Statement of the Problem:-

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In this age of liberalization and globalization, the companies are facing international

competition in the market, in this scenario, time has come, the companies should ponder

over their services, products, excellence, quality, to survive in the market with the help of

their Human Resources. They need to keep in mind that they should either shape up or

ship out.

Purpose of the Study:-

People create excellence. They are the real and costliest assets of an organization. In this

ever changing competitive business world, a company such as IISCO needs quality

people to attain organizational goals so as to compete with other steel makers some of

which like TISCO, ISPAT. So, a topic like Motivation can only be most benefiting to

extent cutting edge to IISCO.

Aim and Objectives:-

The aim of the project is to analyse the present motivational activities in IISCO and to

make proposals for future action to the introduction of the new motivational activities.

The objectives are:

• To study the organizational motivational programmes in IISCO.

• To understand the modalities adopted by IISCO to tap the potential of their human

resources.

• To make the top executives of IISCO aware how suitable training and

development programmes can move the workforce towards contributing to the

prosperity and glory of the company.

CONCEPT OF MOTIVATION -

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In this ever-changing competitive business world, the most significant resources of any

organization are its people. If people are the key to competitive success, Human Resource

has to be there.

People create excellence. They are the real assets of an organization. The success or

failure of an organization is largely dependent on the caliber of the people working

therein. Without positive and creative contributions from people, organization cannot

progress or prosper. In organizations there are many individuals, each of whom has an

unique personality, a combination of different stimuli and different values, attitudes,

motives and modes of thought. The organization brings them together so that the goals of

both, the individuals and of organizations are met.

Human Resource Management is a process of bringing people and organizations together

so that the goals of each are met. It tries to attain economically and effectively the

organizational goals. Human Resources, along with financial and material resources,

contribute to the production of goods and services in an organization. Monetary

resources, cannot improve efficiency or contribution to an increased rate of return on the

investment. It is through the combined efforts of people that the monetary or material

resources are harnessed to achieve organizational goals. But these efforts, attitudes and

skills have to sharpen from time to time to optimize the effectiveness of human resources

and to enable them to meet greater challenges. This is where Human Resource

Management plays a crucial role. Human resources are heterogeneous. A human being

himself determines what he contributes. If he is motivated, he will work for an

organization more effectively and efficiently.

Some people perform the same type of job more efficiently the others; some find it more

rewarding and interesting than others, and some enjoy it more than others. People vary in

3
the extent to which they are willing to direct their energies too the attainment of goals,

due to differences in motivation.

MEANING OF MOTIVATION –

Motivation is mainly psychological. It refers to those operating within an individual

which impel him to act or not to act in a certain way. Motivation may be defined as

propensity, or the level of desire of an individual to behave in a certain manner at a

certain time and in a certain situation. Being motivated means that a particular behaviour

has to follow.

Motivation in an organization is the willingness of an employee to respond to

organizational requirements. The more positive the individual’s motivation towards the

organization, the more effective is his performance. According to Scott, “Motivation is a

process of stimulating people to action to accomplish desired goals.” A manager gets

results through other people. His effectiveness depends, on the willingness of his

employees to do the assigned tasks with interest and enthusiasm. Motivation is the work a

manager performs to inspire and encourage people to take required action. The primary

task of managers is to get people to contribute activities that help to achieve the mission

and goals of an enterprise or of any department. To guide people’s activities in desired

directions the manager requires to know, what leads people to do things, what motivates

them?

Motivation has three distinct features –

It results from a felt need. Motivation triggers behaviour impelling a person to action.

4
It is goal directed. Motivation is a driving state that channels behaviour into a specific

course that is fulfillment of felt need. It sustains behaviour in progress. It persists until the

satisfaction or reduction of a need state occurs.

Motivation is a personal and internal feeling. The feeling arises from needs and wants.

Human needs are unlimited. Fulfillment of one set of needs gives rise to other needs.

Therefore, motivation is a continuous process. The success of an organization depends on

how effectively managers are able to motivate their subordinates.

IMPORTANCE OF MOTIVATION IN MODERN ORGANISATION

• Productive use of resources: Modern organizations work through physical,

financial and human resources. The utilization of physical and financial

resources depends on the willingness of the people to work. Motivation

enables people to convert physical and financial resources into useful

products.

