner goals of employees will be matched with the
organizational goals and the commitment level of employees will definitely be really higher.
There is an inner force in every individual which is absolutely driving them to do the task or work
in a particular way. If the inner force is rightly tapped by the organisation then the individual will
attach themselves to the organisation and the productivity level will automatically increase. When
the employees are motivated more by the organisation then the employees will work in the
committed in the organisation. So there is a direct relationship between the way in which the
employees are motivated and the way in which they showcase their commitment.
Motivation will initiate the inner thinking of employees. The factors of motivation will
definitely kindle the attitude of employees. Salary is not the only motivating factor of employees
in the organisation. There are a number of factors of motivation through which the employees
can be motivated for the benefit of the organisation. There are a lot of needs for the individuals
in the organisation which will go unfulfilled. The unmet motivating factors will end-up in
dissatisfaction on the part of the employees and thereby the productivity of work in the
organisation will be reduced. Salary and incentives will motivate the employees to some extent
but there are other factors of motivation which will also be considered by the employees in the
organizations. One such motivating factor may be pride of doing the work in the organisation by
the employees. If the pride of doing the work is forfeited from the employees then the employees
will show case only less commitment towards achieving the goals and tasks.
There are a number of theories of motivation propounded by popular researchers around the
world. Among them the most inspiring work was done by Abraham H.Maslow, in which he
propounds that the people will satisfy the basic needs before proceeding to the next level of
motivational need. There are a number of other motivational theories which talk about the
intrinsic, extrinsic and altruistic motivational factors. Many researchers have done researches
months together to identify which are all those factors which really motivate individuals in the
organizations. The extrinsic motivational factors are concerned with the behavior of employees
in an organisation to accomplish the task or goal to get reward or otherwise there may be every
possibility of getting punished for not accomplishing the task. The extrinsic motivational factor

Motivating Factors of Mechanical Engineers in the Automobile Companies in Chennai – An Empirical
Study
can be used for the welfare of the organisation by following good reward system for the
employees in the case of exemplary work done by the employees.
In the case of intrinsic motivational factors, the employee’s desire must be kindled in order
to get things done from the employees. This essentially means that the employees are not working
for any sort of reward when the goals or tasks are accomplished but the employees work for the
sake of inner drive towards accomplishing the task given to them. This will lead to pride in
accomplishing the task by the employees. The intrinsic behaviour pattern of employees must be
properly identified by the organisation for the purpose of achieving the organisational
commitment. The introjected motivation is a type of intrinsic motivation wherein the employee
will have a guilty feeling if the task or goal given to the employee is not accomplished as per the
specification. The inner guilt feeling will drive the employee to work better towards the
achievement of tasks. Even though the organisation cannot directly do anything in the case of
introjected motivational factor but it can kindle the mind of the employee by making them pride
of doing the task assigned to them. There is yet another type of motivational factor called as
Identified motivational factor. In this type of motivational factor, the employee is yet to identify
whether the task assigned to him or her to achieve or not. The employees who belong to this
category of motivation, must be carefully handled by the organisation and when the organisation
motivates the employees in the slightest manner then the employees will work towards
accomplishing the task or goal assigned to them.
The fringe benefits offered to the employees such as salary, car allowance, housing allowance,
medical allowance, pension fund, etc., may motivate the employees to the greater extent. But as
far as the current situation is concerned, it is really unknown whether the fringe benefits play any
role in motivating the employees to work better towards the accomplishment of goals and tasks.
Leaving aside the argument of whether the fringe benefits really motivates the employees or not,
what the organisation should do is to provide an appropriate compensation package so as to match
the industry standards. There are many possibilities to happen in the case of demotivated
employees or partially motivated employees because of the fact that the employee’s productivity
will be definitely affected or the attrition rate will be higher. The unmet needs of the employees
will make them to think whether to continue working in the current organisation or look for some
other organisation for better prospects. When the organisation fulfils the needs of the employees
then the problem of attrition rate can be drastically reduced.
The mechanical engineers in the automotive industry mainly deal with the production of
automobile parts such as brake discs, lever system, engine parts, wheel assembly parts, gear
system, etc. The production of automobile parts may be mainly handled by big automobile giants
or by smaller automotive companies which are involved in the production of smaller automotive
parts. The process of motivating the employees will become predominant in the case of
automotive companies since the nature of work in the production plant is really hard to describe
and when the employees are not kept motivated by the organisation then the employees will have
a sort of dissatisfaction towards the work which will end-up in the lower productivity level. It
becomes really essential on the part of the organisation to identify the factors which motivates
the employees.
2. LITERATURE REVIEW
Motivation is a widely explored topic and numerous studies have been done to determine
motivation importance and implementation. However, no studies have been identified that
investigate what motivators are most important to physicians and if physician leaders agree with
the importance physicians place on specific motivational aspects. The purpose of this paper is to
investigate this missed management learning opportunity. Generally, the responses were
surprisingly similar between physicians and physician leaders. The two statistically different

