Saritha Project

MOTIVATION AND SATISFACTION
I N D E X
S.
No.
Content
Page
No.
1 Introduction 1
2 Company Profe !
"
#iterature on
Moti$ation
2%
% &' Practice( at VSP !)
! Sur$ey * Anay(i( +,
) Finding( 1-!
+
Sugge(tion( *
Concu(ion(
1-,
, .i/iograp0y
1
2
INT'OD1CTION
Motivation has been one of the most widely discussed and researched topics in
the area of management literature for several decades. Both scholars and practitioners
have been heralding the importance of leaders to the revitalization and success of
organizational performance. Despite the great interest in the area of leadership, many of
the studies have been conducted on middle managers in organizations and primarily
concerned with the relationship between leaders and their followers.
In recent years the attention of much management research has been on executive
leadership involving C!s, senior executives, and the top management team.
xecutive leadership focuses on the executives who have overall responsibility for an
organization and are surrounded by ambiguity and complexity of the environment. It
also includes their characteristics, what they do, how they do it, and particularly, how
they affect firm outcomes. "n examination and understanding of top leaders can
increase an understanding of many organizational phenomena.
#he word $Motive% appeared in the nglish language around &'(( ".D. "nd the term
$Motivation% turned up in about &)(( ".D. *owever the issues of leadership are as old
as human civilization. "s soon as some individuals began dominating others,
organizing to fight aliens and protecting their own people, they emerged as +eaders. "s
part of Motivation research, there have been many attempts to understand effective
Motivation. ,ystematic research first focused on the trait theory. -esearchers have tried
to identify universal factors that are associated with successful leaders. #he subse.uent
research was concerned with trying to identify effective Motivation behaviour.
-esearch within this paradigm became /nown as behavioural school of Motivation
such as the Michigan ,tate 0roup and the !hio ,tate 0roup. -esearchers then began
examine the influence the process between leaders and others and then to a more
situational view of Motivation. #here also exists another group of Motivation theories
which on the role of the leader with certain responsibilities and functions.
3
NATURE OF THE STUDY:
Motivation is said to be a 1niversal 2henomenon. It has been a sub3ect of intense
debate and controversy among theorists, psychologists, historians and business
practitioners since the emergence of civilization. #here has been a ma3or controversy
whether Motivation should be viewed as a specialized role. !ne group of scholars view
Motivation as a great role with responsibility and functions. ,ome view in terms of
information process.
OBJECTIVES FOR STUDY:
&. #o study the theoretical framewor/ of Motivation
4. #o study the effectiveness of Motivation in 5,2.
'. #o /now the s/ills of the mployees and their proper implementation.
6. #o examine the impact of executive Motivation on organizational performance.
METHODOLOGY:
#he pro3ect entitled $Motivation% at 5isa/hapatnam steel plant and its impact on the
employees was carried out for eight wee/s at 5isha/hapatnam steel plant .#he study
was carried out by collecting7 analysing data collected both from primary and
secondary sources.
2rimary data collected by discussion with managers. " .uestionnaire was prepared and
administrated on a sample of 6( containing different level of employees.
#he data collected is analysed to /now the Motivation .ualities of different levels of
employees and their contribution towards the organization.
,econdary data is collected from company profile and internet regarding the industry
and also from boo/s.
4
LIMITATIONS:
In a study of this nature, the finding from the survey is based
on the perception of the respondents and they are influenced by
their own bias, values and experiences etc., while responding to
the survey or .uestionnaire.
*ence the proposed survey would also have such elements of
bias and individual values and beliefs. #herefore the finding of
the survey and resulted suggested future course of action may
have such normal limitation in the suitability and utility.
5

6
Chapter 2
RASHTRIA ISPAT NIGAM LIMITED
VISAKHAPATNAM STEEL PLANT
INTRODUCTION:
#he 0overnment of India has decided to set up an integrated ,teel 2lant at
5isa/hapatnam to meet the growing domestic needs of steel. 5isa/hapatnam ,teel
2lant was the effect of the persistent demands and mass movements. It is another step
towards increasing the country8s steel production.
#he decision of the 0overnment to set up an integrated steel plant was laid down by the
then 2rime Minister ,mt. Indira 0andhi. #he 2rime Minister laid the foundation stone
on 4(
th
9anuary &:;&.
5isa/hapatnam ,teel 2lant, the first coastal based ,teel 2lant of India is located, &< =M
,outh >est of city of Destiny i.e. 5isa/hapatnam. Bestowed with modern
technologies, 5,2 has a installed capacity of ' Million #onnes per annum of
+i.uid ,teel and 4.<?< Million #onnes of saleable steel. 5,2 has become the first
integrated ,teel 2lant in the country to be certified to all the three International
,tandards for .uality @I,!A:((&B, for nvironment Management @I,!A&6((&B C for
!ccupational *ealth C ,afety @!*,",A&)((&B.
7
#he pro3ect was estimated to cost to -s. ',):;.4) crores based on prices as on 6
th
Duarter of &:)&. *owever, on completion of the construction and commissioning of the
whole 2lant &::4, the cost escalated to -s.), ;?? crores based on prices as on 4
nd
Duarter of &::6.
1nli/e other integrated ,teel 2lants in India, 5isa/hapatnam ,teel 2lant is one of the
most modern steel plants in the country. #he plant was dedicated to the nation on &
st
"ugust &::4 by the then 2rime Minister, ,ri.2.5.Earasimha -ao.
Eew technology, largeAscale computerization and automation etc, are incorporated in
the 2lant at the international levels and attain such labour productivity the
organizational manpower has been rationalized. #he manpower in the 5,2 has
been limited to&;, ?(( employees. #he plant has the capacity of producing '.( million
tones of li.uid steel and 4.<?< million tones of saleable steel.
It has set up two ma3or Blast Furnaces, the 0odavari and the =rishna, which are the
envy of any modern steel ma/ing complex.
#he economy of a nation depends on core sector industries li/e iron and steel. ,teel is
the basic input for construction, machines building and transport industries. =eeping in
view the importance of steel the following integrated steel plant with foreign
collaborations was constructed in the public sector in the post independence era.
VISION:
#o be a continuously growing a world G class company we shall
*arness our growth potential and sustain profitable growth.
Deliver high .uality and cost competitive products and be the first choice of
customers.
Creative an inspiring wor/ environment to unleash the creative energy of
people.
"chieve excellence in enterprise management.
Be a respected corporate citizen, ensure clean and green environment and
develop vibrant communities around us.
8
MISSION H
#o attain &< million ton li.uid steel capacity through technological 1pAgradation,
operational efficiency and expansion7 augmentation of assured supply of raw materials7
to produce steel at international standards of cost and .uality and to meet the
aspirations of the sta/eholders.
9
OBJECTIVESH
xpand plant capacity to <.' Mt by 4(&&A&4, with the mission to expand further
in subse.uent phases as per the corporate plan.
-evamping existing blast furnaces to ma/e them energy efficient to
contemporary levels and in the process increase there capacity by &Mt, thus
total hot metal capacity to ;.? Mt
Be amongst top five lowest cost steel producers in the world.
"chieve higher levels of customer satisfaction
5ibrant wor/ culture in the organisation
Be proactive in conserving environment, maintaining high levels of safety and
addressing social concerns.
CORE VALUES:
C!MMI#ME#
C1,#M- ,"#I,F"C#I!E
C!E#IE1!1, IM2-!5ME#
C!EC-E F!- E5I-!EME#
C-"#I5I#I C IEE!5"#I!E
5,2 ta/es all necessary actions for the fulfilment of regulatory re.uirements. It has
decided departments for this purpose. nergy conversation, environmental
preservation, safety in wor/ place, and occupational health gets highest priority in the
company.
VSP Technolog: S!"!e # o$ # !he # A%!:
; meter tall Co/e !ven Batteries with co/e dry .uenching.
Biggest Blast Furnaces in the Country.
BellAless top charging system in Blast Furnace.
&(( J slag granulation at the BF Cast *ouse.
,uppressed continuous casting of li.uid steel.
10
$#emporal% and $,telmor% cooling process in +MMMC>-M respectively.
xtensive waste heat recovery systems.
Comprehensive pollution control measures.
M"&o% So'%ce( o$ R") M"!e%*"l(:
R") M"!e%*"l (o'%ce So'%ce
Iron !re +umps C Fines Bailadilla, M2
BF +ime ,tone 9aggayyapeta, "2
,M, +ime ,tone 1"
BF Dolomite Madharam, "2
,M, Dolomite Madharam, "2
Manganese !re Chipurupalli, "2
Boiler Coal #alcher, !rissa
Co/ing Coal "ustralia
Medium Co/ing Coal@MCCB 0ideKswangK-a3arappaK=argali
+"!e% S',,l:
!perational water re.uirement of '< M0D is being met from the I+-1 water
supply ,cheme.
Po)e% S',,l:
!peration power re.uirement of &)( to 4(( M> is being met through Captive 2ower
2lant. #he capacity of the power plant is 4)<.? M>. 5,2 is exporting <( M> power to
"2,B.
TECHNOLOGICAL HIGHLIGHTS OF VSP
First shore based integrated steel plant.
,elective crushing with pneumatic separation of coal blend.
11
; Meter tall Co/e !vens.
Dry Duenching of hot co/e and production of steam and power from hot inert
gases.
BaseAmix yard for the ,inter 2lant.
'4(( cu. m Blast Furnace having belledAless top e.uipment with conveyor
charging.
0ranulation of &((J molten slag at the Cast *ouse.
B.F. top pressure recovery turbine for power generation.
Desulphurization facilities for preAtreatment of hot metal.
MAJOR PRODUCTS OF VSP:
STEEL PRODUCTS
BY PRODUCTS BY PRODUCTS
Angles
Eut co/e 0ranulated slag
Billets Coal tar +ime fines
Channels "nthracene oil "mmonium sulphate
Beams *2 Eaphthalene
,.uares Benzene
Flats #oluene
-ounds Lylene
-e bars >ash oil
>ire rods Co/e dust
MAJOR DEPARTMENTS:
De,"%!-en!
Ann'"l C","c*!
./000 T1
Un*!( .230 MT S!"ge1
Co/e !vens 4,4<& 6 Batteries of <; !vens C ; Mtrs. height
,inter 2lant ?,4?<
4 ,inter machines of '&4 ,.. Mtr. grate area
each
12
Blast Furnace ',6(( 4 Furnaces of '4(( Cu. Mtr. volume each
,teel Melt ,hop ',(((
' +D Convertors each of &'' Cu. Mtr.
5olume and six 6 strand bloom casters
+MMM ;&( 6 stand finishing Mill
>-M )?( 4 x &( stand finishing Mill
MM,M )?( < stand finishing Mill
MAJOR DEPARTMENTS:
43 RA+ MATERIAL HANDLING PLANT .RMHP1:
5isa/hapatnam ,teel 2lant re.uires .uality materials viz, Iron !re, fluxes @lime stone,
dolomiteB, co/ing and nonAco/ing coals etc, to the tune of &4A&' mt for producing
'million tons of li.uid steel. #o handle such a large volume of incoming raw materials
received from different sources and to ensure timely supply of consistent .uality of
feed materials to different 5,2 consumers, raw material handling plant serves a vital
function. #his unit is provided with elaborate uploading, blending, stac/ingC
reclaiming facilities viz. wagon tipplers, ground and trac/ hoppers, stoc/ yards
crushing plants, vibrating screens, twin boom stic/ers and blender recliners.
53 COKEOVENS 6 COAL CHEMICAL PLANT .CO6CCP1:
Blast furnaces, the mother units of any steel plant re.uire huge .uantities of strong,
hard and porous solid fuel on the form of hard metallurgical co/e for supplying
necessary heat for carrying out the reduction and refining reactions besides acting as a
reducing agent.
Co/e is manufactured by heating of crushed co/ing coal @M 'mmB in absence of air at
temperature of &((( degrees centigrade and above for &< to &) hours. " co/e oven
comprises of two hollow chambers namely coal chamber and heating chamber a
gaseous fuel such as blast furnace gas7 co/e oven gas etc is burnt. #he heat so
generated is conducted through the common wall to heat and carbonize the co/ing coal
placed in the ad3acent coal chamber.
13
"t 5,2 there are three co/e oven batteries, ;mt tall and having <; ovens each. ach
oven is having a volume of 6&.<cu.mt C can hold up to '&.< tonnes of dry coal charge.
#he carbonization ta/es place at &(((A&(?( deg centi in absence of air for &< to &)
hours.
-ed hot co/e is pushed out the oven and sent to co/e dry cooling plants for cooling to
avoid its combustion. #here are three dry cooling plants @CDC2B each having a 6
cooling chambers.
#he capacity of each cooling chamber is ?( to ?4 #2* Eitrogen gas is used as the
cooling medium. #he heat recovery from nitrogen is done by generating steam and
expanding in two bac/ pressure turbines to produce ;.? powers each. #he coal
chemicals such as Benzene, tar, ammonium sulphate etc are extracted in coal chemical
plant from C! gas. #he gas is used as by product fuel by mixing it with gases such as
BF gas, +D gas etc.
23 SINTER PLANT .SP1:
,inter is a hard porous ferrous material obtained by agglomeration of iron ore fines,
co/e breeze, and lime stone fines, metallurgical wastes etc.
,inter is a better feedAmaterial to blast furnace in comparison to iron ore lumps and its
usage in blast furnaces help in increasing productivity, decreasing the co/e rate
Cimproving the .uality of the hot metal produced. ,intering is done in 4noas. !f
'&4s..mt, sinter machines of Dwight +loyd type by heating the prepared feed on a
continuous metallic belt made of pallets at &4((A&'(( deg c.&)
*ot sinter discharged from sintering machine is crushed to N?mmA?(mm size and
cooled before dispatching to blast furnaces. #he dust laden air from the machines are
cleaned in the scrubbers and electro static precipitators to reduce the dust contents to
&((mgKm' level before allowing to escape in to the atmosphere and thus helping in
maintaining a clean and dust pre environment.
73 BLAST FURNACES .BF1:
14
*ot metal is produced in blast furnaces which are tall vertical furnaces. #he furnace is
named blast furnace as it runs with blast with high pressure and temperature. -aw
materials such as sinterKiron oreK lumps, fluxes and co/e are charged from the top and
hot blast at &&(( deg c G &'(( deg c and ?.;? /g pressure is blown almost from the
bottom. #he furnaces are designed for )(J sinter in the burden.
5,2 has two '4(( cu. mt. blast furnaces e.uipped with 2aul worth bell less top
e.uipment with conveyor charging named as 0odavari and =rishna after the two rivers
of ".2.
#he two furnaces with novel curricular cast house and four tap holes each are capable
of producing :;(( tonnes of hot metal daily or '.6 million tonnes of low sulphur
annually.
83 STEEL MELT SHOP .SMS1:
,teel is an alloy of iron with carbon up to &.)J, hot metal produced in blast furnace
contains impurities such as carbon silicon manganese silver and phosphorus is not
suitable as a common engineering metal. #o improve the .uality the impurities are to be
eliminated by oxidation process.
15
5,2 produces steel employing ' no8s of top blown oxygen converters called +.D.
converters which is having &'' cu mitre. 5olume capable of producing 'million tones
of li.uid steel annually. +i.uid steel produced in +.D. converters is solidified in the
form of blooms in continuous bloom casters. #o homogenize the steel and to raise its
temperature if needed steel is first routed through, organ releasing station input
@in3ection refining and up temp.BK ladle furnaces.
93 LIGHT AND MEDIUM MERCHANT MILL .L3M3M3M31:
+MMM comprises of two units. In the billet down mill 4?( x '4(mm size blooms are
rolled into billets of &4? x &4? mm size. "fter heating them into two nos. of beam
furnaces of 4(( tones capacity each. #hese billets are supplied from this mill to bar mill
of +MMM and wire rod mill.
#he billets for rolling in bar mill or +MMM are first heated in two strand roller earth
furnace of 4(( tKh capacities to temp. !f &&?( deg c to &4(( deg c. the mill is facilitated
with temp. Core heat treatment technology evaporative cooling system in wal/ing
beam furnaces, automated piling and bundling facilities and computerization.
#his mill designed to produce ;, &(,((( tonnes per annum of various finished products
such as rounds, rebar8s, s.uares, flats, angles, channels.
93 +IRE ROD MILL .+RM1:
>ire rod mill is a four strand, 4? strands7 fully automated and sophisticated mill. #he
mill has a four zone combination type reheating furnace for heating the billets received
from billet mill or +MMM or rolling temp. of &4(( deg c. the mill produces rounds in
?.? G &4mm range and rebar8s in )A&4mm range. #he mill is e.uipped with standard and
retarded steamier lines for producing
*igh .uality wire rods in low medium and high carbon grade meeting the stringent
national and international standards.
:3 MEDIUM MERCHANT AND STRUCTURAL MILL .MM6SM1:
#his mill is a high capacity consisting of 4( strands arranged in three trains. #he feed
material to the mill is 4?( x 4?( mm size bloom which is heated to rolling temp. of
&4(( deg c in two wal/ing beam furnaces. #he mill is designed to produce ), ?(,(((
16
tones Kannum of various products such as rounds, s.uares, flats, angles, channels, tA
bars, I2 beamsKhe beams.
;3 ROLL SHOP 6 REPAIR SHOP .RS 6 RS1:
-oll shop C -epair shop is in the complex of -olling mills catering to the needs of
mills in respect of roll assemblies, guides little maintenance spares and roll pass design.
0eographically this dept. is in three areas as -oll shopA&, -oll shopA4 and "rea -epair
,hop. #he main activity of this shop is -oll pass Design, grooving of rolls,
assembly of rolls with bearings.
For the first time in the country, 5,2 has adopted CEC technology for grooving of
steel rolling mill rolls. *igh constant respective accuracy, higher productivity, use of
standard tool for any groove turning, elimination of the use of different templates,
easier to incorporate groove modification etc., are some of the advantages of CEC
lathes over the conventional one.
#he -oll 2ass design section ta/es care of design of grooves for development of
new sections, modification of existing pass designs for improving the productivity
and .uality. 2reparation of rolling schedules, groove detail and distribution and
template drags, part programming for grooving of rolls on CEC lathes. #his section
also loo/s after procurement of rolls, establishment and improvement of their
performance, failure analysis of rolls etc.
CHART PRODUCTION FLO+ CHART
17
R") M"!e%*"l(
H"n<*ng Pl"n!
Co=e O>en( 6
Co"l Che-*c"l
De,"%!-en!
Sinter Pant
Bl"(! F'%n"ce
Con>e%!e% Sho,
CCD
L*gh! Me<*'-
Me%ch"n! M*ll