• Increased efficiency and output: Motivation enables people to work

enthusiastically. Performance is a product of not merely ability to do a task but

the willingness to do the same with zeal and enthusiasm. Motivation bridges

the gap between the ability to work wholeheartedly, to increase the overall

efficiency and output.

• Achievements of goals: motivation causes goal directed behaviour. It helps

people to move in a desired direction and earns rewards. The organizations,

where managers try to understand the need of employees and institute

appropriate incentives systems, accomplishment of goals is very easy. If

people are not properly motivated, no useful purpose can be served.

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 • Development of friendly relationships: Motivation brings employees closer to

the organization. The needs of employees are met through attractive rewards,

promotional opportunities, etc. Employees begin to take more interest in

organizational work. Their morale is high. They begin to think that the

enterprise belongs to them and the interests of the enterprise are their. This

helps in developing cordial relations between management and workers.

• Stability in workforce: Attractive motivational schemes satisfy the needs of

employees. As a result, commitment to organizational work increases.

Employees do their tasks loyally and enthusiastically. Satisfaction on the job means

reduced absenteeism. Employees attend to their work regularly and sincerely so as to earn

rewards.

Human motives are based on needs, whether consciously or subconsciously felt. Some

are primary needs, such as physiological requirements for water, air food, sleep and

shelter. Other needs may be regarded as secondary needs, such as self esteem, status,

affiliation with others, affection, giving accomplishment, and self assertion. These needs

vary in intensity and over time with various individuals.

THE NEED – WANT SATISFACTION CHAIN

We can look at motivation as involving a chain reaction-starting out with felt needs,

resulting in wants or goals sought which give rise to tensions, then causing action toward

achieving goals, and finally satisfying wants.

In reality this chain is more complex than it looks. In the first place, the concept of needs

is not a simple one. Except for physiological needs, such as hunger, needs are not

independent of a person’s environment. Many physiological needs are stimulated by

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environmental factors: the smell of food may make us feel hungry. Environment has a

major influence on our perception of secondary needs. The promotion of colleagues may

kindle our desire for a higher position. In the second place, the need-want satisfaction

chain does not always operate as simply as portrayed. Need do cause behaviour. But

needs also may result from behaviour. Satisfying one need may lead to a desire to satisfy

more needs.

give rise which

Needs wants Tensions
to cause

which give which

Actions Satisfaction
rise to result in

Figure: 1 - Need-Want-Satisfaction Chain

Motives can be simple or complex. Simple motives originates from physiological imb-

alances, such as thirst, hunger, exhaustion and lack of oxygen. Most motives, however,

are not very simple and behaviour is rarely determined by a single motive. At the

same time a person may or may not be aware of the reasons for his actions. Hence

his behaviour is unpredictable.

An individual needs are determined by certain psychological imbalances within him,

his past experience, social expectations, and the interaction of two or more of these

forces. To understand people’s behaviour, social motives should be recognized as

being important. Some kinds of behaviour may be caused by various social motives,

or different forms of behaviour may be caused by the same motives.

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MOTIVATORS

Motivators are things which induce an individual to perform, while motivations reflect

wants, they are the identified rewards, or incentives, that sharpen the drive to satisfy

these wants. They are also the means by which conflicting needs may be reconciled

or one need heightened so that it will be given priority over another. A manager can

do much to sharpen motives by establishing an environment favorable to certain

drives. A motivator, then, is something that influences an individual’s behaviour. It

makes a difference in what a person will do.

NEED – GOAL Association

Needs are the basis for an individual’s level of motivation. They initiate and sustain

behaviour and represent a state of deficiency which has disturbed the homeostatic

balance. Consequently an appropriate behaviour is indulged in to restore the balance.

Goals are the ends which provide satisfaction of needs. Specific needs have specific

goals. The process to reach the goals might, however, differ from person to person

and, in the same person, from time to time. The need for power, thus may stimulate

a variety of behaviours to reach the goal of attainment of power.

SEVEN RULES OF MOTIVATION

#1 Set a major goal, but follow a path. The path has mini goals that

go in many directions. When you learn to succeed at mini goals, you

will be motivated to challenge grand goals.

#2 Finish what you start. A half finished project is of no use to

anyone. Quitting is a habit. Develop the habit of finishing self-

motivated projects.