Dr.J.Rengamani
motivators – interesting work and job security – were ranked as more important by physicians
than the physician leaders. This suggests that leaders should be more attentive to ensuring variety,
challenge, and engagement is an active part of the physicians’ work. This also suggests that
managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that
staffing stability is a key goal for management. As Kovach (1987) suggests, as employees’
income increases, money becomes less of a motivator and as employees get older, interesting
work becomes more of a motivator (David Conrad, Amit Ghosh, Marc Isaacson, 2015).
Most employers today would like to have their employee’s motivated and ready to work, but
do not understand what truly motivates a person. Companies could be more efficient if the
employees had an invested interest in the future of the company. There are essential needs to be
met for a person, specifically an employee, to succeed in the workplace. I will examine different
theories of motivations, how they are relevant to the workplace, and how employers can
implement the theories to ensure happy and motivated employees. The most important theories
include: Maslow’s hierarchy of needs, Herzberg’s two-factor theory, Aristotle’s seven causes,
and the different types of motivation. Each theory is related in the fact that there are needs for all
people to meet. Every employee is at a different stage in their lives, which requires different
management techniques. It is shown that motivation must come from within the employee. The
theories investigated will help describe how managers can influence their employees to self-
motivate and produce the best work possible (Kelli Burton, 2012).
The research shows the motivational factors of the employees of KBL in general. The data
were obtained on the four factors of motivation i.e. promotion, financial reward, recognition and
others. Based on the research it was figured out that male employees look for career growth and
females are happy with the rewards. It was found that motivational factors could be different on
different age groups. The marital status could also affect the motivational factor. Motivation is
related to human psychology and it can be different from person to person. It is difficult to
understand the motivational factor of each individual through the sample group, but it gives the
general idea. The motivational factors could be understood through a detail study of human
behavior (Santosh Chapagai, 2017).
Four theories were taken into consideration to give an explanation to the question raised in
the problem formulation. These theories include: Maslow’s hierarchy of needs, Herzberg two
factor theory, John Adair fifty-fifty theory and Vroom’s expectancy theory. Furthermore, the
performance management process as a tool to measure employee performance and company
performance. This research equally looked at the various reward systems which could be used by
a company. In addition to the above, culture and organizational culture and it influence on
employee behaviour within a company was also examined (Akah Ndang William, 2010).
This thesis was a design to understand employee’s motivation from the human resource
management perspective. It would be unrealistic to say this project never had challenges in the
course of writing. This topic of study became an area of interest after the completion of the course
on human resource management. With the development of interest when in this course when I
did human resource management, I started to collect relevant literature on this subject area
interest. It wasn’t all that easy to have the relevant theories that will be applicable to this research
area. Since I gave myself enough time from the moment I develop an interest in this area study,
I went to the library to read extensively on this subject area. With such extensive reading I was
able to have the relevant theories and material to begin this research (Akah Ndang William,
2010).
Motivation is dynamic - it changes over time. It’s the line manager’s responsibility to identify
and react to these changes. Having a full understanding of what employees want to achieve as
individuals, and showing them how to do it, is the main principle that if followed will help to
build a strong, engaged and high performing team. Motivation is the reason that drives all of our

Study
actions. An individual expects that if they behave a certain way or perform certain tasks, they
will achieve their desired outcome. In the workplace, this outcome, as long as it’s positive, is the
driver that can impact if and how the tasks given to employees are performed. The key to reaching
the highest possible results lies in being able to identify the factors that drive each individual in
a workforce (Chris Bell, 2017).
3. RESEARCH OBJECTIVES
The objectives of the study are given below:
• To study the factors influencing the motivation of mechanical engineers in the
production plant of auto parts manufacturing companies in Chennai
• To study the relationship between the factors of motivation and the productivity of
mechanical engineers in the automotive companies in Chennai
3.1. RESEARCH HYPOTHESIS
In order to achieve the objectives, this article is organized around the following working
hypotheses:
H1: There is a significant difference in the factors influencing the motivation of mechanical
engineers in the automotive companies in Chennai
H2: There is a significant association between the factors of motivation and the productivity
of mechanical engineers in the auto parts manufacturing companies in Chennai
4. METHODOLOGY
The conceptual model of the empirical study to identify the factors of motivation which
influences the mechanical engineers in the auto parts manufacturing companies in Chennai is
given in Fig-1
Figure-1: Conceptual Model of the factors of Motivation
The empirical study of identifying the motivational factors of the mechanical engineers in the
auto parts manufacturing companies in Chennai was carried out by the researcher by considering
the mechanical engineers who are working in the auto parts manufacturing companies at various