18
Me<*'-
Me%ch"n! 6
S!%'c!'%"l M*ll
+*%e Ro< M*ll
E?PANSION PLAN:
2roduct
Capacity
2resent
@M#B
Future
"dditional Facilities nvisaged
*ot Metal 6.(( <.?(
Eew BF with ')(( Cum
capacity
Charger ,inter ?.4< ).?(
Eew ,inter 2lant of 6(( ,..m
area
+i.uid ,teel '.;( <.'(
,M,A4 with two &?( CuM
Converters, #wo < std Billet
Casters C !ne std -ound Caster
,aleable ,teel '.'6 ?.;4
>ire -ods &.(? &.<? Eew >-M of <((,(((K"nnum
Bars C ,tructural &.:? '.6(
Eew ,BM of ;?(,((( #K"nnum
Eew ,M of ;((,((( #K"nnum
,eamless 2ipes @ (.'(
,eamless #ube 2lant of '((,(((
#K"nnum
Poll'!*on Con!%ol Me"('%e( "<o,!e< *n VSP:
Defining the scope of its activities Incorporating all legal and
other re.uirements applicable to 5,2
"greeing to communicate its $significant aspects% to external
parties through an $"nnual -eport% each year
2roviding training to all contractors8 wor/ers @before starting any
wor/B and giving them a copy of the $2olicy on ,afety, *ealth C nvironment%
in ' languages
,tipulating the essential environmental re.uirements in the
$0eneral Conditions of Contract% for compliance by all suppliers of
e.uipmentKservices to 5,2
#he M, covers 6; departments viz. operation, maintenance and
service departments including the CI,F fire wing, training and development
centre and materials management department.
19

M"%=e!*ng Ne!)o%=:
5,2 has a wide networ/ of -egional !ffices and Branch !ffices spread across the
country for mar/eting of its products. #here are ? -egional !ffices and 4' Branch
!ffices. ,toc/ Iards are attached to each of the Branches. #hese are catering to the
needs and expectations of the customers in various segments. #he details of
-egional !ffices and Branch !ffices are brought out belowH
-egion
+ocation of -egional
!ffice
Branches
ast =ol/ata Bhuvaneswar, =ol/ata, 2atna
Eorth Delhi
"gra, Chandigarh, Dehradun,
Delhi, Faridabad, 0haziabad,
9aipur, =anpur, +udhiana
>est Mumbai
"hmedabad, Indore, Mumbai,
Eagpur, 2une
,outh Chennai
Bangalore, Chennai, =ochi,
Coimbatore
"ndhra 5isa/hapatnam *yderabad, 5isa/hapatnam
INDIAAS STEEL SCENARIO:
Indian ,teel industry has always remained isolated and protected by 0overnment,
where the steel industry was never expected to generate profit from business, but was
expected to provide employment to the unemployed. 2resently India is operating with
openAhearth furnaces. #he existing e.uipment, energy and labor in Indian ,teel
industry are much low than the developed countries
Indian ,teel industry generates a significant amount of waste materials, which can
cause environmental problems. #he four aspects of $>aste Management% namely
Aresidue reprocess, recycle and recovery do not hold much ground in the Indian ,teel
Industry. #he Indian companies cannot spend more for pollution control. #he energy
consumption per ton is ?(A&((J higher than that of the International norms
20
#he Indian steel industries have developed a bit in the recent years. #he production is
going on properly. Many techni.ues are being implemented in the steel industries. #he
country8s aim is to sell .uality steel. #he government is also helping the steel industries
in this basis. #he apparent consumption of steel is shown belowH
#he development of steel industry in India should be viewed in con3unction with the
type and system of government that had been ruling the country. #he production steel
in significant .uality started after a&::(. #he growth of steel industry can be
conveniently started by dividing the period into pre and post independence era. In the
period of pre Independence steel production was &.? million tones per year, which was
raised to :.( million tones of target by the seventies. #his is the present of the bold
steps ta/en by the government to develop this sector.
PROBLEMS OF STEEL INDUSTRY:
EonAavailability of good .uality raw material is another problem faced by iron and
steel industry. #he modern giant blast furnace needs highAgrade iron ore and good
metallurgical coal.
Further, the industry is unable to get good .uality co/e and manganese is which the
principal raw materials next to iron ore are unfortunately most of our resources of
manganese ore are of poor .uality besides the non availability of good .uality raw
material, regular supplies of raw materials are very much handicapped due to the
absence of good transport facilities. "nother problem faced by the steel industry related
to the difficulty in getting Linc supplies for the continuous galvanizing line.
LACK OF TECHNICAL PROBLEMS
Bhili had to execute orders for shipment of rails to Iran, ,outh =orea and Malaysia.
Because of technical limitations, -our/ela plant is unable substitute aluminum of Linc
for the production of galvanized sheet apart from source internal technical problems7
our technology in the field of steel production is not a developed one when compared to
other advanced countries. For instance, 9apan is production .uality steel in spite of
importing raw material and additional material from other country.
21
GOVERNMENT CONTROL AND PRICING POLICYH
,ince &:6&, India steel and iron industry was almost completely state regulated. Both
prices and distribution of steel were under the control of 0ovt. #he 0ovt. decided to
remove statutory control over the price and distribution of all, but a few categories with
effect from &
st
March &:<6 the 0ovt., supervise the steel and iron inducted according to
the recommendation of -a3a committee. But -a3 committee in fixing the steel price
didn8t regulate the price of the raw materials.
S!eel Pl"n!( )*!h Fo%e*gn Coll"Bo%"!*on(
S No Pl"n!
Coll"Bo%"!*on C","c*! o$ F*n*(he< S!eel
P%o<'c!(
& -our/ela ,teel 2lant >est 0ermany
4 Bhili ,teel 2lant rstwhile 1,,-
' Durgapur ,teel 2lant Britain
6 Bo/aro ,teel 2lant st. 1,,-
P%e(en! Scen"%*o o$ In<*"n S!eel In<'(!%:
India is uni.uely placed to become a very large producer and consumer of finished steel
products in the world. ,ubstantial reserves of high grade iron ore, low wage rates7
technical and managerial s/ills of a high order have all enabled India to gain this
stature, by becoming 6
th
largest producer of steel in the world. 1nfortunately for the
Indian steel industry, the price and distribution controls to which it was sub3ected till
about economic liberalization process began in the early &::(8s did not permit the large
Integrated steel plants to modernize their steel manufacturing facilities or to upgrade
their technologies to the state of art levels from time to time.
>ith the economic liberalization that was initiated in &::4, Indian steel Industry has to
accept the inevitable i.e. to appreciate the implications of low import duty rated, face
22
foreign competition and some how improve its strengths and competitive edge to
produce good .uality products at lower prices and learn to survive in the mar/et place.
Following liberalization, the steel Industry is well set on the path of globalization. #he
dynamics of the world steel industry has a close relation with Indian steel Industry.
2resently in India, ,teel products are being produced from four different sources viz.,
Integrated ,teel 2lants
Mini ,teel 2lants
-eArolling Mills
"lloy C ,pecial ,teel 2lants
Integrated ,teel 2lants have larger capacity and produce ,teel from basic raw materials
and the other three categories mentioned are characterized by low investment and low
brea/Aeven point.
Ch"%"c!e%*(!*c( o$ In!eg%"!e< S!eel Pl"n!(:
#hey have large capacities.
*ighly capital intensive.
#hey have long gestation period.
+abour intensive.
#hey would have all facilities including raw materials resources, water supply,
power supply, testing and inspection facilities, township facilities, medical,
educational and recreational etc.
Inter dependency of all the processing units on the proceeding and succeeding
units in the path of materials flow.
" potential source for earning foreign exchange through exports.
#hey serve as centers for the development of ancillary industries.
#hey are ma3or consumer of refractory materials.
The *n!eg%"!e< S!eel Pl"n!( *n In<*" "%e:
-our/ela ,teel 2lant
Bhilai ,teel 2lant
Bo/aro ,teel 2lant
23
Durgapur ,teel 2lant
Indian Iron and ,teel Company @II,C!B
#ata Iron and ,teel Company @#I,C!B
5isa/hapatnam ,teel 2lant @5,2B
E?IM POLICY .5005@091:
#o facilitate sustained growth in exports to attain a share of &J of global
merchandise trade.
#o stimulate sustained economic growth by providing access to essential raw
materials, intermediates, components, consumables and capital goods re.uired
for augmenting production and providing services.
#o enhance the technological strength and efficiency of Indian agriculture,
industry and services, thereby improving their competitive strength while
generating new employment opportunities, and to encourage the attainment of
internationally accepted standards of .uality.
#o provide consumers with good .uality goods and services at internationally
competitive prices while at the same creating a level playing field for the
domestic producers.
The Ne) In<'(!%*"l Pol*c Reg*-e:
#he Eew Industrial policy has opened up the iron and steel sector for private
investment by
@aB -emoving it from the list of industries reserved for public sector and
@bB xempting it from compulsory licensing.
Imports of foreign technology as well as foreign direct investment are freely permitted
up to certain limits under an automatic route. Ministry of ,teel plays the role of
facilitator, providing broad directions and assistance to new and existing steel plants, in
the liberalized scenario.
THE GRO+TH PROFILE
STEEL:
24
#he liberalization of industrial policy and other initiatives ta/en by the 0overnment
have given a definite impetus for entry, participation and growth of the private sector in
the steel industry. >hile the existing units are being modernizedKexpanded, a large
number of newKgreen field steel plants have also come up in different parts of the
country based on modern, cost effective, state ofAtheAart technologies.
"t present, total @crudeB steel ma/ing capacity is over ;4.;< Million Metric #ons stands
India, the 6
th
largest producer of steel in the world, has to its credit, the capability to
produce a variety of grades and that too, of international .uality standards. "s per the
ratings of the 2restigious $>orld ,teel Dynamics%, Indian *- products are classified in
the #ier II category .uality productsA a ma3or reason behind their acceptance in the
world mar/et. 1, 9apan have .ualified for the top slot, while countries li/e ,outh
=orea, 1," share the same class as India.
MARKET SCENARIO
#he year 4((6A(? was a remar/able one for the steel industry with the world crude steel
production crossing the one billion mar/ for the first time in the history of the steel
industry. #he world 0D2 growth about 6J lends supports to the expectations the steel
mar/et is all set for strong revival after prolonged period of depression .#he Indian
economy also become robust with annual growth rates of ;A) J this will provide a
ma3or boost the steel industry. >ith the nations focus on infrastructure development
coupled with the growth in the manufacturing sector, the Indian steel industry all set for
north ward movement. #he draft national steel police envisage production of <( Mt by
4(&4 and &&(Mt by4(4(, and annual growth rate of <A;J. "ll this should there fore
augur well for the Indian steel industry.
In!e%,%e!"!*onH #he operating profit of the company is in negative figures due to
losses faced by the company due to its indebtedness. #he company has ta/en loans and
it had to pay huge interests on those loans. But now the financial conditions are better
because the company had made net profit of `870 Crores for the year 4((:A&(.
S+OT An"l(*( o$ RINL:
25
#he strengths and wea/nesses of -IE+ brings forth the opportunities and threats facing
-IE+, with a view to buildings up on the strengths, exploiting the opportunities,
improving upon the wea/nesses and converting the threats into opportunities. #he
strengths, wea/nesses, opportunities and threats of -IE+ are as underH
S@STRENGTHS
,tateAofAtheAart technology
*igh commitment to achieve capacity levels
"reas of excellence
conomies of scale
*igh expansion potential
,trong commitment to conserve environment
+@+EAKNESSES
*igh capital rated charges
+ow return productAmix
2roductivity below international levels
2ractices not as par with international standards
O@OPPORTUNITIES
,hore based
,izeable export mar/ets
"ccess to import resources
2roximity to southern mar/ets
26
Increasing domestic demand due to thrust on infrastructure development
T@THREATS
-ising input costs
Increasing competition
,ensitive to exchange rate variation
2ossibility of import duties declining further
xcise duties continue to be high
+ac/ of alternative sources for ma3or raw materials
Ma3or mar/et place@Eorth C >estB located far off
Infrastructure continue to be inade.uate
5,28s stateAofAtheAart technology, high expansion potential and economies of scale
would be utilized for off setting the disadvantages of low return productAmix and high
capital related charges. ,hore based location of the company would promoted export
and import of .uality raw materials. 2roximity of 5,2 to southern mar/ets can help in
capturing larger mar/et share in south. 5,2 would meet the increasing competition
through its .uality products and customer orientation.
27

Chapter-3
28
M O T I V A T I O N
De$*n*!*on:
Motivation is a powerful tool in the hands of leaders. It can persuade convince and
propel 2eople to act.
internal state or condition that activates behaviour and gives it direction7
desire or want that energizes and directs goalAoriented behaviour7
Influence of needs and desires on the intensity and direction of behaviour.
Conce,! o$ -o!*>"!*on:
#he word $motivation% is often used to describe certain sorts of behavior. " definition
of motivationH M!#I5"#I!E C"E B DFIED ", " C!EC2# 1,D #!
D,C-IB #* F"C#!-, >I#*IE "E IEDI5ID1"+ >*IC* "-!1,,
M"IE#"IE "ED C*"EE+ B*"5I!1- #!>"-D, " 0!"+.
"nother way to say this is that M!#I5"#I!E I, 0!"+ADI-C#D B*"5I!1-.
>hile it is easy to see the things that a person does, it is much harder to guess at why
they are doing it.
,ince it is part of a manager8s to get their wor/ done through others, managers need to
understand why people do things @that is, what motivates themOB so that sheKhe can
convince their employees to wor/ towards the goals of the organization.
2erformance of any organization would results from the interaction of physical,
financial and human resources. #he first two are inanimate7 they are translated into
$productivity% only when the human element is introduced. In dealing with employees,
however, an intangible factor of will, volition or freedom of choice is introduced and
wor/ers can increase or decrease their productivity as they choose. #his human .uality
gives rise to the need for positive motivation.
29
DEFINITION AND CHARACTERISTICS OF MOTIVATION
De$*n*!*on@4:
In psychology, motivation refers to the initiation, direction, intensity and persistence of
behavior . Motivation is a temporal and dynamic state that should not be confused with
personality or emotion. Motivation is having the encouragement to do something. "
motivated person can be reaching for a longAterm goal such as becoming a professional
writer or a more shortAterm goal li/e learning how to spell a particular word.
2ersonality invariably refers to more or less permanent characteristics of an individualPs
state of being @e.g., shy, extrovert, conscientiousB.
De$*n*!*on 5:
#he word motivation is derived from the +atin word mover, meaning Qto move.Q #he
simplest definition of motivation is that it is force acting on or within a person that
QmovesQ the person to behave in a particular manner. #he force can come from within
@intrinsic motivationB as well as from outside @extrinsic motivationB of an individual.
>hen people are intrinsically motivated, they are influenced by internal and selfA
managed factors @feeling of accomplishment, en3oying what you doB. >hen people are
extrinsically motivated, they are influenced by external factors that are controlled by
others @money, praise, avoid negative conse.uencesB.
De$*n*!*on 2: Motivation is a combined effect of arousal, direction, intensity and
persistence .Clarification of definition A 0raph