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#3 Socialize with others of similar interest. Mutual support is

motivating. We will develop the attitudes of our five best friends. If

they are losers, we will be a loser. If they are winners, we will be a

winner. To be a cowboy we must associate with cowboys.

#4 Learn how to learn. Dependency on others for knowledge

supports the habit of procrastination. Man has the ability to learn

without instructors. In fact, when we learn the art of self-education

we will find, if not create, opportunity to find success beyond our

wildest dreams.
#5 Harmonize natural talent with interest that motivates. Natural

talent creates motivation, motivation creates persistence and

persistence gets the job done.

#6 Increase knowledge of subjects that inspires. The more we

know about a subject, the more we want to learn about it. A self-

propelled upward spiral develops.

#7 Take risk. Failure and bouncing back are elements of motivation.

Failure is a learning tool. No one has ever succeeded at anything

worthwhile without a string of failures.

THREE ELEMENTS OF MOTIVATION

Motivation starts with the desire to be free, to be free from dependency on others,

freedom to live the lifestyle we dream of, freedom to explore our ideas. Total freedom is

not possible or desirable, but the struggle to achieve that ideal is the basis for motivation.

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Motivation is built on three basic elements:

Motivation starts with a need, vision, dream or desire to achieve the seemingly

impossible. Creativity is associated with ideas, projects and goals, which can be

considered a path to freedom.

Develop a love-to-learn, become involved with risky ventures and continually seek new

opportunities. Success is based on learning what works and does not work.

Developing the ability to overcome barriers and to bounce back from discouragement or

failure. Achievers learn to tolerate the agony of failure. In any worthwhile

endeavor, barriers and failure will be there. Bouncing back requires creative

thinking as it is a learning process. In addition, bouncing back requires starting

again at square one.

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 Figure: 2 Elements of Motivation

BASIC PRINCIPLES OF MOTIVATION exists that are applicable to learning

in any situation.

1. The environment can be used to focus the student's attention on what needs to

be learned.

Teachers who create warm and accepting yet business-like atmospheres will

promote persistent effort and favorable attitudes toward learning. This strategy

will be successful in children and in adults. Interesting visual aids, such as

booklets, posters, or practice equipment, motivate learners by capturing their

attention and curiosity.

2. Incentives motivate learning.

Incentives include privileges and receiving praise from the instructor. The

instructor determines an incentive that is likely to motivate an individual at a

particular time. In a general learning situation, self-motivation without rewards

will not succeed. Students must find satisfaction in learning based on the

understanding that the goals are useful to them or, less commonly, based on the

pure enjoyment of exploring new things.

3. Internal motivation is longer lasting and more self-directive than is external

motivation, which must be repeatedly reinforced by praise or concrete rewards.

Some individuals -- particularly children of certain ages and some adults -- have

little capacity for internal motivation and must be guided and reinforced

constantly. The use of incentives is based on the principle that learning occurs

11
 more effectively when the student experiences feelings of satisfaction. Caution

should be exercised in using external rewards when they are not absolutely

necessary. Their use may be followed by a decline in internal motivation.

4. Learning is most effective when an individual is ready to learn, that is, when

one wants to know something.

Sometimes the student's readiness to learn comes with time, and the instructor's

role is to encourage its development. If a desired change in behavior is urgent, the

instructor may need to supervise directly to ensure that the desired behavior

occurs. If a student is not ready to learn, he or she may not be reliable in

following instructions and therefore must be supervised and have the instructions

repeated again and again.

5. Motivation is enhanced by the way in which the instructional material is

organized.

In general, the best organized material makes the information meaningful to the

individual. One method of organization includes relating new tasks to those

already known. Other ways to relay meaning are to determine whether the persons

being taught and understand the final outcome desired and instruct them to

compare and contrast ideas.

DETERMINANTS OF MOTIVATION –

People work to fulfill a variety of needs. Three types of forces generally influence human

behaviour:

• Forces operating within the individual

• Forces operating within the organization.

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 • Forces operating in the environment.

The Individual: Human needs are both numerous and complex. Some of these needs

cannot be described and identified because people hide their real needs under the cover of

socially accepted behaviour. Each person is different and a variety of items may prove to

be motivating, depending on the needs of the individual, the situation the individual is in

and what rewards the individual expects for the work done.