Dr.J.Rengamani
designations in the production plants. The list of employees working in the companies formed
part of the sampling frame. The researcher had used the stratified random sampling method to
elicit information from the sample respondents based on the structured questionnaire. The sample
size decided to be collected was based on the sample size formula which turned out to be 150.
The questionnaire was administered to the employees of the companies to study the factors which
are motivating them while at work. The factors which are really motivating the employees was
measured based on psychographic study of the employees who are working at various levels of
the management. The sample responses was obtained by using five-point Likert scale from 1
(strongly disagree) to 5 (strongly agree). The reliability and validity of the data was tested by
using cronbach’s alpha test. The hypotheses were then tested by using independent t-test.
5. DATA ANALYSIS
The analysis of demographic factors of the sample respondents of the mechanical engineers
in the automotive companies in Chennai is given in Table-1. Based on the data given in Table-1,
it can be inferred that 41% of the respondents of the study were doing work related to engine
parts assembly in the case of type of work done by the employees and 43% of mechanical
engineers had the total years of experience in the automotive industry as 5-10 years. In the case
of the satisfaction level of the motivational factors followed by the organisation, the respondents
were satisfied to the tune of 49% and it is clear from the study that the factor which really
motivates the mechanical engineers of the automotive companies in Chennai would be the fringe
benefit factors with 47% followed by the job security and extrinsic motivational factors such as
rewards & awards. In the case of work culture in the organisation, 37% of the respondents were
very much satisfied followed by 23% of the respondents with the mere satisfaction of work
culture. Regarding the improvement in the performance of the employees if the organisation
motivates them appropriately, 41% of the respondents agreed strongly and this shows that when
the employees are motivated regularly then the employee’s productivity level will also be
increased. In the case of commitment towards work, 31% of the respondents specified that they
will be committed towards work based on the organization’s motivational efforts. But 29% of the
respondents specified that their commitment level will depend on the organizational motivational
level. Moreover, 19% of the respondents specified that their commitment to the organisation
depends on the extrinsic motivational factors such as rewards and awards and the remaining 21%
of the respondents specified that they are committed towards work unconditionally.
Table-1: Analysis of Demographic Factors
Demographic Factors Frequency Percentage
Type of Work done by the employees
Engine Parts Assembly 62 41
Brake Discs Production 21 14
Gear System Production 22 15
Crank Shaft Production and Assembly 16 11
Other automotive parts production 29 19
Total years of experience in the automotive industry
<2 years 14 9
2-5 years 28 19
5-10 years 65 43
10-15 years 35 23
>15 years 8 5
Are you satisfied with the motivational factors of the organisation
Very Much Satisfied 28 19
Satisfied 73 49

Study
Demographic Factors Frequency Percentage
Neutral 34 23
Not Satisfied 15 10
What really motivates you at work?
Fringe benefits 71 47
Extrinsic motivation 31 21
Intrinsic motivation 11 7
Job security 33 22
Don’t know 4 3
Are you satisfied with the work culture of the organisation?
Very much satisfied 55 37
Satisfied 35 23
OK 49 33
Dissatisfied 11 7
Will there be any improvement in your performance if the organisation motivates you appropriately?
Strongly Disagree 12 8
Disagree 15 10
Neither disagree nor agree 24 16
Agree 38 25
Strongly Agree 61 41
Are you committed to your work?
Yes, I am always committed to my work 31 21
Yes, I am committed based on organisational motivation 47 31
Yes, I am committed based on extrinsic motivation 28 19
No, I am not committed if I am not motivated 44 29
The factors of motivation were administered to the respondents through a structured
questionnaire and in order to test the reliability and validity of the constructs in the questionnaire,
Cronbach’s alpha values were calculated and found to be satisfactory for Compensation Package,
Organisational Policies, Safety Measures, Leave Benefits, Performance Appraisal, Incentives,
Awards and Rewards, Recognition, Promotion, Job Security with the alpha values such as 0.91,
0.89, 0.95, 0.85, 0.87, 0.85, 0.91, 0.88, 0.87 and 0.92 respectively.
Table-2: Independent t-test of the factors of Motivation
Factors of Motivation t-Value p-value
Compensation Package 3.91 0.002
Organisational Policies 3.37 0.012
Safety Measures 3.25 0.008
Leave Benefits 4.16 0.003
Performance Appraisal 3.47 0.011
Incentives 4.89 0.012
Awards and Rewards 3.88 0.018
Recognition 3.99 0.004
Promotion 3.24 0.005
Job Security 3.40 0.019
The first hypothesis H1 was tested by using independent t-test and the results are given in
Table-2. Based on the results, it can be inferred that the p-values of the factors of motivation are
less than 0.05 and this signifies that there is a significant difference in the factors influencing the
motivation of mechanical engineers in the automotive companies in Chennai. This means that the
factors such as Compensation Package, Organizational Policies, Safety Measures, Leave