30
Arous
al
Directio
n
Intensit
y
Persisten
ce
Motivation
is a
of of of o
f
o!"ine# e$ect
G%",h o$ -o!*>"!*on "( " co-B*n"!*on o$ $o'% ele-en!(
Mo!*>"!*on Ch"%"c!e%*(!*c(:
#here are several characteristics of motivation.
Gene%"l g%",h o$ <*$$e%en! ch"%"c!e%*(!*c( o$ -o!*>"!*on
31
Moti$ation
i( a
i(
an
i(
i( i(
%y&ot'etical
construct
Inferre#
state
In#ivi#ual Dyna!ic
Multifacete#
Cl"%*$*c"!*on o$ !he g%",h:
32
33
Motivation
Measure
#
("serve
#
Motives
Dyna!ic
'an)e over
ti!e
In#ivi#ual
are
ar
e
can
cause
not #irectly
"e
"e
Involves
*e'aviou
rs
o)nition A$ect
In+uence#
can
Multifacete#
"y
is

More detailed graph o diere!t "hara"teri#ti"# o $oti%atio!.
OBJECTIVES OF MOTIVATION:
#he purpose of motivation is to create conditions in which people are willing to wor/
with zeal, initiative, interest and enthusiasm, with a high personal and group moral
satisfaction, with a sense of responsibility, loyalty and discipline and with pride and
confidence in a most cohesive manner so that the goals of an organization are achieved
effectively.
THEORIES OF MOTIVATION:
Theo% ? A(('-,!*on(:
2eople inherently disli/e wor/
2eople must be coerced or controlled to wor/ to
"chieve ob3ectives
2eople prefer to be directed
34
Internal
(ne &ersons
#i$erent
!otives
,-ternal
*et.een
#i$erent
&ersons
!otives
can
"e
can
"e
on+ict
Theo% Y A(('-,!*on(:
2eople view wor/ as being as natural as play and rest
2eople will exercise selfAdirection and control towards achieving
ob3ectives they are committed to 2eople learn to accept and see/
responsibility
+HAT IS MOTIVATIONC
It is a general tendency to believe that motivation is a personal trait. ,ome people have
it and the others don8t. In practice, some are labelled to be lazy because they do not
display an outward sign of motivation. *owever, individuals differ in their basic
motivational drives. It also depends upon their areas of interest. #he concept of
motivation is situational and its level varies between different individuals and at
different times. If you understand what motivates people, you have at your command
the most powerful tool for dealing with them.
35
DEFINING MOTIVATION:
Motivation is to inspire people to wor/, individually or in groups in the ways such as to
produce best results. It is the will to act. It is the willingness to exert high levels of
effort towards organizational goals, conditioned by the efforts and ability to satisfy
some individual need.
Motivation is getting somebody to do something because they want to do it. It was once
assumed that motivation had to be in3ected from outside, but it is now understood that
everyone is motivated by several differing forces.
Motivation is a general term applied to the entire class of drives, desires, needs, wishes
and similar forces. #o say that managers motivate their subordinates is to say that they
do those things which they hope will satisfy these drives and desires and induce the
subordinates to act in a desired manner.
#o motivate others is the most important of management tas/s. It comprises the abilities
to communicate, to set an example, to challenge, to encourage, to obtain feedbac/, to
involve, to delegate, to develop and train, to inform, to brief and to provide a 3ust
reward.
36
Mo!*>"!*on I( The Ene%g*D"!*on O$ Go"l@O%*en!"!e< Beh">*o'%:
#he definition of motivation is to give reason, incentive, enthusiasm, or interest that
causes a specific action or certain behaviour. Motivation is present in every life
function. ,imple acts such as eating are motivated by hunger. ducation is motivated
by desire for /nowledge. Motivators can be anything from reward to coercion.
#here are two main /inds of motivationH intrinsic and extrinsic. Intrinsic motivation is
internal. It occurs when people are compelled to do something out of pleasure,
importance, or desire. xtrinsic motivation occurs when external factors compel the
person to do something. *owever, there are many theories and labels that serve as sub
tittles to the definition of motivation. For exampleH QI will give you a candy bar if you
clean your room.Q #his is an example of reward motivation.
" common place that we see the need to apply motivation is in the wor/ place. In the
wor/ force, we can see motivation play a /ey role in leadership success. " person
unable to grasp motivation and apply it will not become or stay a leader. It is critical
that anyone see/ing to lead or motivate understand Q*ewlett8s *ierarchy of >or/
Motivators.Q
37
,alary, benefits, wor/ing conditions, supervision, policy, safety, security, affiliation,
and relationships are all externally motivated needs. #hese are the first three levels of
Q*ewlett8s *ierarchyQ >hen these needs are achieved7 the person moves up to level
four and then five. *owever, if levels one through three are not met, the person
becomes dissatisfied with their 3ob. >hen satisfaction is not found, the person becomes
less productive and eventually .uits or is fired. "chievement, advancement,
recognition, growth, responsibility, and 3ob nature are internal motivators. #hese are the
last two levels of Q*ewlett8s *ierarchy.Q #hey occur when the person motivates
themselves @after external motivation needs are met.B "n employer or leader that meets
the needs on the Q*ewlett8s *ierarchyQ will see motivated employees and see
productivity increase. 1nderstanding the definition of motivation, and then applying it,
is one of the most prevalent challenges facing employers and supervisors. Companies
often spend thousands of dollars each year hiring outside firms 3ust to give motivation
seminars.
"nother place motivation plays a /ey role is in education. " teacher that implements
motivational techni.ues will see an increased participation, effort, and higher grades.
2art of the teacher8s 3ob is to provide an environment that is motivationally charged.
#his environment accounts for students who lac/ their own internal motivation. !ne of
the first places people begin to set goals for themselves is in school. "s/ any adultH
Q>hat is the main thing that motivates you.Q #heir answer will most li/ely be goals.
ven the simplest things in life are the result of goal setting. " person may say, QI want
to save '((.(( for a new #.5.Q >ell, that is a goal. ,chool is where we are most li/ely
to learn the correlation between goals, and the definition of motivation. #hat correlation
is what breeds success.
,o, as you can see, motivation is what propels life. It plays a ma3or role in nearly
everything we do. >ithout motivation, we would simply not care about outcomes,
means, accomplishment, education, success, failure, employment, etc.. #hen, what
would be the pointO
>endy 2an is an accomplished niche website developer and author. #o learn more about
definition of motivation, please visit ,elf Improvement and Motivation for current
articles and discussions.
38
41 Ach*e>e-en! Mo!*>"!*on
It is the drive to pursue and attain goals. "n individual with achievement motivation
wishes to achieve ob3ectives and advance up on the ladder of success. *ere,
accomplishment is important for its own sha/e and not for the rewards that accompany
it. It is similar to R=aizen8 approach of 9apanese Management.
.51 A$$*l*"!*on Mo!*>"!*on
It is a drive to relate to people on a social basis. 2ersons with affiliation motivation
perform wor/ better when they are complimented for their favourable attitudes and coA
operation.
.21 Co-,e!ence Mo!*>"!*on
It is the drive to be good at something, allowing the individual to perform high .uality
wor/. Competence motivated people see/ 3ob mastery, ta/e pride in developing and
using their problemAsolving s/ills and strive to be creative when confronted with
obstacles. #hey learn from their experience.
.E1 Po)e% Mo!*>"!*on
It is the drive to influence people and change situations. 2ower motivated people wish to
create an impact on their organization and are willing to ta/e ris/s to do so.
.71 A!!*!'<e Mo!*>"!*on
"ttitude motivation is how people thin/ and feel. It is their self confidence, their belief
in them, their attitude to life. It is how they feel about the future and how they react to
the past.
.81 Incen!*>e Mo!*>"!*on
It is where a person or a team reaps a reward from an activity. It is $Iou do this and you
get that%, attitude. It is the types of awards and prizes that drive people to wor/ a little
harder.
.91 Fe"% Mo!*>"!*on
Fear motivation coercions a person to act against will. It is instantaneous and gets the
39
3ob done .uic/ly. It is helpful in the short run.
I-,o%!"nce o$ -o!*>"!*on:
Most motivation theorists assume that motivation is involved in the performance of all
learned responses7 that is, a learned behaviour will not occur unless it is energized. #he
ma3or .uestion among psychologists, in general, is whether motivation is a primary or
secondary influence on behaviour. #hat is, are changes in behaviour better explained by
principles of environmentalKecological influences, perception, memory, cognitive
development, emotion, explanatory style, or personality or are concepts uni.ue to
motivation more pertinent.
The %el"!*on(h*, o$ -o!*>"!*on "n< e-o!*on:
motion @an indefinite sub3ective sensation experienced as a state of arousalB is
different from motivation in that there is not necessarily a goal orientation affiliated
with it. motions occur as a result of an interaction between perception of
environmental stimuli, neuralKhormonal responses to these perceptions @often labelled
feelingsB, and sub3ective cognitive labelling of these feelings @=leinginna and
=leinginna, &:)&bB. vidence suggests there is a small core of core emotions @perhaps
< or )B that are uni.uely associated with a specific facial expression @Izzard, &::(B.
#his implies that there are a small number of uni.ue biological responses that are
genetically hardAwired to specific facial expressions. " further implication is that the
process wor/s in reverseH if you want to change your feelings @i.e., your physiological
functioningB, you can do so by changing your facial expression. #hat is, if you are
motivated to change how you feel and your feeling is associated with a specific facial
expression, you can change that feeling by purposively changing your facial
expression. ,ince most of us would rather feel happy than otherwise, the most
appropriate facial expression would be a (-*le.
EF,l"n"!*on( o$ *n$l'ence(Gc"'(e( o$ "%o'("l "n< <*%ec!*on -" Be
<*$$e%en! $%o- eF,l"n"!*on( o$ ,e%(*(!ence
In general, explanations regarding the source@sB of motivation can be categorized as
either extrinsic @outside the personB or intrinsic @internal to the personB. Intrinsic
sources and corresponding theories can be further subcategorized as either
40
bodyKphysical, mindKmental @i.e., cognitive, affective, cognitiveB or
transpersonalKspiritual.
In current literature, needs are now viewed as dispositions toward action @i.e., they
create a condition that is predisposed towards ta/ing action or ma/ing a change and
moving in a certain directionB. "ction or overt behaviour may be initiated by either
positive or negative incentives or a combination of both. #he following chart provides a
brief overview of the different sources of motivation @internal stateB that have been
studied. >hile initiation of action can be traced to each of these domains, it appears
li/ely that initiation of behaviour may be more related to emotions andKor the affective
area @optimism vs. pessimism7 selfA esteem7 etc.B while persistence may be more related
to conation @volitionB or goalAorientation.
41
Theo%*e( o$ -o!*>"!*on:
Many of the theories of motivation address issues introduced previously in these
materials. #he following provides a brief overview to any terms or concepts that have
not been previously discussed.
42
So'%ce( o$ Mo!*>"!*on"l Nee<(
Beh">*o'%"lGeF!e%n"l elicited by stimulus associatedKconnected
to innately connected stimulus
obtain desired, pleasant conse.uences
@rewardsB or escapeKavoid undesired,
unpleasant conse.uences
(oc*"l imitate positive models
be a part of a group or a valued member
B*olog*c"l increaseKdecrease stimulation @arousalB
"ctivate senses @taste, touch, smell, etc.
Decrease hunger, thirst, discomfort, etc.
maintain homeostasis, balance
cogn*!*>e maintain attention to something
interesting or threatening
develop meaning or understanding
increaseKdecrease cognitive
dise.uilibrium7 uncertainty
solve a problem or ma/e a decision
figure something out
eliminate threat or ris/
"$$ec!*>e increaseKdecrease affective dissonance
increase feeling good
decrease feeling bad
increase security of or decrease threats to
selfAesteem
maintain levels of optimism and
enthusiasm
con"!*>e meet individually developedKselected goal
obtain personal dream
develop or maintain selfAefficacy
ta/e control of onePs life
eliminate threats to meeting goal,
obtaining dream
reduce othersP control of onePs life
(,*%*!'"l understand purpose of onePs life
connect self to ultimate un/nowns
Beh">*o'%"lH
ach of the ma3or theoretical approaches in behavioural learning theory posits a
primary factor in motivation. Classical conditioning states that biological responses to
associated stimuli energize and direct behaviour. !perant learning states the primary
factor is conse.uencesH the application of reinforces provides incentives to increase
behaviour7 the application of punishers provides disincentives that result in a decrease
in behaviour.
Cogn*!*>eH
#here are several motivational theories that trace their roots to the information
processing approach to learning. #hese approaches focus on the categories and labels
people use help to identify thoughts, emotions, dispositions, and behaviours.
" first cognitive approach is attribution theory @*eifer, &:?)7 >einer, &:;6B. #his
theory proposes that every individual tries to explain success or failure of self and
others by offering certain Qattributions.Q #hese attributions are either internal or
external and are either under control or not under control. #he following chart shows
the four attributions that result from a combination of internal or external locus of
control and whether or not control is possible.
In!e%n"l EF!e%n"l
No Con!%ol AB*l*! L'c=
Con!%ol E$$o%! T"(= D*$$*c'l!
In a teachingKlearning environment, it is important to assist the learner to develop a
selfAattribution explanation of effort @internal, controlB. If the person has an attribution
of ability @internal, no controlB as soon as the individual experiences some difficulties in
the learning process, he or she will decrease appropriate learning behaviour @e.g., IPm
not good at thisB. If the person has an external attribution, then nothing the person can
do will help that individual in a learning situation @i.e., responsibility for demonstrating
what has been learned is completely outside the personB. In this case, there is nothing to
be done by the individual when learning problems occur.
43
" second cognitive approach is xpectancy theory @5room, &:<6B which proposes the
following e.uationH
HMo!*>"!*on I Pe%ce*>e< P%oB"B*l*! o$ S'cce(( .EF,ec!"nc1 J
Connec!*on o$ S'cce(( "n< Re)"%< .In(!%'-en!"l*!1 J
V"l'e o$ OB!"*n*ng Go"l .V"l"nceK V"l'e13L
,ince this formula states that the three factors of xpectancy, Instrumentality, and
5alance or 5alue are to be multiplied by each other, a low value in one will result in a
low value of motivation. #herefore, all three must be present in order for motivation to
occur. #hat is, if an individual doesnPt believe he or she can be successful at a tas/ OR
the individual does not see a connection between his or her activity and success OR
the individual does not value the results of success, then the probability is lowered that
the individual will engage in the re.uired learning activity. From the perspective of
this theory, all three variables must be high in order for motivation and the resulting
behaviour to be high.
#he third cognitive approach is cognitive dissonance theory which is in some respects
similar to dise.uilibrium in 2iagetPs theory of cognitive development. #his theory was
developed by +eon Fastener @&:?;B, as social psychologist, and states that when there
is a discrepancy between two beliefs, two actions, or between a belief and an action,
we will act to resolve conflict and discrepancies. #he implication is that if we can
create the appropriate amount of dise.uilibrium, this will in turn lead to the individual
changing his or her behaviour which in turn will lead to a change in thought patterns
which in turn leads to more change in behaviour.
44
S'--"%:
#o summarize the cognitive approaches, notice the relationship between >illiam 9amesP
formula for selfAesteem @Sel$@e(!ee- I S'cce(( G P%e!en(*on(B and the attribution and
expectancy theories of motivation. If a person has an external attribution of success,
selfAconcept is not li/ely to change as a result of success or failure because the person
will attribute it to external factors. +i/ewise, if the person has an InternalK"bility
explanation, his or her selfAconcept will be tied to learning to do a new activity .uic/ly
and easily @I do well because IPm naturally good at itB. If failure or difficulty occurs, the
person must .uic/ly lower expectations in order to maintain selfAesteem. *owever, if
the person has a InternalKffort explanation and high expectations for success, the
person will persevere @i.e., stay motivatedB in spite of temporary setbac/s because onePs
selfAesteem is not tied to immediate success.
Cognitive dissonance theory suggests that we will see/ balance or homeostasis in our
lives and will resist influences or expectations to change. *ow, then, does change or
growth occur. !ne source, according to 2iaget, is biological development. "s we
mature cognitively we will rewor/ our thin/ing and organizations of /nowledge @e.g.,
schemas, paradigms, and explanationsB to more accurately reflect our understanding of
the world. !ne of those organizations involves our explanations or attributions of
success or failure. "fter puberty, when biological change slows down considerably, it is
very difficult to change these attributions. It re.uires a longAterm program where
constant feedbac/ is given about how onePs behaviour is responsible for onePs success.
P(cho"n"l!*c Theo%*e(H
#he psychoanalytic theories of motivation propose a variety of fundamental
influences. Freud @&::(B suggested that all action or behaviour is a result of internal,
biological instincts that are classified into two categoriesH life @sexualB and death
@aggressionB. Many of FreudPs students bro/e with him over this concept. For example,
ri/son @&::'B and ,ullivan @&:<)B proposed that interpersonal and social
relationships are fundamental, "dler @&:):B proposed power, while 9ung @&:?', &::;B
proposed temperament and search for soul or personal meaningfulness.
45
H'-"n*(!*c Theo%*e(H
!ne of the most influential writers in the area of motivation is "braham Maslow
@&:?6B. "braham Maslow @&:?6B attempted to synthesize a large body of research
related to human motivation. 2rior to Maslow, researchers generally focused separately
on such factors as biology, achievement, or power to explain what energizes, directs,
and sustains human behaviour. Maslow posited a hierarchy of human needs based on
two groupingsH deficiency needs and growth needs. >ithin the deficiency needs, each
lower need must be met before moving to the next higher level. !nce each of these
needs has been satisfied, if at some future time a deficiency is detected, the individual
will act to remove the deficiency. #he first four levels areH
&B 2hysiologicalH hunger, thirst, bodily comforts, etc.7
4B ,afetyKsecurityH out of danger7
'B Belongings and +oveH affiliate with others, be accepted7 and
6B steemH to achieve, be competent, gain approval and recognition.
46
"ccording to Maslow, an individual is ready to act upon the growth needs if and only
if the deficiency needs are met. MaslowPs initial conceptualization included only one
growth needAAselfAactualization. ,elfAactualized people are characterized byH
&B Being problemAfocused7
4B Incorporating an ongoing freshness of appreciation of life7
'B " concern about personal growth
6B #he ability to have pea/ experiences. Maslow later differentiated the growth
need of selfAactualization, specifically naming two lowerAlevel growth needs
prior to general level of selfAactualization @Maslow C +ower, &::)B and one
beyond that level @Maslow, &:;&B. #hey areH
?B CognitiveH to /now, to understand, and explore7
<B "estheticH symmetry, order, and beauty7
;B ,elfAactualizationH to find selfAfulfilment and realize onePs potential7 and
)B ,elfAtranscendenceH to connect to something beyond the ego or to help others
find selfAfulfilment and realize their potential.
MaslowPs basic position is that as one becomes more selfAactualized and selfA
transcendent, one becomes more wise @develops wisdomB and automatically /nows
what to do in a wide variety of situations. Daniels @4((&B suggests that MaslowPs
ultimate conclusion that the highest levels of selfAactualization are transcendent in
their nature may be one of his most important contributions to the study of human
behaviour and motivation.
#he few ma3or studies that have been completed on the hierarchy seem to support the
proposals of >illiam 9ames @&):4K&:<4B and Mathes @&:)&B that there are three levels
of human needs. 9ames hypothesized the levels of material @physiological, safetyB,
social @belongingness, esteemB, and spiritual. Mathes proposed the three levels were
physiological, belongings, and selfAactualization7 he considered security and selfA
esteem as unwarranted. "lderfer @&:;4B developed a comparable hierarchy with his
-0 @existence, relatedness, and growthB theory. *is approach modified MaslowPs
47
theory based on the wor/ of 0ordon "llport @&:<(, &:<&B who incorporated concepts
from systems theory into his word personality
Al<e%$e%M( H*e%"%ch o$ Mo!*>"!*on"l Nee<(
Le>el o$ Nee< De$*n*!*on P%o,e%!*e(
0rowth
Impel a person to ma/e
creative or productive
effects on himself and
his environment
,atisfied through using
capabilities in engaging
problems7 creates a
greater sense of wholeness
and fullness as a human
being
-elatedness
Involve relationships
with significant others
,atisfied by mutually
sharing thoughts and
feelings7 acceptance,
confirmation, underA
standing, and influence
are elements
xistence
Includes all of the
various forms of material
and psychological
desires
>hen divided among
people one personPs gain
is anotherPs loss if
resources are limited
Maslow recognized that not all personalities followed his proposed hierarchy. >hile a
variety of personality dimensions might be considered as related to motivational needs,
one of the most often cited is that of introversion and extroversion. -eorganizing
MaslowPs hierarchy based on the wor/ of "lderfer and considering the
introversionKextraversion dimension of personality results in three levels, each with an
introverted and extroverted component. #his organization suggests there may be two
aspects of each level that differentiate how people relate to each set of needs. Different
personalities might relate more to one dimension than the other. For example, an
introvert at the level of !therK-elatedness might be more concerned with his or her
48
own perceptions of being included in a group, whereas an extrovert at that same level
would pay more attention to how others value that membership.
49
A Reo%g"n*D"!*on o$ M"(lo)M( "n< Al<e%$e%M( H*e%"%ch*e(
Le>el In!%o>e%(*on EF!%o>e%(*on
0rowth
,elfA"ctualization
@development of
competencies
S/nowledge, attitudes,
and s/illsT and characterB
#ranscendence @assisting in the
development of othersP competencies and
character7 relationships to the un/nown,
un/nowableB
!ther
@-elatednessB
2ersonal identification
with group, significant
others @BelongingnessB
5alue of person by group @steemB
,elf
@xistenceB
2hysiological, biological
@including basic
emotional needsB
Connectedness, security
"t this point there is little agreement about the identification of basic human needs and
how they are ordered. For example, -yan C Deci @4(((B also suggest three needs,
although they are not necessarily arranged hierarchicallyH the need for autonomy, the
need for competence, and the need for relatedness.#hompson, 0race and Cohen @4((&B
state the most important needs for children are connection, recognition, and power.
Eohria, +awrence, and >ilson @4((&B provide evidence from a sociobiology theory of
motivation that humans have four basic needs H@&B ac.uire ob3ects and experiences. @4B
Bond with others in longAterm relationships of mutual care and commitment. @'B +earn
and ma/e sense of the world and of ourselves7 and @6B to defend ourselves, our loved
ones, beliefs and resources from harm. #he Institute for Management xcellence
@4((&B suggests there are nine basic human needsH
security,
adventure,
freedom,
exchange,
power,
50
expansion,
acceptance,
community, and xpression.
Eotice that bonding and relatedness are a component of every theory. *owever, there
do not seem to be any others that are mentioned by all theorists. Fran/en @4((&B
suggests this lac/ of accord may be a result of different philosophies of researchers
rather than differences among human beings. In addition, he reviews research that
shows a personPs explanatory or attribution style will modify the list of basic needs.
#herefore, it seems appropriate to as/ people what they want and how their needs could
be met rather than relying on an unsupported theory. For example, >hitley @&::<B
advises having a person imagine what life would be li/e if time and money was not an
ob3ect in a personPs life. #hat is, what would the person do this wee/, this month, next
month, if he or she had all the money and time needed to engage in the activities and
were secure that both would be available again next year. >ith some followAup
.uestions to identify what is /eeping the person from happening now, this openAended
approach is li/ely to identify the most important needs of the individual.
#here is much wor/ still to be done in this area before we can rely on a theory to be
more informative than simply collecting and analyzing data. *owever, this body of
research can be very important to parents, educators, administrators and others
concerned with developing and using human potential. It provides an outline of some
important issues that must be addressed if human beings are to achieve the levels of
character and competencies necessary to be successful in the information age.
MaslowPs wor/ lead to additional attempts to develop a grand theory of motivation, a
theory that would put all of the factors influencing motivation into one model. "n
example is provided by +eonard, Beauvais, and ,choll @&::?B. #hese authors propose ?
factors as the sources of motivationH &B Instrumental Motivation @rewards and
punishersB, 4B Intrinsic 2rocess Motivation @en3oyment, funB, 'B 0oal Internalization
@selfAdetermined values and goalsB, 6B Internal ,elf ConceptAbased Motivation
@matching behaviour with internallyAdeveloped ideal selfB, ?B xternal ,elf ConceptA
based Motivation @matching behaviour with externallyAdeveloped ideal selfB.
51
Individuals are influenced by all five factors, though in varying degrees that can change
in specific situations.
Factors one and five are both externallyAoriented. #he main difference is that
individuals who are instrumentally motivated are influenced more by immediate
actions in the environment @e.g. operant conditioningB whereas individuals who are
selfAconcept motivated are influenced more by their constructions of external demands
and ideals @e.g., social cognitionB.
Factors two, three, and four are more internallyAoriented. In the case of intrinsic
process, the specific tas/ is interesting and provides immediate internal reinforcement
@e.g., cognitive or humanistic theoryB. #he individual with a goalAinternalization
orientation is more tas/Aoriented @e.g., humanistic or social cognition theoryB whereas
the person with an internal selfAconcept orientation is more influenced by individual
constructions of the ideal self @humanistic or psychoanalytic theoryB.
Soc*"l Le"%n*ng :
,ocial learning @or observationalB theory suggests that modelling @imitating othersB and
vicarious learning @watching others have conse.uences applied to their behaviourB are
important motivators of behaviour.
Soc*"l Cogn*!*onH
,ocial cognition theory proposes reciprocal determination as a primary factor in both
learning and motivation. In this view, the environment, an individualPs behaviour, and
the individualPs characteristics @e.g., /nowledge, emotions, cognitive developmentB both
influence and are influenced by each other two components. Bandura @&:)<, &::;B
highlights selfAefficacy @the belief that a particular action is possible and that the
individual can accomplish itB and selfAregulation @the establishment of goals, the
development of a plan to attain those goals, the commitment to implement that plan, the
actual implementation of the plan, and subse.uent actions of reflection and
modification or redirection. #he wor/ of "mes @&::4B and Dwec/ @&:)<B discussed
below is a ma3or component of social cognitive views on motivation.
52