The organization: The climate in the organization must be conducive to human

performance. Climate plays an important part in determining workers motivation. The

climate in an organization is determined by a number of variables such as its leadership

style, autonomy enjoyed by members, growth prospects, emotional support from

members, reward structure, etc.

The environment: A worker does not line in two separate worlds, one inside the factory

and the other outside it. The troubles and pleasures of off-the-job life cannot be put aside

when reporting for work in the morning, nor can factory matters be dropped when

returning homer after work. On-the-job experiences are inextricably interwoven and

cannot be separated into water-tight compartments. Culture norms, customs, images and

attributes accorded by society to particular jobs, professions and occupations and the

workers home life-all play a strong motivational role.

Table: 1 Variable Affecting Motivation in Organizational Selling

Individual Job Characteristics Work Situation

Characteristics Characteristics
Interests Attitudes Intrinsic Rewards Immediate Work Environment

• Towards Self • Degree • Peers

• Towards job Autonomy • Supervisors

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 • Towards aspect of • Degree of Organizational Actions

work situation variety in tasks. • Reward practices

Needs • Organizational Culture

• Security

• Social

• Achievement

“A Motive is an inner state that energizes, activates or moves (hence motivation) and

that defines and channels behaviour towards a desired goal.

The key to understanding motivation, it appear lies in the meaning of and relation-

ship between Needs, Drives and Goals.

MOTIVATION CYCLE

Needs causes Drives to reach Goals

Deprivation
Reduction or
Deprivation Reduction
Release of
with Direction
of Drive tension

Figure: 3 Motivation Cycle

Need: A need is requirement of a person for optimal adjustment to his environment.

He may have a need for food, for shelter, for feelings, secure or for many other

things to keep functioning to the society.

Drive: Drive is a psychological condition, which moves the person to satisfy his

needs. It is not specially directed to some object. The hunger drive, for example,

moves us to satisfy a need for food.

Goal: Goals are the objects (or the activities associated with those objects) which

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fulfill or satisfy the relevant need or drive.

THEORIES OF MOTIVATION

The importance of motivation to human life and work can be judged by the number of

theories that have been propounded to explain people’s behaviour. They explain

human motivation through human needs and human nature.

MASLOW’S NEED HIERARCHY THEORY

According to Maslow, human needs can be arranged into five levels. He suggested

that there is a fairly definite order to human needs and until the more basic needs

are adequately fulfilled, a person will not strive to meet higher order needs. Maslow’s

well-known hierarchy is comprised of :

a) Physiological needs: These needs are required to preserve human life; these

needs include needs for air, water, food, clothing, shelter, rest, etc. Until such

needs are reasonably well satisfied, they remain strong driving forces.

b) Safety needs: These are the needs to feel free from economic threat and physical

harm. These include protection from arbitrary lay-off and dismissal. These needs

obviously, require job security, freedom from coercion, or feelings of arbitrary

treatment and clearly defined regulations.

c) Social needs: These needs are concerned with love, affection, belongingness,

acceptance and friendship. He finds a satisfaction in association with others

and feels a real deprivation when it is not possible.

d) Esteem needs: These are of two types: the desire for achievement and competence

and the desire for status and recognition. In organizational terms, people

want to be good at their jobs; they want to feel that they are achieving something

15
 important when they perform their jobs.

e) Self-actualization needs: These are the needs for realizing one’s potential, for

becoming what one is capable of becoming.

According to Maslow, people attempt to satisfy their physiological needs first. As

long as these are unsatisfied, they, however, lose their motivational power and the

next level of needs occupy their place. This process continues up the need hierarchy.

According to Maslow, if you want to motivate someone you need to understand

where that person currently is on the hierarchy and focus on satisfying those needs

at or above that level. Maslow separated the give needs into lower and higher levels.

Physiological, safety and social needs were described as lower-order and esteem and self-

actualization as higher-order needs.

Table: 2 Characteristics of Human Needs

Lower Order Needs Higher Order Needs

i) Related to the physiology of a person. i) Related to the mind and spirit of a

These are explicit and not hidden. It is person. These are implicit and hidden

easy to understand these needs. needs. These are nebulous and not

revealed.

ii) Essentially finite. A person wants to ii) Substantially infinite.

only a particular amount of these nee-

ds. After gratification, they are no lon-

ger demanded

iii) Satisfied through economic behaviour iii) Met through symbolic behaviour

iv) These are universal but vary in intens- iv) These are not universal. These may

ity from person to person. exist as opposites in two persons.