Dr.J.Rengamani
Benefits, Performance Appraisal, Incentives, Awards and Rewards, Recognition, Promotion, Job
Security are the motivational factors on the part of the organization’s related to the automotive
companies in Chennai.
The second hypothesis H2 was tested by using correlation analysis and the results are given
in Table-3. It can be inferred from the results that the general factors of motivation such as Fringe
Benefits, Extrinsic Motivation, Intrinsic Motivation, Introjected Motivation, Identified
Motivation and the factors of productivity such as Timely completion of work, Quality of work,
Quantity of work completed, Improvement with regard to earlier assignment, Maintenance of
Benchmark standards, Increased efficiency are highly correlated and all the p-values are less than
0.05. This signifies that there is a significant association between the factors of motivation and
the productivity of mechanical engineers in the automotive companies in Chennai.
Table-3: Correlation Table between factors of Motivation and the factors of Productivity
General Factors of
Motivation
Factors of Productivity
FP1 FP2 FP3 FP4 FP5 FP6
Fringe Benefits
0.95
(0.004)
0.90
(0.001)
0.91
(0.002)
0.98
(0.001)
0.96
(0.003)
0.91
(0.004)
Extrinsic Motivation
0.89
(0.014)
0.90
(0.009)
0.88
(0.011)
0.81
(0.019)
0.91
(0.005)
0.92
(0.008)
Intrinsic Motivation
0.87
(0.015)
0.93
(0.005)
0.89
(0.014)
0.84
(0.012)
0.93
(0.006)
0.90
(0.009)
Introjected Motivation
0.89
(0.016)
0.82
(0.011)
0.82
(0.014)
0.89
(0.016)
0.92
(0.007)
0.89
(0.017)
Identified Motivation
0.92
(0.005)
0.89
(0.010)
0.83
(0.015)
0.92
(0.008)
0.91
(0.003)
0.92
(0.006)
(The numbers given in brackets are p-values)
FP1: Timely completion of work, FP2: Quality of work, FP3: Quantity of work completed,
FP4: Improvement with regard to earlier assignment, FP5: Maintenance of Benchmark standards,
FP6: Increased efficiency
6. CONCLUSION
The level of motivating the employees in any organisation depends on the policies that are
formulated by the organisation for the benefit of both the employees and organisation. The
employees’ commitment will ultimately become the commitment of the organisation in achieving
the best possible strategies in business. In the organizations such as automotive companies, it
requires a high level of commitment towards the employees in order to achieve the goals and
tasks. In order to make the employees work better, the organisation should continuously motivate
them by providing good pay, regular incentives, leaves, recognition for their work, rewards,
awards and a secured job. The motivated employee will feel satisfied and ultimately the
productivity of the employee will be definitely increased. Every employee in the organisation
will have a feeling that their work must be recognized and appreciated. When the organisation
recognizes the work done by the employees then the productivity level of mechanical engineers
will automatically go up. There are a number of companies which have understood the
psychology of the employees in accomplishing the tasks and goals. This will enable the
companies to motivate the employees on the regular basis. It is the ultimate responsibility of the
organisation to chart-out a plan to motivate the mechanical engineers. The organisation should
also know what exactly motivates the employees. It is not always the financial motivation which
will motivate the employees. It would be rather the belongingness and the care taken by the

Study
organisation will make the employees really motivated. The study has revealed that there is a
significant relationship between the factors of motivation and the productivity of employees.
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