T%"n(,e%(on"l o% S,*%*!'"l Theo%*e(:
Most of the transpersonal or spiritual theories deal with the meaningfulness of our lives
or ultimate meanings. "braham Maslow @&:?6B has also been influential in this
approach to motivation. !ther influential scholars included 0ordon "llport @&:??B,
5ictor Fran/l @&::)B, >illiam 9ames @&::;B, Carl 9ung @&:?', &::;B, =en >ilber
@&::)B.
Ach*e>e-en! -o!*>"!*onH !ne classification of motivation differentiates among
achievement, power, and social factors @see McClelland, &:)?7 Murray, &:'), &:6'B. In
the area of achievement motivation, the wor/ on goalAtheory has differentiated three
separate types of goalsH -"(!e% go"l( @also called learning goalsB which focus on
gaining competence or mastering a new set of /nowledge or s/ills7 ,e%$o%-"nce go"l(
@also called egoAinvolvement goalsB which focus on achieving normativeAbased
standards, doing better than others, or doing well without a lot of effort7 and (oc*"l
go"l( which focus on relationships among people @see "mes, &::47 Dwec/, &:)<7
1rdan C Maher, &::?B. In the context of school learning, which involves operating in a
relatively structured environment, students with mastery goals outperform students
with either performance or social goals. *owever, in life success, it seems critical that
individuals have all three types of goals in order to be very successful.
!ne aspect of this theory is that individuals are motivated to either avoid failure @more
often associated with performance goalsB or achieve success @more often associated
with mastery goalsB. In the former situation, the individual is more li/ely to select easy
or difficult tas/s, thereby either achieving success or having a good excuse for why
failure occurred. In the latter situation, the individual is more li/ely to select
53
moderately difficult tas/s which will provide an interesting challenge, but still /eep
the high expectations for success.
I-,"c!*ng -o!*>"!*on *n !he cl"((%oo-H,tipe/ @&:))B suggests there are a
variety of reasons why individuals may be lac/ing in motivation and provides a list of
specific behaviours associated with high academic achievement. #his is an excellent
chec/list to help students develop the cognitive component of their lives. In addition,
as stated previously in these materials, teacher efficacy is a powerful input variable
related to student achievement @2roctor, &:)6B.
#here are a variety of specific actions that teachers can ta/e to increase motivation on
classroom tas/s. In general, these fall into the two categories discussed aboveH intrinsic
motivation and extrinsic motivation.
In!%*n(*c EF!%*n(*c
o xplain or show why
learning a particular content or
s/ill is important
o Create andKor maintain
curiosity
o 2rovide a variety of
activities and sensory
stimulations
o 2rovide games and
simulations
o ,et goals for learning
o -elate learning to student
needs
o *elp student develop plan
of action
o 2rovide clear expectations
o 0ive corrective feedbac/
o 2rovide valuable rewards
o Ma/e rewards available
54
"s a general rule, teachers need to use as much of the intrinsic suggestions as possible
while recognizing that not all students will be appropriately motivated by them. #he
extrinsic suggestions will wor/, but it must be remembered that they do so only as long
as the student is under the control of the teacher. >hen outside of that control, unless
the desired goals and behaviours have been internalized, the learner will cease the
desired behaviour and operate according to his or her internal standards or to other
external factors.
Cle"%*ng U, Co--on M!h( "Bo'! E-,loee Mo!*>"!*on
#he topic of motivating employees is extremely important to managers and supervisors.
Despite the important of the topic, several myths persist AA especially among new
managers and supervisors. Before loo/ing at what management can do to support the
motivation of employees, itPs important first to clear up these common myths.
43 M!h N4 AA QI can motivate peopleQ Eot really AA they have to motivate themselves.
Iou canPt motivate people anymore than you can empower them. mployees have
to motivate and empower themselves. *owever, you can set up an environment
where they best motivate and empower themselves. #he /ey is /nowing how to set
up the environment for each of your employees.
53 M!h N5 AA QMoney is a good motivatorQ
Eot really. Certain things li/e money, a nice office and 3ob security can help people
from becoming less motivated, but they usually donPt help people to become more
motivated. " /ey goal is to understand the motivations of each of your employees.
23 M!h N2 AA QFear is a damn good motivatorQ
Fear is a great motivator AA for a very short time. #hatPs why a lot of yelling from
the boss wonPt seem to Qlight a spar/ under employeesQ for a very long time.
55
E3 M!h NE AA QI /now what motivates me, so I /now what motivates my employeesQ
Eot really. Different people are motivated by different things. I may be greatly
motivated by earning time away from my 3ob to spend more time my family. Iou
might be motivated much more by recognition of a 3ob well done. 2eople are not
motivated by the same things. "gain, a /ey goal is to understand what motivates
each of your employees.
73 M!h N7 AA QIncreased 3ob satisfaction means increased 3ob performanceQ
-esearch shows this isnPt necessarily true at all. Increased 3ob satisfaction does not
necessarily mean increased 3ob performance. If the goals of the organization are not
aligned with the goals of employees, then employees arenPt effectively wor/ing
toward the mission of the organization.
83 M!h N8 AA QI canPt comprehend employee motivation AA itPs a scienceQ
Eah. Eot true. #here are some very basic steps you can ta/e that will go a long way
toward supporting your employees to motivate themselves toward increased
performance in their 3obs.
B"(*c P%*nc*,le( !o Re-e-Be%
&. Motivating employee8s starts with motivating yourself it8s amazing how, if you hate
your 3ob, it seems li/e everyone else does, too. If you are very stressed out, it seems
li/e everyone else is, too. nthusiasm is contagious. If youPre enthusiastic about your
3ob, itPs much easier for others to be, too. "lso, if youPre doing a good 3ob of ta/ing care
of yourself and your own 3ob, youPll have much clearer perspective on how others are
doing in theirs.
" great place to start learning about motivation is to start understanding your own
motivations. #he /ey to helping to motivate your employees is to understand what
motivates them. ,o what motivates youO Consider, for example, time with family,
recognition, a 3ob well done, service, learning, etc. *ow is your 3ob configured to
support your own motivationsO >hat can you do to better motivate yourselfO
4. "lways wor/ to align goals of the organization with goals of employees as
mentioned above, employees can be all fired up about their wor/ and be wor/ing very
hard. *owever, if the results of their wor/ donPt contribute to the goals of the
56
organization, then the organization is not any better off than if the employees were
sitting on their hands AA maybe worse offU #herefore, itPs critical that managers and
supervisors /now what they want from their employees. #hese preferences should be
worded in terms of goals for the organization. Identifying the goals for the organization
is usually done during strategic planning. >hatever steps you ta/e to support the
motivation of your employees @various steps are suggested belowB, ensure that
employees have strong input to identifying their goals and that these goals are aligned
with goals of the organization. @0oals should be worded to be Q,M"-#-Q. More
about this later on below.B
'. =ey to supporting the motivation of your employees is understanding what motivates
each of them each person is motivated by different things. >hatever steps you ta/e to
support the motivation of your employees, they should first include finding out what it
is that really motivates each of your employees. Iou can find this out by as/ing them,
listening to them and observing them.
6. -ecognize that supporting employee motivation is a process, not a tas/
!rganizations change all the time, as do people. Indeed, it is an ongoing process to
sustain an environment where each employee can strongly motivate themselves. If you
loo/ at sustaining employee motivation as an ongoing process, then youPll be much
more fulfilled and motivated yourself.
?. ,upport employee motivation by using organizational systems @for example, policies
and proceduresB AA donPt 3ust count on good intentions
don8t 3ust count on cultivating strong interpersonal relationships with employees to help
motivate them. #he nature of these relationships can change greatly, for example,
during times of stress. Instead, use reliable and comprehensive systems in the
wor/place to help motivate employees. For example, establish compensation systems,
employee performance systems, organizational policies and procedures, etc., to support
employee motivation. "lso, establishing various systems and structures helps ensure
clear understanding and e.uitable treatment of employees.
57
+HAT MOTIVATES:
!ne approach to employee motivation has been to view QaddAinsQ to an individualPs 3ob
as the primary factors in improving performance. ndless mixes of employee benefits
Vsuch as health care, life insurance, profit sharing, employee stoc/ ownership plans,
exercise facilities, subsidized meal plans, child care availability, company cars, and
moreVhave been used by companies in their efforts to maintain happy employees in
the belief that happy employees are motivated employees.
Many modern theorists, however, propose that the motivation an employee feels toward
his or her 3ob has less to do with material rewards than with the design of the 3ob itself.
,tudies as far bac/ as &:?( have shown that highly segmented and simplified 3obs
resulted in lower employee morale and output. !ther conse.uences of low employee
motivation include absenteeism and high turnover, both of which are very costly for
any company. "s a result, Q3ob enlargementQ initiatives began to crop up in ma3or
companies in the &:?(s.
!n the academic front, #urner and +awrence suggested that there are three basic
characteristics of a QmotivatingQ 3obH
&. It must allow a wor/er to feel personally responsible for a meaningful portion of
the wor/ accomplished. "n employee must feel ownership of and connection
with the wor/ he or she performs. ven in team situations, a successful effort
will foster an awareness in an individual that his or her contributions were
important in accomplishing the groupPs tas/s.
4. It must provide outcomes which have intrinsic meaning to the individual.
ffective wor/ that does not lead a wor/er to feel that his or her efforts matter
will not be maintained. #he outcome of an employeePs wor/ must have value to
himself or herself and to others in the organization.
'. It must provide the employee with feedbac/ about his or her accomplishments.
" constructive, believable criti.ue of the wor/ performed is crucial to a
wor/erPs motivation to improve.
>hile terminology changes, the tenets of employee motivation remain relatively
unchanged from findings over half a century ago. #odayPs buzzwords include
58
Qempowerment,Q Q.uality circles,Q and Qteamwor/.Q "ll of these terms demonstrate the
three characteristics of motivating 3obs set forth in the theory of #urner and +awrence.
mpowerment gives autonomy and allows an employee to have ownership of ideas and
accomplishments, whether acting alone or in teams. Duality circles and the increasing
occurrence of teams in todayPs wor/ environments give employees opportunities to
reinforce the importance of the wor/ accomplished by members as well as receive
feedbac/ on the efficacy of that wor/.
In small businesses, which may lac/ the resources to enact formal employee motivation
programs, managers can nonetheless accomplish the same basic principles. In order to
help employees feel li/e their 3obs are meaningful and that their contributions are
valuable to the company, the small business owner needs to communicate the
companyPs purpose to employees. #his communication should ta/e the form of words
as well as actions. In addition, the small business owner should set high standards for
employees, but also remain supportive of their efforts when goals cannot be reached. It
may also be helpful to allow employees as much autonomy and flexibility as possible
in how their 3obs are performed. Creativity will be encouraged if honest mista/es are
corrected but not punished. Finally, the small business owner should ta/e steps to
incorporate the vision of employees for the company with his or her own vision. #his
will motivate employees to contribute to the small businessPs goals, as well as help
prevent stagnation in its direction and purpose.
MOTIVATION METHODS
#here are as many different methods of motivating employees today as there are
companies operating in the global business environment. ,till, some strategies are
prevalent across all organizations striving to improve employee motivation. #he 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 3ob design and
reward systems has resulted in employeesP increased longevity with the company,
improved productivity, and better morale.
EMPO+ERMENT:
59
0iving employees more responsibility and decisionAma/ing authority increases their
realm of control over the tas/s for which they are held responsible and better e.uips
them to carry out those tas/s. "s a result, feelings of frustration arising from being held
accountable for something one does not have the resources to carry out are diminished.
nergy is diverted from selfApreservation to improved tas/ accomplishment.
CREATIVITY AND INNOVATIONH
"t many companies, employees with creative ideas do not express them to management
for fear that their input will be ignored or ridiculed. Company approval and toeing the
company line have become so ingrained in some wor/ing environments that both the
employee and the organization suffer. >hen the power to create in the organization is
pushed down from the top to line personnel, employees who /now a 3ob, product, or
service best are given the opportunity to use their ideas to improve it. #he power to
create motivates employees and benefits the organization in having a more flexible
wor/ force, using more wisely the experience of its employees, and increasing the
exchange of ideas and information among employees and departments. #hese
improvements also create an openness to change that can give a company the ability to
respond .uic/ly to mar/et changes and sustain a first mover advantage in the
mar/etplace.
LEARNING:
If employees are given the tools and the opportunities to accomplish more, most will
ta/e on the challenge. Companies can motivate employees to achieve more by
committing to perpetual enhancement of employee s/ills. "ccreditation and licensing
programs for employees are an increasingly popular and effective way to bring about
growth in employee /nowledge and motivation. !ften, these programs improve
employeesP attitudes toward the client and the company, while bolstering selfA
confidence. ,upporting this assertion, an analysis of factors which influence
motivationAtoAlearn found that it is directly related to the extent to which training
participants believe that such participation will affect their 3ob or career utility. In other
words, if the body of /nowledge gained can be applied to the wor/ to be accomplished,
then the ac.uisition of that /nowledge will be a worthwhile event for the employee and
employer.
60
OUALITY OF LIFE:
#he number of hours wor/ed each wee/ by "merican wor/ers is on the rise, and many
families have two adults wor/ing those increased hours. 1nder these circumstances,
many wor/ers are left wondering how to meet the demands of their lives beyond the
wor/place. !ften, this concern occurs while at wor/ and may reduce an employeePs
productivity and morale. Companies that have instituted flexible employee
arrangements have gained motivated employees whose productivity has increased.
2rograms incorporating flextime, condensed wor/wee/s, or 3ob sharing, for example,
have been successful in focusing overwhelmed employees toward the wor/ to be done
and away from the demands of their private lives.
MONETARY INCENTIVE:
For all the championing of alternative motivators, money still occupies a ma3or place
in the mix of motivators. #he sharing of a companyPs profits gives incentive to
employees to produce a .uality product, perform a .uality service, or improve the
.uality of a process within the company. >hat benefits the company directly benefits
the employee. Monetary and other rewards are being given to employees for generating
costAsavings or processAimproving ideas, to boost productivity and reduce absenteeism.
Money is effective when it is directly tied to an employeePs ideas or accomplishments.
Eevertheless, if not coupled with other, nonmonetary motivators, its motivating effects
are shortAlived. Further, monetary incentives can prove counterproductive if not made
available to all members of the organization.
OTHER INCENTIVESH
,tudy after study has found that the most effective motivators of wor/ers 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. 2roven nonmonetary positive motivators foster
team spirit and include recognition, responsibility, and advancement. Managers, who
recognize the Qsmall winsQ of employees, promote participatory environments, and treat
61
employees with fairness and respect will find their employees to be more highly
motivated. !ne companyPs managers brainstormed to come up with '( powerful
rewards that cost little or nothing to implement. #he most effective rewards, such as
letters of commendation and time off from wor/, enhanced personal fulAfillment and
selfArespect. !ver the longer term, sincere praise and personal gestures are far more
effective and more economical than awards of money alone. In the end, a program that
combines monetary reward systems and satisfies intrinsic, selfAactualizing needs may
be the most potent employee motivator.
E M P L O Y E E M O T I V A T I O N
De$*n*!*on o$ E-,loee Mo!*>"!*on:
#he heart of motivation is to give people what they really want most from wor/. #he
more you are able to provide what they want, the more you should expect what you
really want, namelyH productivity, .uality, and service. mployee motivation is the
level of energy, commitment, and creativity that a companyPs wor/ers bring to their
3obs.
Fe"% *( " <"-n goo< -o!*>"!o%:
Fear is a great motivator AA for a very short time. #hatPs why a lot of yelling from the
boss wonPt seem to Qlight a spar/ under employeesQ for a very long time...
Inc%e"(e< &oB ("!*($"c!*on -e"n( *nc%e"(e< &oB ,e%$o%-"nce:
62
Increased 3ob satisfaction does not necessarily mean increased 3ob performance. If the
goals of the organization are not aligned with the goals of employees, then employees
arenPt effectively wor/ing toward the mission of the organization.
I<e"( "Bo'! +h"! E-,loee( +"n! F%o- +o%=
+h"! Peo,le +"n! F%o- +o%=:
,ome people wor/ for personal fulfilment7 others wor/ for love of what they do. #he
bottom line is that we all wor/ for money and for reasons too individual to assign
similarities to all wor/ers.
Ho) !o De-on(!%"!e Re(,ec! "! +o%=:
"s/ anyone in your wor/place what treatment they most want at wor/. #hey will li/ely
top their list with the desire to be treated with dignity and respect. Iou can demonstrate
respect with simple, yet powerful actions.
P%o>*<e Fee<B"c= Th"! H"( "n I-,"c!:
Ma/e your feedbac/ have the impact it deserves by the manner and approach you use
to deliver feedbac/. Iour feedbac/ can ma/e a difference to people if you can avoid a
defensive response.
63
T%'(! R'le(: The Mo(! I-,o%!"n! Sec%e!:
#rust forms the foundation for effective communication, employee retention, and
employee motivation and contribution of discretionary energy, the extra effort that
people voluntarily invest in wor/. >hen trust is present, everything else is easier.
"ccording to one of the universally accepted definitions of motivation, it is an internal
state of being, or an internal condition that activates one8s behaviour, giving it
direction. Motivation has also been defined as a desire or need which directs and
energizes behaviour that is oriented towards a goal.
"nother definition of motivation states that it is the influence of the needs and desires
on the intensity of behaviour and direction it will follow. #here is one more expert who
defined motivation as the arousal, direction, as well as persistence of one8s behaviour.
*owever, the fact remains that is rather difficult to clearly define motivation, as various
experts in the field have come to their varying conclusions through the years.
64

65
Chapter &
HR PRACTICES AT VSP
H'-"n Re(o'%ce M"n"ge-en!:
*uman resource initiatives at 5,2 are closely lin/ed to the corporate strategy of the
organization. 5,2 has harmonious industrial relations where the entire wor/force
wor/s as a wellA/nit team for the progress of the company. #he productive
environment prevailing in the company fosters an atmosphere of growth A both for the
employees and for the company. 5,2 has introduced multiAs/illing concept since
inception and the employees are trained to imbibe this. 5,2 has adopted a system of
overlapping shifts A the first of its /ind in the industry. #his system ensures smooth
changeover of the shifts and uninterrupted pace of operation of the plant during the
shift change over. #he labour productivity is currently ')4 tonnes K man K year G
unparalleled in the public sector steel industry.
M"n"ge-en! o$ In<'(!%*"l Rel"!*on(:
2resently, 4( registered #rade 1nions are functioning at 5,2. #here are &; unions
operating for espousing the cause of contract labour. In addition, two unions each are
also separately registered at our captive mines located at 9aggayyapeta and Madharam.
By and large, a smooth and cordial I- climate prevails at 5,2.
#he $Man days +ost% were brought to REI+8 since 4((' which indicates the peaceful
and harmonious industrial relations scenario in 5isa/hapatnam ,teel 2lant.
#he Code of Discipline adopted in the state of "ndhra 2radesh has envisaged
determination of Ma3ority union by way of secret ballot elections at an interval of every
4 years.
#ill date around ;? nos. of Memorandum of 1nderstandings @M!1B, Memorandum of
,ettlements @M!,B "round &&( nos. of 2articipative Fora are functioning at 5,2
1ni.ue informal and formal 0rievance -edressal ,ystems have been successfully
implemented in the organization
66
" separate section $Central mployees8 -elations% coordinates with respect to all I-
related issues
Joint participative / consultative fora
67
,hop floor
cooperation
committee
,hop floor
cooperation
committee
Central safety
committee
Central safety
committee
,ports council
,ports council
,hop floor
safety
committee
,hop floor
safety
committee
*oar# of
trustees
of P/ trust
*oar# of
trustees
of P/ trust
Board of
trustees of ,BF
trust
Board of
trustees of ,BF
trust
o!!unity
.elfare centre
co!!ittees
o!!unity
.elfare centre
co!!ittees
0o.n
#evelo&!ent
co!!ittee
0o.n
#evelo&!ent
co!!ittee
anteen
!ana)in)
co!!ittee
anteen
!ana)in)
co!!ittee
ManagementAunion interaction
with the recognised union
1 2 !a2or unions
3oint &artici&ative 4
consultative fora
Mana)e!ent
re&resentatives5
reco)nise# union
!e!"ers
3oint &artici&ative 4
consultative fora
Mana)e!ent
re&resentatives5
reco)nise# union
!e!"ers
HR Pol*c:
>e, at 5isa/hapatnam ,teel 2lant, believe that our employees are the most important
resources. #o realize the full potential of employees, the company is committed toH
2rovide wor/ environment that ma/es the employees committed and
motivated for maximizing productivity
stablish systems for maintaining transparency, fairness and e.uality in
dealing with employees
mpower employees for enhancing commitment, responsibility and
accountability
ncourage teamwor/, creativity, innovativeness and high achievement
orientation
2rovide growth and opportunities for developing s/ill and /nowledge
nsure functioning of effective communication channels with
employees
M"n Po)e% "( on 24@02@5044:
2or3( Pro4ect( Mine( Ot0er( Tota
56ecuti$e( 3262 344 109
1492 5207
Non 56ecuti$e( 11358 51 257
956 12622
Tota 5mpoyee( 17829
HR OBJECTIVES OF VISAKHAPATNAM STEEL PLANT:
#o provide initially a suitable match between employee competence level and
company8s wor/ re.uirements
#o foster an appropriate climate and culture which nurtures employee
competence and ade.uate motivational levels for the application of their
abilities to assigned 3obsKroles with re.uired commitment.
#o enable employees see/ greater identification with the company by fusing
management decisions and actions with the re.uisite care, concern and
developmental approach.
#o initially enable the employees and the organization achieve its mission and
ob3ectives and business goals through *-D.
68
FUNCTIONS OF H3R3M
Functions of *.-.M in 5isa/hapatnam steel plant is being carried out by following
departments.
aB TRAINING DEPARTMENT:
It gives training to employees on technical aspects li/e crane operations, medical
programs, preventive maintenances, computer education and safety programs.
bB PERSONNEL DEPARTMENT:
It deals with recruitment, wage and salary administration, industrial relations, corporate
social responsibility, welfare measures etc.
cB H3R3D:
It conducts inAhouse training programs at Centre for *.-.D and also nominates
employees for xternal training program sessions conducted outside 5,2. #his includes
sponsoring employees to various management development programs all over India.
dB M"n"ge-en! Se%>*ce( De,!:
It is a nodal department for coordinating various *- related activities li/e employee
involvement programmes through small group activities li/e Duality Circles, ?,A#he
wor/place management C ,ru3an 5i/as, apart from other employee motivational
activities li/e Incentives, ,pecial 2erformance "wards schemes are being designed,
implemented and monitored.
69
+ELFARE MEASURES IN VSP:
-ashtriya Ispat Eigam +imited, 5isa/hapatnam ,teel 2lant, considers human resources
as the most important of all the resources in the Company. Its development and
welfare have therefore been given the utmost emphasis in the overall policy of *uman
-esources Management of the Company. 2ursuant to this policy, 5,2 has ta/en
several initiatives for introducing and implementing ,tatutory as well as EonA,tatutory
>elfare schemes which together impart and propagate the feeling that the $Company
cares for its employees%.
Besides the ,tatutory >elfare Measures, the Company has been ta/en up the EonA
,tatutory >elfare and ,ocial ,ecurity ,chemes for the benefit of the employees and
their family members, which are detailed belowH
43 S!"!'!o% )el$"%e -e"('%e(:
C"n!een $"c*l*!*e(
B"B c%Pche
F*%(! "*< $"c*l*!*e(
+"!e%( coole%(
Le">e
M"!e%n*! Le">e
F"c!o%*e( "c!
G%"!'*!
+o%=-enA( co-,en("!*on
Con!%"c! L"Bo'% +el$"%e
70
53 Non S!"!'!o% )el$"%e -e"('%e(:
F"c*l*!*e( $o% E<'c"!*on
Schol"%(h*,
Me<*c"l $"c*l*!*e(
Ho'(*ng $"c*l*!*e(
+o%= <%e((
Veh*cle "<>"nce !o E-,loee(
Ho'(e B'*l<*ng "<>"nce
Mo!*>"!*on"l Sche-e(:
J")"h"% A)"%<(
S'gge(!*on Re)"%<(
Gn"n" P'%"(="% Yo&"n".GPY1
Incen!*>e Sche-e(
LTC G LLTC
Le">e Enc"(h-en!
F"c*l*!*e( $o% Rec%e"!*on
Co--'n*! +el$"%e Cen!e%( .C+C(1:
L*B%"%
U=='n"g"%"- Cl'B 6 S!eel Cl'B
71
P"%=(
A Eehru 2ar/ in ,ectorAIII
A Indira 0andhi 2ar/ in ,ectorA5III
A Dr B - "mbed/ar 2ar/ in ,ectorA5I
A Babu 9ag3eevan -am 2ar/ in ,ectorA5
A #enneti 2ar/ in ,ectorAIW
A ,warna3ayanthi 2ar/ near =B-
A /alavya 2ar/ in ,ectorAI
A Mahatma 0andhi 2ar/
,ports Facilities
,ports Complex
*ostel 0rounds
Eational Day Celebrations
Cultural and #re//ing "ctivities
CoAoperativesH
mployees Consumers8 CoAoperative ,tores
mployees Consumers8 CoAoperative #hrift C Credit
,ociety
SOCIAL SECURITY MEASURES:
,ome of the social security measures being ta/en implemented in 5,2 are
E-,loee(A $"-*l Bene$*! (che-e
RINL E-,loee(A S',e%"nn'"!*on Bene$*! F'n<
G%o', S">*ng( L*n=e< In('%"nce Sche-e
72
G%o', Pe%(on"l Acc*<en! In('%"nce Sche-e
Con!%*B'!*on $%o- Incen!*>e E"%n*ng(
T%">el*ngGT%"n(,o%! EF,en(e(
Me<*c"*< In('%"nce Pol*c $o% Re!*%e< E-,loee(
MOTIVATIONAL SCHEMES IN VISAKHAPATNAM STEEL PLANT
Non @ F*n"nc*"l Mo!*>"!*on"l Sche-e(3
Many a time, it is felt that a better motivated, wor/er needs less control. *owever, a
manager8s 3ob becomes easier if he can empower the employees to ta/e actions
appropriate for bettering his performance. #he employee empowerment can be done in
the following ways.
Duality circles
,uggestion ,chemes
9awaharlal "ward
Commendation +etter
mployee Instantaneous -ecognition ,cheme @I-,B
"ll these can be effectively used to involve employees in decision G ma/ing process.
9awaharlal award is given to an individual based on his contribution to the organization
in an assessment year, where as the Duality Circles and ,uggestion ,chemes may
involve a group of people. ,uggestion scheme may be applicable to an individual also
apart from a group of people.
#he above activities help in tapping human resources that is, potential of an individual
by satisfying hisH
,ecurity needs by support
,ocial needs by participation
go needs by recognition
73
,elf "ctualization by achievement and motivating him
2erformance based rewards.
74
O'"l*! C*%cle(
*uman beings are endowed with creative talents and Capabilities. #he success of an
organization to a large extent depends on how best the talents and s/ills of its wor/
force are harnessed for bringing improvements in production, productivity, .uality, cost
reduction etc, through their active participation.
Duality Circles @DCB is a widely recognized forum for participation for progress. DC is
a multi brains missionAan uni.ue solution. It is a path to success. #he DC concept is a
people building philosophy that can ma/e miracles in achieving excellence.
In 5,2 too, the DC movement, that forms a vital segment in the companyAwide #otal
Duality Management @#DMB. Implementation process is growing from strength to
strength since its inception in &::( and has started recognition at national level also for
its outstanding contributions.
Duality Circles is a voluntary group of people who meet together on a regular basis to
identify, analyze and solve wor/ related problems leading to improvement of their wor/
life participative.
#he most important theory in Duality Circles is that the members implement their own
solutions to the identified problems.
#his is of special interest to the organization, as this will create commitment,
harmonious wor/ environment, team spirit etc. Duality Circles philosophy is a people
building philosophy but not people using philosophy.
Duality Circles provide the following benefits to employeesH
!pportunity to use their limitless, untapped, capabilities for innovation
and improvement.
,elfA "ctualization in the wor/ they are doing by including an element
of awareness.
,elf G steem and ,elf Confidence and *uman #ouch at wor/ place.
Eecessary thrust to wor/ as a team C -ecognition by others.
75
76
#woAday wor/shop for
facilitatorKpromoter
#woAday wor/shop for
facilitatorKpromoter
!neAday wor/shop for
leaderKmembers
!neAday wor/shop for
leaderKmembers
*alfAaAday exposure programme
for new DC group
*alfAaAday exposure programme
for new DC group
A&&reciation &ro)ra!!e
for to& !ana)e!ent
A&&reciation &ro)ra!!e
for to& !ana)e!ent
2ublicity by
*ose 3ournals
1//u channel
2ublicity by
*ose 3ournals
1//u channel
2articipation in chapter, national
and international convention
2articipation in chapter, national
and international convention
"nnual function
Mementoes
ModelsKcase presentations
"nnual function
Mementoes
ModelsKcase presentations
6 for!ation
6 for!ation
I#enti7cation of
&ro"le!
I#enti7cation of
&ro"le!
Analysis
Analysis
8olution 4
i!&le!entation
8olution 4
i!&le!entation
Monitorin)
Monitorin)
9eco)nition
9eco)nition
7C tec0ni8ue(
Ne9 (e$en too(
7C tec0ni8ue(
Ne9 (e$en too(
7C tec0ni8ue(
Od (e$en too(
7C tec0ni8ue(
Od (e$en too(
Management (er$ice(
:ee;ly re&orts
Mont'ly re&orts
Annual re&orts
Management (er$ice(
:ee;ly re&orts
Mont'ly re&orts
Annual re&orts
6 I!&le!entation !o#el
In 5izag ,teel, DC initiative was launched in "pril &::( along with commissioning of
the first 1nit i.e. co/e oven battery and 5,2 is the first organization in 5isa/hapatnam
to start the DC movement
#ill the year 4((<, registration, submission of completed pro3ects and evaluation were
done manually and later introduced systematic !nline DC Management ,ystem
@DCM,B to propagate this people building philosophy and ma/e it more effective.
>hat motivates our employees to participate in a big way in the small group activity
areH
"ttractive mementoes
Cash rewards
DC talent shows
Dinner with top management @DC EI#B
2articipation at Eational Conventions
2articipation in International vents
"wards to best teams and facilitators
In order to select the best pro3ects, evaluation is carried out at two stages. !ne is at
department level and other at plant level
very year we conduct DC annual recognition function wherein we recognize 4? best
DC teams with Cash rewards, release DC compendium consisting best DC pro3ects,
arrange DC model exhibition, recognize best facilitators and best DC performing
departments and arrange best DC oral presentations before top management to
encourage the employees.
#he selected DC pro3ects at plant level are nominated to participate at different r
conventions.
In order to encourage the best DCs at national level, 5,2 nominates their employees to
participate at International conventions. ,o far 5,2 employees have participated at
International DC conventions held at Colombo, ,ingapore, ,outh =orea, Bali,
Indonesia, Bei3ing, China, Dha/a, Bangladesh and Cebu, 2hilippines. "nd this year our
teams are going to participate at *yderabad for International Convention on Duality
Concept Circles @ICDCCB.
#he number of DC pro3ects has increased tremendously from a mere ?& in &::(A:& to a
staggering 64;( in 4(&(A&&with an employee involvement of ?<.)J and the financial
savings are to the tune of IE- 4(.(? crores.
Sl.
No.
YEAR
NO.OF QC PROJECTS
TARGET
ACHIEVE
MENT
Savings in
Rs Lakhs
1 2008-09 3800 4251 1920
2 2009-10 3850 4277 1995
77
3 2010-11 3900 4270 2005
S'gge(!*on Sche-e:
"s told, $#hin/ analyze and suggest a way to become more competent %. ,uggestion
scheme activities have become a part of 5,28 s wor/ culture generating a sense of
achievement and confidence among its employees for bringing in improvement in all
the areas of production, productivity, yields, energy conservation, cost reduction,
techno economic factors etc., thus bringing in overall financial savings. #he
suggestions have also contributed in their own right for the achievement Ksurpassing the
rated capacities of production in the financial year 4((&A(4, which was luring for long.
#he success of any organization lies in motivating its wor/force to highest level of
excellence. $,-19"E 5I=",% is one such platform at 5izag ,teel. #he scheme, which
forms part of the $mployee involvement programme%, stimulates the innovative and
creative talents of its employees. $,ru3an 5i/as%, a suggestion reward scheme in 5,2 is
an important tool for encouraging the 5,2 collective to put forth the innovative s/ills
for continuous improvement.
S%'&"n V*="( G
#he ,uggestion -eward ,cheme was initially launched in 5isa/hapatnam ,teel 2lant in
&::' and it was revised in &::< with additional features to further motivate employees.

OBJECTIVES OF SUGGESTION SCHEME
#o provide an opportunity for creative thin/ing among employees and their
family members so as to utilize their full potential for advancement and to bring
about improvement in their day to day wor/ing through the application of their
experience and /nowledge
#o recognize the positive contribution made by employees in bringing about
such improvements
#o provide an additional forum for mutual coAoperation and collective
initiatives in fostering productionK productivity, reducing cost and improving
.uality.
78
79
FEATURES
&. "ll employees are eligible to participate in the scheme in the grade of A< and
below including trainees.
4. #he ,uggestion ,cheme is operated by 2ersonnel department and monitored by
Management ,ervices department
'. #wo tier evaluation
G 2rima facie valuation
A Lonal ,uggestion valuation Committee evaluation
6. #he suggestions accepted prima facie are given gift items of worth around
-s.'(. #he Lonal ,uggestion valuation Committee is empowered to reward
upto -s.4?((.
?. ,uggestions which are deserving scrutiny by "pex +evel valuation committee
may be rewarded upto -s.?,(((.
<. If any suggestion merits reward more than -s.?,(((, the same is sent to
Chairman cum Managing Director for approval who is empowered to reward
upto -s.&),(((KA
;. #he functional heads review the suggestions status on monthly basis.
). =eeping in view the number of rewarded suggestions given by the suggestor
and the .uality and value of such suggestions, one gold medal @&? grams, 44
caratsB to the best suggestor and one silver medal @&?( gramsB to the next best
suggestor are presented during -IE+ formation day celebrations every year.
#hree trophies are awarded, based on highest number of rewarded suggestionsK
employeeKyear to best performing departments viz., one in main production
units, one in services depts. and one in Eon wor/s dept.
80
Process 'art of 8u))estion 8c'e!e
81
9e.ar# 9s< 50004=
9e.ar# 9s<
20004=
8u))estion in
&rescri"e# for! 8u))estion
*o-
ollecte# "y
onvenor >.ee;ly?
9ecor# #etails4sen#
ac;no.le#)e!ents
Pri!a facia
evaluation
@ifts .ort' 9s< 254=
8en# infor!ation to
su))ester
A8, ,valuation
Acce&te#
9e2ecte#
/or.ar#e# to
AB8, convener
8en# I( to / 1 A
for c'eCues
,valuation "y AB8,
/or.ar#e# to MD
o!!unicate
to convener
A8,
More t'an
9s< 50004= .ort'
'eCues
9e.ar# to
su))ester
an# ot'ers
5S WORKPLACE MANAGEMENT
I. Background
5S, an integrated Japanese concept for Work Place Management, is a scientifc
approach for efective organization of work place through the participation of
the employees.
Five S has become a management philosophy, as orderliness has become an
important requirement. Modern developments call for high level of process
accuracy, clean atmosphere, proper maintenance, understanding and proper
training. Hence 5S has gained paramount importance.

In line with the objectives of the company, 5S had been introduced in VSP in
Jan 2004.
Initially the concept was implemented in two departments like Steel Melt Shop
and Central Stores as pilot departments under the guidance of QCFI.
After the fruitful implementation in these two departments, the philosophy
has been extended to other departments in a phased manner.
II. 5S Concept
Five Steps i.e., Seiri, Seiton, Seiso, Seiketsu, Shitsuke each starting with S,
are to be taken for ensuring proper organization, neatness, cleanliness,
standardization and discipline in work place for sustained house keeping and
management practices.
Promotional Activities
Conducted Slogan, Poster and Quiz competitions to create awareness.
Organized special suggestion campaigns on 5S to involve more
employees.
Conducted inter-departmental/zonal competitions on 5S to induce
competitive spirit.
82
Organized exposure programmes for the establishments and house
wives of Ukkunagaram.
Conducted awareness programmes for all the unions and CISF
personnel.
5S corners were started for the display of visual improvements by
adopting 5S.
Extended the concept to schools like DPS and DePaul School
Conducted best 5S home competition in township.
Arranged visits to 5S implemented organizations like NTPC, LGPI,
Amara Raja Batteries, Intimate fashions-Chennai etc to understand the
best practices w.r.t. Work Place management.
J")"h"%l"l Neh%' A)"%<:
#his award aims at creating a climate in the organization wherein employees would be
encouraged to understand, practice and enforce the essentials of a productive wor/
culture and achieve consistently good performance levels. #hese awards are only for
individual contributions.
#his award covers all regular non G executives and executives of 5,2 who have put in
three years of service.
Co--en<"!*on Le!!e%(:
Commendation letters are given to all the employees employed in the industry. +etters
of commendation are given wheneverH
#he employees exhibit the best performance,
#he employees are promoted to higher positions,
#he employees exhibit courage in saving the company and the coA
employees from accidents in the company etc.
#hese commendation letters are li/e a pat of encouragement to the employee to get
motivated, to wor/ for the company sincerely, honestly and to ta/e part in its
development. "lthough it is a letter appreciating the wor/ done for the company, it
creates a feeling of belongingness of the company, which is very important for every
83
industry to extract the s/ills and efficiencies of the employees to increase its share of
profits.
E-,loee In(!"n!"neo'( Recogn*!*on Sche-e .EIRS1:
mployee Instantaneous -ecognition ,cheme @I-,B has come into force on &A)A4(('.
It has come into force with the approval of Competent "uthority.
OB&ec!*>e: #o provide instant recognition and encouragement to employees for
achieving outstanding performance and showing individual initiative.
#o empower *ead of the Department @*!D8 sB to give recognition to such employees
as said above.
F*n"nc*"l Mo!*>"!*on Sche-e(:
"n incentive or reward can be anything that attracts an employee attention and
stimulates him to wor/.
It is related with wage payment plans, which tie wages directly or indirectly to
standards of productivity or to the profitability of the organization or to both criteria.
Incentives are monetary benefits paid to wor/men in recognition of their outstanding
performance. #he International +abour !rganization @I+!B refers to incentives as
Rpayment by results8.
F*n"nc*"l -o!*>"!*on (che-e( *ncl'<eH
&. Incentive ,cheme
4. ,pecial 2erformance "ward ,cheme
'. 2erformance +in/ed Bonus ,ystem @2+B,B
#he above mentioned schemes are in monetary terms ie., they are related with
wage payment based on their out standing performance.
Incen!*>e Sche-e(:
84
#he incentive scheme is called as 2erformance Based Incentive ,cheme @2BI,B. #he
scheme covers all employees up to the grade A? and below including trainees posted
on the 3ob training.
85
S,ec*"l Pe%$o%-"nce A)"%< Sche-e .SPAS1:
!b3ective of the schemeH
#o provide ample opportunity to employees in the wor/s area for
achieving outstanding performance and setting new trends by utilizing
their courage K bravery, ingenuity and capabilities through individual
initiative, dynamism or #eam >or/.
#o recognize such excellent contribution made by the employees either
individually or in a group for the growth K interest of the company.
#o give an impetus to the active participation of employees in
safeguarding the interests of the company, coAemployees and in carrying
out experimental K innovative K exemplary activities for development of
company.
Pe%$o%-"nce L*n=e< Bon'( S(!e- .PLBS1:
In this system the executives and nonAexecutives get the cash in the form of Bonus
every year, which is termed as 2erformance +in/ed Bonus ,ystem @2+B,B. ,ome,
percentage of profits earned by the company are distributed to the employees of 5,2.
#his system was started in the year &:::A4(((.
O!he% Mo!*>"!*on Sche-e(:
Ma3or percentage of motivation methods, are in the form of cash. )(J of motivation
methods are in the form of cash.
#he other motivational methods are giving out the gifts. #hese gifts are either
/itchenware, household utensils etc. these gifts cost about rupees '(( to rupees 6((.
,ometimes these will be given to all the &;,((( employee manpower in 5,2 or
sometimes these will be presented to some sections or departments li/e Duality Circles,
M, department, #CDC department etc. #he family members of the best performer of
the sections will be called and honored in a meeting. #his system encourages and
86
motivates the employees and develops a feeling of belongingness and wor/ for the
company8s development
Ach*e>e-en!( "n< %e)"%<(:
#he efforts of 5,2 have been recognized in various for a. some of the ma3or awards
received by 5,2 are in the area of energy conservation, environment protection, safety,
Duality, Duality circles, -a3bhasha, M!1, sports related awards and a number of
awards at the individual level.
,ome of the important awards received by 5,2 are indicated belowH
ACCOLADES 6 A+ARDS:
$Eava -atna ,tatus% conferred to -IE+ on &<th Eovember,4(&(.
#he First ,teel MinisterPs trophy for the year 4((<A(; was presented by the
1nion
Minister for ,teel to -IE+A5,2 on &(th May 4(&(.
Co/e !ven BatteryA 6 was dedicated to the Eation on &(th May8&( by 1nion
Minister
for ,teel.
5,2 achieved two ClassAC 5iswa/arma -ashtriya 2uras/ar @5-2B G 4(()
@2erformance year 4(()B "wards for innovative suggestions from ,inter 2lant
@first
timeB and ngineering ,hops C Foundry departments. 5,2 has won this
distinction
,IW#* time in a row. #he winners received awards on 4;th ,eptember at
5igyan
Bhavan, Eew Delhi.
5,2 bagged ? Eos of the prestigious P,hram "wardsP presented by Ministry of
+abour
and >elfare, given annually to the excellently performing wor/ers. 5,2 won, &
P,hram
BhushanP and 6 P,hram 5eerP awards.
87
5,2 received PIndira 0andhi -a3bhasha shieldP in Eew Delhi on &6th
,eptember, 4(&(.
5,2 bagged "ward for PBest Management 2racticesP instituted by 0overnment
of
"ndhra 2radesh. #he award was received on &st May, 4(&(
-IE+ was awarded the R0old award for outstanding achievement in #raining
xcellence8 by 0reentech Foundation, on &;th ,eptember 4(&( at Eew Delhi.
5,2 was awarded First prize in the contest on QIE,,"E "ward for
!rganizational
xcellence in ,uggestion ,chemeQ in ,teel 1nitsP category.
5,2 was selected for the award of PCertificate of MeritP of P0lobal *uman
-esource
Development "wardsA 4(&(P by QInternational Federation of #raining and
Development
!rganizationsQ@IF#D!B, +ondon.
5,2 received ?, certification for : departments in phase A5I.
-IE+A5,2 has been once again chosen amongst QIndiaPs Best Companies to
>or/ For4(&(Q by the 0reat 2lace to >or/ Institute Inc. and #he conomic
#imes of #he #imes
India 0roupP.
5,2 bagged P#own !fficial +anguage Implementation Committee "ward,
5isa/hapatnamP, for its exemplary performance in the implementation of
!fficial
+anguage in 4(&(.
#eams from 5,2 bagged 4( 0old, ; ,ilver and 4 Bronze Medals at the &(th
Chapter
Convention of Duality Circle @CCDCB Forum of India held at 5isa/hapatnam.
-olling Mills Lone and ,M,C CCD Lone won 4 $Ispat ,ura/sha 2uras/ars
4((:% for
REo fatal accident8 consecutively during 4((; C 4(().
88
-IE+A5,2 won the second prize amongst the integrated steel plants of the
PEational
,ustainability "wardP of the Ferrous Division of Indian Institute of Metals on
&6th
Eovember in Bangalore.
5,2 was awarded the Certificate for Qxcellent >ater fficient 1nitQ during a
Eational competition for xcellence in >ater ManagementA4(&( organized at
*yderabad by CII.
"ll the ,even PDuality CircleP @DCB teams and Four P?,P teams of 5,2 bagged
P0old
MedalsP at the PInternational Convention on Duality Concept Circles @ICDCCBA
4(&(
held at *yderabad in !ctP&(.
5,2 DC teams won good number of 2ar excellence and xcellence awards at
theQ46th
Eational Convention on Duality Concepts @ECDCBQ organised by Duality
Circle
Forum of India hosted by its 5isa/hapatnam Chapter at "1 ngineering
College
STATISTICAL INFORMATION
P%o<'c!*on Pe%$o%-"nce ./000 Tonne(1 6 Co--e%c*"l
Pe%$o%-"nce .R(3 C%(31:
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yearB
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90
91
Chapter-5
SURVEY 6 ANALYSIS
ANALYSIS OF OUESTIONNAIRE:
Eeeds satisfaction is very essential in the lives of employees. "ctually, they form the
cardinal reason for wor/ing in life. very employee wor/s in order to satisfy his needs
in life. "dana remar/ed that a 3ob or gainful employment is the single most reliable
medicine or means of obtaining the fundamental benefits, privileges and satisfactions in
the society. #hese benefits include economic, security, social status, family and social
prerogatives, medical benefits, recreational and educational opportunities. Eeeds in this
context are divided into five areas according to Maslow @&:;(B. Eeeds variables in this
study are the physiological needs, the security needs, the social needs, the selfAesteem
needs and the selfAactualization needs. More so, satisfaction in this context is the ability
of the 3ob to meet the wor/ers8 immediate wants.
#here are several theories that tend to lin/ employees8 needs satisfaction with 3ob
performance. -oe8s Eeeds #heory postulates that an occupation is a primary source of
needs satisfaction. *op poc/, in his theory, states that occupations are chosen to meet
needs. "s individuals vary in their needs, they also vary in their choice of occupations.
,atisfaction can result from a 3ob that meets our needs today or from a 3ob which
promises to meet them in future
#he following Duestionnaire is designed to find out which needs are the employees of
steel plant oriented towards so that the management can give more importance to the
satisfaction of these.
92
OUESTIONNAIRE
Re(,ec!e< S*%GM"<"-K
I .S3ARCHANA PATNAYAK1am pursuing Master of Business Administration
(MBA) for the academic year 2011-1 at !"#$% AM&'"C"A# "#()")*)"%#(+, As a
part of my pro-ect .or/, it is re0uired to conduct a sur1ey on !Moti1ation 2
(atisfaction+ at 3(4 to o5tain feed5ac/ from the employees. "n this regard " re0uest
your 1alua5le feed5ac/ 5y filling out this form gi1en 5elo..
Eame @optionalB H
Designation H
Department H
"ge H
xperience H 2lease tic/ @(A&(B @&&A4(B @4( C aboveB
41 S,ec*"l -o!*>"!*on"l %e)"%<( "%e g*>en !o e-,loee( )ho <o !he*% &oB( >e% )ell3
a) (trongly Agree 5) Agree c) $isagree d) (trongly $isagree.
51 E-,loeeA( %e"l (=*ll( "n< c","c*!*e( "%e ,'! !o '(e on !he*% &oB(C
a) (trongly Agree 5) Agree c) $isagree d) (trongly $isagree.
21 Doe( VSP go B -e%*! o% (en*o%*! )*!h %e(,ec! !o ,%o-o!*onC
a) By merit 5) 5y seniority c) 5oth d) none
E1 E-,loee( nee< !o Be %e-*n<e< !h"! !he*% &oB( "%e <e,en<en! on co-,"nA(
"B*l*! !o co-,e!e e$$ec!*>el.
a) (trongly Agree 5) Agree c ) $isagree d) (trongly $isagree
71 A%e o' ("!*($*e< )*!h !he %"!e o$ ,%og%e(( o$ !he co-,"nC
a) 6es 5) #o c) Can 5e impro1ed d) "rregular
81 In<*>*<'"l (',e%>*(*on c"n o$!en B%'*(e $eel*ng(
a) (trongly Agree 5) Agree c) $isagree d) (trongly $isagree
91 Ho) <o o' con(*<e% !he %el"!*on(h*, )*!h o'% ('Bo%<*n"!e(K Colle"g'e(K
(',e%*o%(C
a) 7ully satisfied 5) (atisfied c) partly satisfied d) $issatisfied
93
:1 Ho) *( !he co--'n*c"!*on Be!)een !o, le>el -"n"ge-en! "n< Bo!!o- le>el
-"n"ge-en!C
a) &8cellent 5) 3ery good c) Can 5e 5etter d)4oor
;1 Ho) *( !he $%ee<o- !o eF,%e(( ne) *<e"( "n< $%ee<o- !o !"=e <ec*(*on(C
401 Yo' "%e ("!*($*e< )*!h !he )o%=*ng con<*!*on( -en!*one< Belo) *n !he
o%g"n*D"!*on3
$rin/ing facilities 9 : )oilet facilities 9 :
;ighting, .or/ area 9 : Canteen facilities 9 :
441 A%e !he e-,loee( "%e !%e"!e< "( " !e"- o$ -"n"ge-en!C
A) 6&( B) #%
451 I( !he )o%= en>*%on-en! *n !he o%g"n*D"!*on g*>e( ("!*($"c!*onC
A) 6&( B) #%
421 I( !he co-,"n *( c%e"!*ng c"%ee% g%o)!h o,,o%!'n*!*e(C
A) )o some e8tent B) )o the e8tent possi5le C) )o full e8tent $) #ot at all
4E1 I( !he o%g"n*D"!*on"l -o!*>"!*on *( =ee,*ng !he e-,loee( on !he %*gh! ,"!h
471 A%e o' ge!!*ng " ch"nce !o le"%n $%o- !%"*n*ng ,%og%"--e< on !he &oBC
481 Do !he e-,loee( ge! -o!*>"!e< B !he *ncen!*>e( ,%o>*<e< B !he
O%g"n*D"!*onC
491 +h"! -o!*>"!e< o' !o *n>ol>e *n !he e-,loee *n>ol-en! "c!*>*!*e( l*=e OC(K SS
67SC
A) )o update -o5 /no.ledge B) )o enhance s/ills C) )o contri5ute more on -o5
$) 5ecause " .as as/ed to attend
4:1 Do o' no!*ce con!*n'o'( *-,%o>e-en! *n !he -o!*>"!*on"l ,%og%"--e( o$
VSPC
A) )o some e8tent B) )o the e8tent possi5le C) )o full e8tent $) #ot at
94
4;1 I( $'n o% en!e%!"*n-en! *( nece(("% $o% !he e-,loee( *n !he O%g"n*D"!*onC
A) )o some e8tent B) )o the e8tent possi5le C) )o full e8tent $) #ot at
501 A%e o' ,e%$o%-*ng !"(= "cco%<*ng !o o'% (=*llC
A) 6&( B) #%
541 An o!he% ('gge(!*on( ,le"(e3
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<
Tha!' (o) #ir*+
G%"<e )*(e c%*!e%*" $ollo)e<:
,. Eo C-I#-I" 0-"D,
& ,#-!E0+I "0- "N
4 "0- "
' DI,"0- E
6 ,#-!E0+I DI,"0- EN
95
S'--"% o$ !he Re(,on<en!(:
Q.
No.
Description A+ A N N+
1
Special motivational rewards are given to
employees who do their jobs very well.
5 32 2 1
2
does VSP go by merit or seniority with respect
to promotion?
27 9 3 1
3
Employees real skills and capacities are put to
use on their jobs?
6 31 3 0
4
Employees need to be reminded that their jobs
are dependant on companys ability to compete
effectively.
4 27 8 1
5
re you satisfied with the rate of progress of the
company?
24 14 2 0
6 !ndividual supervision can often bruise feelings 4 31 5 0
7
"ow do you consider the relationship with your
subordinates# $olleagues# superiors?
10 28 2 0
8
"ow is the communication between top level
management and bottom level mgmt?
7 18 12 3
9
"ow is the freedom to e%press new ideas and
freedom to take decisions?
13 24 3 0
10
&ou are satisfied with the working conditions
mentioned below in the organi'ation.
26 6 3 5
11
re the employees are treated as a team of
management?
30 0 1 9
12
!s the work environment in the organi'ation
gives satisfaction?
36 0 0 4
13
!s the company is creating career growth
opportunities?
6 22 8 4
14
!s the organi'ational motivation is keeping the
employees on the right path
9 18 9 4
15
re you getting a chance to learn from training
programmed on the job?
7 22 9 2
16
(o the employees get motivated by the
incentives provided by the organi'ation
12 22 6 0
17
)hat motivated you to involve in the employee
involvement activities like *$s# SS + ,S.
4 17 17 2
18
(o you notice continuous improvement in the
motivation programmed being conducted at
VSP?
8 18 10 4
19
!s fun or entertainment is necessary for the
employees in the -rgani'ation?
9 18 8 5
20 re you performing task according to your skill? 39 1 0 0
Average response 14.3 17.9 5.55 2.25
Response % 72% 90% 28% 11%
96
C"!ego% )*(e S'--"%:
C"!ego%
AR A N NR
Co--'n*c"!*on 40 54 : 5
E-,loee In>ol>e-en! 40 54 : 4
Mo!*>"!*on 45 50 8 5
AGE GROUP OF THE RESPONDENTS
#his .uestion was as/ed to /now which age groups of employees were answering the
survey. #his will help in /nowing how motivation changes with increasing age.
"ge group #otal -espondents 2ercentage
'(A6? ) 4(J
6?A<( '4 )(J
#otal sample size 6( &((J
97
A1 MOTIVATIONGSATISFACTION:
41 S,ec*"l -o!*>"!*on"l %e)"%<( "%e g*>en !o e-,loee( )ho <o !he*%
&oB( >e% )ell3
#he Duestion was as/ed to /now how many of the employees felt that special
motivational rewards should be given to employees who their 3obs well. =nowing this
will give an estimate of how many people are oriented towards basic needs.
In$e%ence:
&4.?J of the employees strongly agreed statement that special motivational
rewards should be given to employees who do their 3obs well.
)(J of employees agreed that special motivational rewards should be given
?J of the employees disagreed and said that special motivational rewards should
not be given
4.?J of employees strongly disagreed and said that special motivational rewards
should 3ust not be given.
98
, .Eo Criteria -espondents 2ercentage
& "N ? &4.?J
4 " '4 )(J
' E 4 ?J
6 EN & 4.?J
mployees who agreed felt that special motivational rewards if given to employees will
satisfy their basic needs and also, motivate them to perform better.
>hen the employees who disagreed were as/ed the reason for disagreement they
replied that this could lead to arbitrariness and favouritism. In other words, the
selection of such performers might become sub3ective rather than ob3ective

51 A%e o' ("!*($*e< )*!h !he %"!e o$ ,%og%e(( o$ !he co-,"nC
#his .uestion was as/ed to /now how many of them satisfied with the rate of progress
of the company.
In$e%enceH
<(J of employees strongly agreed that satisfied with the rate of progress of the
company
'?J of people agreed with the statement
99
,.Eo Criteria -espondents 2ercentage
& "N 46 <(J
4 " &6 '?J
' E 4 ?J
6 EN ( (J
?J disagreed with the statement
>hile (J strongly disagreed
mployees who agreed felt that satisfied with the rate of progress of the company
21 In<*>*<'"l (',e%>*(*on c"n o$!en B%'*(e $eel*ng(3
#his .uestion was as/ed to /now how many felt individual supervision can bruise
feelings. *aving an idea of this will help in /nowing how many employees are
socially oriented
& "N 6 &(J
4 " '& ;;.?J
' E ? &4.?J
6 EN ( (J

In$e%ence:
&(J of employees strongly agreed that individual supervision can bruise
feelings.
;;.?J of employees agreed with the statement
&4.?J of employees disagreed saying that individual supervision does not
bruise feelings.
(J of employees strongly disagreed with the statement.
100
#hough many people felt that individual supervision does bruise feelings many
felt that it cannot be avoided.
#hey felt that it is a must for doing a proper and safe 3ob7 else employees may tend
to ma/e errors.
,ome said that for 3obs re.uiring a high amount of safety supervision is a must and
should. For others 9obs it might not be that necessary is what they felt.
E1 Yo' "%e ("!*($*e< )*!h !he )o%=*ng con<*!*on( -en!*one< Belo) *n
!he o%g"n*("!*on3
#his .uestion was as/ed to /now how many of them felt employers should give
importance to wor/ing conditions of employees. =nowing this would help to /now
how many employees consider safety as a factor which can affect 3ob performance.
101
& AR 58 87S
4 A 8 47S
' N 2 937S
6 NR 7 4537S
#otal sample size E0 400S
In$e%ence:
<?J of employees strongly agreed that supervisors should give a good deal of
attention to wor/ing conditions of employees
&?J of people agreed with the statement
;.?J disagreed with the statement
>hile &4.?J felt it is not needed
Most of the employees agreed because they felt that if supervisors do not do this
then employees would not be able to concentrate on 3ob.
#he few people who disagreed felt that, supervisors could not control wor/ing
conditions. #hey felt that in any steel plant wor/ing conditions are generally
hazardous.
71 I( !he o%g"n*("!*on"l -o!*>"!*on *( =ee,*ng !he e-,loee( on !he
%*gh! ,"!h3
& "N : 44.?J
4 " &) 6?J
' E : 44.?J
6 EN 6 &(J
102
INFERENCE:
44.?J of employees strongly agreed that /eeping the employees on the right
path
6?J of people agreed with the statement
44.?J disagreed with the statement
>hile &(J felt it is not needed
Most of the employees agreed because they felt that organisational motivation is
/eeping the employees on the right path.
81 Do !he e-,loee( ge! -o!*>"!e< B !he *ncen!*>e( ,%o>*<e< B !he
o%g"n*("!*onC
& "N &4 '(J
4 " 44 ??J
' E < &?J
6 EN ( (J
INFERENCE
103
'(J of employees strongly agreed that motivated by the incentives provided by
the organisation
??J of people agreed with the statement
&?J disagreed with the statement
>hile (J felt it is not needed
Most of the employees agreed because they felt that motivated by the incentives
provided by the organisation
91 Do o' no!*ce con!*n'o'( *-,%o>e-en! *n !he -o!*>"!*on"l
,%og%"--e( o$ VSP
INFERENCE:
4(J of employees strongly agreed that notice continuous improvement in the
motivational programmes of 5,2
4?J disagreed with the statement
Most of the employees agreed because they felt that notice continuous
improvement in the motivational programmes of 5,2
104
& "N ) 4(J
4 " &) 6?J
' E &( 4?J
6 EN 6 &(J
:1 I( $'n o% en!e%!"*n-en! *( nece(("% $o% !he e-,loee( *n !he
o%g"n*("!*on3

In$e%ence:
44.?J of employees strongly agreed that fun or entertainment is necessary for
the employees in the organisation
4(J disagreed with the statement
>hile &4.?J felt it is not needed
105
& "N : 44.?J
4 " &) 6?J
' E ) 4(J
6 EN ? &4.?J
Most of the employees agreed because they fun or entertainment is necessary
for the employees in the organisation
;1 A%e "ll !he e-,loee( !%e"!e< "( " !e"- o$ -"n"ge-en!C
In$e%ence
;?J of employees strongly agreed that all the employees treated as a team of
management
106
& "N '( ;?J
4 " ( (J
' E & 4.?J
6 EN : 44.?J
(J of people agreed with the statement
>hile 44.?J felt it is not needed
Most of the employees agreed because all the employees treated as a team of
management
401 I( !he )o%= en>*%on-en! *n !he o%g"n*("!*on g*>e( ("!*($"c!*on3
In$e%ence:
:(J of employees strongly agreed that the wor/ environment in the
organisation gives satisfaction
107
& "N '< :(J
4 " ( (J
' E ( (J
6 EN 6 &(J
(J of people agreed with the statement
(J disagreed with the statement
Most of the employees agreed because the wor/ environment in the organisation gives
satisfaction
B1 SELF DEVELOPMENTGTARGETGCOMPETATIONGSKILLS:
41 E-,loee( %e"l (=*ll( "n< c","c*!*e( "%e ,'! !o '(e on !he &oB(3
& "N < &?J
4 " '& ;;.?J
' E ' ;.?J
6 EN ( (J

In$e%ence
108
&?J of employees strongly agreed that their real s/ills and capacities are put to
use on the 3obs.
;;.?J of people agreed with the statement
Most of the employees agreed that their real s/ills and capacities are put to use on the
3obs.
51 Doe( VSP go B -e%*! o% (en*o%*! )*!h %e(,ec! !o ,%o-o!*on3
109
& "N 4; <;.?J
4 " : 44.?J
' E ' ;.?J
6 EN & 4.?J
In$e%ence:
<;.?J of employees strongly agreed that the 5,2 go by merit or
seniority with respect to promotion
44.?J of people agreed with the statement
>hile 4.?J felt it is not needed
Most of the employees agreed because the 5,2 go by merit or seniority with respect to
promotion
21 E-,loee( nee< !o Be %e-"*ne< !h"! !he*% &oB( "%e <e,en<en! on
co-,"nA( "B*l*! !o Co-,e!e e$$ec!*>el3
#his .uestion was as/ed to /now how many felt that their 3obs should be dependant
on the company8s ability to compete effectively. *aving an idea of this will help the
management to /now about the safety needs of employees of steel plan

110
& "N 6 &(J
4 " 4; <;.?J
' E ) 4(J
6 EN & 4.?J
In$e%enceH
&(J of employees strongly agreed and said that employees indeed have
to be reminded that their 3obs are dependant on company8s ability to
perform effectively.
<;.?J agreed with the statement
4(J disagreed and said employees 3obs should not be dependant on
company performance.
4.?J of employees however strongly disagreed with the statement.
Many employees feel that individual performance is alone not enough. #eamwor/ is
needed with full awareness of company8s position.
" significant that disagreed felt that their fortunes should not be lin/ed with company8s
fortunes.
E1 +h"! -o!*>"!e< o' !o *n>ol>e *n !he e-,loee *n>ol>e-en!
"c!*>*!*e( l*=e OC(KSS67S3
& "N 6 &(J
4 " &; 64.?J
' E &; 64.?J
6 EN 4 <.4?J
111
In$e%ence
&(J of employees strongly agreed that they motivated to involve in the
employee involvement activities li/e DCs,,,C?,.
>hile <.4?J felt it is not needed
Most of the employees agreed because the they motivated to involve in the employee
involvement activities li/e DCs,,,C?,.
71 A%e o' ,e%$o%-*ng !"(= "cco%<*ng !o o'% (=*ll3
& "N ': :;.?J
4 " & 4.?J
' E ( (J
6 EN ( (J
112
In$e%ence
:;.?J of employees strongly agreed that they performing tas/ according to
your s/ill
(J disagreed with the statement
Most of the employees agreed because the they performing tas/ according to your
s/ill
81 I( !he co-,"n *( c%e"!*ng c"%ee% g%o)!h o,,o%!'n*!*e(C
113
& "N < &?J
4 " 44 ??J
' E ) 4(J
6 EN 6 &(J
In$e%ence:
&?J of employees strongly agreed that the company is creating career growth
opportunities
4(J disagreed with the statement
Most of the employees agreed because the company is creating career growth
opportunities
C1 INVOIVEMENTGTRAININGGRELATIONSHIPS:
114
41 A%e o' ge!!*ng " ch"nce !o le"%n $%o- on !he &oB !%"*n*ng
,%og%"--e(C
In$e%ence:
&;.?J of employees strongly agreed that they getting a chance to learn from on
the 3ob training programmes
>hile ?J felt it is not needed
Most of the employees agreed because that they getting a chance to learn from on
the 3ob training programmes
115
S3No C%*!e%*" Re(,on<en!( Pe%cen!"ge
& "N ; &;.?J
4 " 44 ??J
' E : 44.?J
6 EN 4 ?J
#otal sample
size
6( &((J
51 Ho) <o o' con(*<e% !he %el"!*on(h*, )*!h o'% ('Bo%<*n"!e(K
colle"g'e(K S',e%*o%(C
In$e%ence
4?J of employees strongly agreed that they consider the relationship with your
subordinates, colleagues, ,uperiors.
;(J of people agreed with the statement
?J disagreed with the statement
116
& "N &( 4?J
4 " 4) ;(J
' E 4 ?J
6 EN ( (J
Most of the employees agreed because that they consider the relationship with your
subordinates, colleagues, ,uperiors.
D1 COMMUNICATION:
41 Ho) *( !he co--'n*c"!*on Be!)een !o, le>el -"n"ge-en! "n< Bo!!o- le>el
-"n"ge-en!C
In$e%ence:
&;.?J of employees strongly agreed that they communication between top level
management and bottom level management.
117
& "N ; &;.?J
4 " &) 6?J
' E &4 '(J
6 EN ' ;.?
'(J disagreed with the statement
>hile ;.?J felt it is not needed
Most of the employees agreed because that they communication between top level
management and bottom level management.
51 Ho) *( !he $%ee<o- !o eF,%e(( ne) *<e"( "n< $%ee<o- !o !"=e
<ec*(*on(C
118
& "N &' '4.?J
4 " 46 <(J
' E ' ;.?J
6 EN ( (J
In$e%ence
'4.?J of employees strongly agreed that the freedom to express new ideas and
freedom to ta/e decisions
<(J of people agreed with the statement
Most of the employees agreed because that the freedom to express new ideas and
freedom to ta/e decisions

119
Chapter-,
F I N D I N G S
The #)r%e( -a# "o!d)"ted o! $oti%atio!al a#pe"t# i! #teel pla!t a!d .a#ed
o! the #)r%e( the ollo-i!g -ere the i!di!g#+
>e observed that 5,2 conferred $MIEI -"#E"% status in the year 4((< and
was attained $E"5" -"#E"% status in the year 4(&(.
)<J of the respondents feel that environment provided by 5,2 is excellent.
;(J of the respondents feel that the organization is creating a good career
growth opportunities.
;4.?J employees are getting a chance to learn from the training programme.
#he incentives provided by the organization to the employees are par excellent.
:?J employees are motivated to attend the training programme to update their
3ob /nowledge and their s/ills in order to contribute more for the organization.
)<J of the employees feel that there is an excellent improvement in the
motivational programmes being conducted at 5,2.
"ll the employees in the organization feel that entire life is well balanced.
&((J employees feel that the organization is utilizing the employee capabilities
according to their s/ill level.
)<J of the employees feel that the attitude of the individual employee is
motivated by the training programmes conducted at 5,2.
:4.?J of the employees are given special rewards for doing their 3obs well.
:4.?J of the respondents feeling that their real s/ills and capacities are put to
use on their 3obs.
:: J of the employees are satisfied with the rate of progress of the company.
120
:(J of the respondents are satisfied with the wor/ing conditions in 5,2.
;?J of the respondents are feeling that they are being treated as the team of
management.
)?J of the employees get motivated by the incentives provided by the
organisation.
;<J of the employees are motivated to involve in the employee involvement
activities li/e DCs, ,,, and ?,.
<?J of the employees had continuous improvement in the motivational
programmes at 5,2
<)J of the employees feel that there is fun and entertainment is necessary in the
organisation.
&((J of the employees are performing their tas/ according to their s/ills
;?J of the respondents feel that employees are treated as team of management
at 5,2.
)<J of the respondents feel that word environment provided by 5,2 is
excellent.
)<J of the employees feel that there is an excellent improvement in the
motivational programmes being conducted at 5,2.
mployees in 5isa/hapatnam steel plant generally feel that a better 3ob
description would help them to perform better as they would /now what is
expected of them.
" large no of employees in steel plant feel that individual supervision does
bruise feelings but say it is a necessary evil. ,ome on the other hand felt that it
is needed only in certain areas where there is huge ris/ involved.
Individual recognition according to the employees is very important and say
that this aspect is maximum covered in steel plant policies.
Many employees did emphasize that they want to be recognized as the best at
their 3obs but also said today is the era of team wor/ so its importance of
individual recognition is decreasing day by day.
.
121
122
Chapter /
S U G G E S T I O N S 6 C O N C L U S I O N
0ter a detail a!d a!al(#i# o! the $oti%atio! o e$plo(ee# I -o)ld li'e to pro%ide
#o$e #)gge#tio!# to the 1R Depart$e!t the( are
5,2 has to provide need based training programmes to develop and motivate
the employees especially at this stage of expansion to ac.uire the latest s/ills
and update with the changing technologies.
Introducing more motivational and behavioural training programmes at area
specific Lones will bring some attitudinal changes which might bring in a
change in the wor/.
Introducing more /nowledge sharing programmes at area specific zones will
help the wor/men to /now more about the company and the wor/ing process
and their details.
,etting up of various display boards related to their wor/, machinery which
they will be handling at their wor/ place, control rooms, restrooms etc will
give more focus and appeal on safety, .uality and productivity aspects.
1se of counselling as a tool to improve the performance can help the
employees provide it devoid of severe criticism, suppression of domination.
2romotion and increments which are a part of compensation growth and
carrier will motive the employee towards wor/ culture.
"long with the above there are some suggestions to decrease stress levels of
the employees, there can be certain measures which can be followed at the
123
wor/ place, every employee can begin his wor/ with 4(min of yoga, and they
should given &(mints brea/ every hour of wor/, there can also be arranged
some recreation facilities li/e #elevision during the lunch hours etcX
,pecial pro3ect s/ills are to be imbibed in to the human assets.

"s 5,2 is a growing and expanding organization some innovative
motivational measures will ma/e the employees deliver extra output.
5,2 has to conduct more s/ill based training programmes to develop the s/ills
and 3ob /nowledge to the employees.
Introducing more /nowledge sharing programmes at area specific zones will
help the wor/men to /now more about the company and the wor/ing process
and other details.
"t present training on new 3obs is being through in house experts. If out side
faculty is involved in the training may be more effective for the needy.
Many employees feel that though while 3oining many li/e to give the best in
what they do but soon after a period of time the motivation begins to decrease.
mployee may be given refresher training programmes by nominating them to
training programmes being organised outside 5,2.
mployees need to /now what is potentially ahead for them, what opportunities
there are for growth. #his issue is a sometimes forgotten ingredient as to the
importance it plays in the overall motivation of people.
" great place to hand out leadership roles is to allow your people to lead brief
meetings. 1tilize your employeesP strengths and s/ills by setting up Qtune upQ
training sessions and let one of your employees lead the training. #he best time
to do this is when new people start.
124
C%e"!e " ,o(*!*>e en>*%on-en!: 2romote an office atmosphere that ma/es all
employees feel worthwhile and important. Don8t play favourites with your
staff. =eep office doors open and let fol/s /now they can always approach you
with .uestions or concerns. " happy office is a productive office.

P'! ,eo,le on !he %*gh! ,"!h3 Most employees are loo/ing for advancement
opportunities within their own company. >or/ with each of them to develop a
career growth plan that ta/es into consideration both their current s/ills and
future goals. If employees become excited about what8s down the road, they
will become more engaged in their present wor/.
Improve employee professional s/ills by providing them with onAtheA3ob
training or inAhouse career development from time to time.
5,2 has to conduct more motivational programmes to update their /nowledge,
to enhance their s/ills and to contribute more on their 3ob.
5,2 has to create more opportunities to express new ideas and freedom to ta/e
decision for the employees.
Motivation has e.ual amount of result on a person who is found to be the best
and also least as motivated being can still be motivated unlimited.
125
C O N C L U S I O N
B( the a.o%e #t)d( I -o)ld li'e to "o!"l)de that2
#he motivation process in 5,2 is done through the training programmes on
their 3obs and through small groupKemployee involvement activities li/e DCs,
,uggestion schemes, ,2", C ?, etc and incentives provided by the
organisation.
#he motivation process in 5,2 is creating career growth opportunities.
#here is continues improvement in the motivational programmes of 5,2.
Financial incentives motivates more than non financial incentives in 5,2.
0ood physical wor/ing conditions are provided in the organization and being
sustained through ?,Athe wor/ place management.
#he medical benefits provided in the organization are good.
#he employees are performing tas/ according to their s/ills.
#he motivation procedures had an impact on 3ob satisfaction of employees
which is being reflected through various employee satis faction surveys
conducted by external agencies i.e $VSP *( !he Be(! ,l"ce !o )o%= onL
#he study also says that the satisfaction level of employees are different for
each employee and mostly this satisfaction levels are depends on good
appraisal, official as well as personal benefits and career growth.
It is in general seen that employees of steel plant are loyal to the company and
learn to share the fruits as well as the hardships of the company.
#he motivational policies of steel plant though good have still a long way to go
when compared with other steel plants li/e ,"I+.
#he survey clearly gave an idea regarding the needs of the employees so
management can ta/e necessary steps to see that these needs are satisfied, and
leave no scope for complaining by any of the employees as such.
"ll that is re.uired on the part of the management is fine tuning of some
policies7 some surveys to find out the needs of the employees and rest assured
the company has a great future ahead of it.
126
127
Chapter-3
B I B L I O G R A P H Y
I BOOKS Re$e%%e<:
431 *urloc/, lizabeth, 2ersonality development, #ata McAgraw hill publishing
531 co.+td, Eew Delhi, &:;<.
231 ,ubba -ao, 2., ssentials of *uman -esource Management and Industrial
-elations, *imalaya 2ublishing *ouse, Mumbai.4(((.
E31 -obbins.,, !rganizational behaviour, 2earson ducation, Eew Delhi, 4((&.
731 *uman ,ide of nterprise AAAAAAAAAA D!10+", Mc 0-0!-
831 Maslow8s *ierarchy Eeeds AAAAA "B-"*"M M",+!> C F-D-IC=
*-LB-0
931 ,elf Improvement and MotivationAAAAAA >EDI 2"E
II Jo'%n"l( %e$e%%e<:
&B -IE+ 9ournal8s on management, 5isa/hapatnam.
III +eB (*!e(:
&.B httpHKKwww.accelAteam.comKmotivationKindex.html
4.B httpHKKwww.businessballs.comKherzberg.htm
'.B www.cipfa.org.u/KstudentsKnsfKdownloadKnsf(?Ymotivation.pdf,
6.B www.vizagsteel.com
?.B www.google.com,
IV Ne)(,",e%(:
Deccan Chronicle,
#he *indu.
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MOTIVATION AND SATISFACTION

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