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Maslow’s model provides a rich and comprehensive view of human needs.

McGregor’s Theory X and Theory Y

Douglas McGregor proposed two distinct sets of assumptions about what motivates

people – one basically negative, labelled Theory X and other basically positive, labelled

Theory Y.

Table: 3 Assumptions of Theory X and Theory Y

Theory X Assumptions Theory Y Assumptions

a) Employees inherently dislike a work a) Employees can view work as being as

and will try to avoid it. natural as rest as play.

b) Since employees dislike work, they b) People will exercise self direction and

must be coerced, controlled and thre- self-control if they are committed to

atened with punishment to achieve the objectives.

goals.

c) Employees will shirk responsibilities c) Under proper conditions, employees

and seek formal direction whenever do not avoid responsibility.

possible

d) Most employees want security above d) People want security but also have

all in their work and display little amb- other needs such as self-actualization

ition. and esteem.

Theory X is based on assumptions and beliefs which are based on the study of

many people at work, and the nature and structure of many organizations and their

styles of supervision. These assumptions imply that the supervisor has a low opinion

of the workers and still lower expectations from them. Such beliefs reduce the super-

17
visors efforts to enhance satisfaction in work, which in turn confirms a worker’s view

that work is a necessary evil.

Theory X puts forward the opposite assumptions which provide a totally different picture

of human nature and therefore call for a different managerial strategy in dealing

with employers. Theory Y implies that on-the-job need satisfaction is necessary.

The following points are important:

1. Both theories X and Y make certain not-so-valid judgements.

2. They may not reflect man’s inherent nature; rather such behaviour in man is in

part the result of management philosophy and practices.

3. Theory Y particularly unduly emphasizes self-actualization and freedom, implying

that all people seek freedom, while there are definite indications that all people

may not feel comfortable with freedom because freedom entails responsibility

and independent decision-making which people may not subscribe to.

4. In an organization, depending on the situation, either theory X or theory Y could

be effectively applied. However, in choosing one or the other managers, have to

bear the implications in mind so that problems such as interpersonal or interde-

partmental conflict can be avoided.

The MOTIVATION-HYGIENE APPROACH TO MOTIVATION

Maslow’s need approach has been considerably modified by Frederick Herzberg and

his associates. Their research purports to find a two-factor theory of motivation. In

one group of needs are such things as company policy and administration, supervising,

working conditions, interpersonal relations, salary, status, job security, and personal

life. These were found by Herzberg and his associates to be only dissatisfiers and not

18
motivators. In other words, if they exist in a work environment in high quantity and

quality, they yield no dissatisfaction. Their existence does not motivate in the sence

of yielding satisfaction; their lack of existence would, however, result in dissatisfaction.

They were consequently referred to as “hygiene” factors.

In the second group, Herzberg listed certain satisfiers – and therefore motivators –

all related to job content. They included the factors of achievement, recognition, chal-

lenging work, advancement, and growth in the job. Their existence will yield feelings

of satisfaction or no satisfaction (not dissatisfaction).

The first group of factors Herzberg called maintenance or hygiene factors. Their

presence will not motivate people in an organization; yet, they must be present, or

dissatisfaction will arise. The second group, or the job-content factors, he found to be

the real motivators because they have the potential of yielding a sense of satisfaction.

Maslow’s Herzberg’s
Need Hierarchy Two-Factor Theory

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 M
O Challenging work
T Achievements
Self-actualisation I Growth in the job
V
A
Responsibility
T
O
R Advancement
S Recognition
Esteem or status
Status
M
A
I Interpersonal relations
N Company policy and
Affiliation or T administration
acceptance E
Quality of supervision
N
A
N
C Quality of supervision
E Working conditions
Security or safety
Job security
F
A
C
T Salary
Physiological O
R
Personal life
needs
S

Figure: 4 Comparision of Maslow’s and Herzberg’s theories of motivation

Clearly, if this theory of motivation is sound, managers must give considerable

attention to unpgrading job content.

Need Achievement Theory

David McClelland’s achievement motivation theory envisions that a person has a need

for three things, but differs in degrees to which the various needs influence their

behavior: Need for achievement, Need for power, and Need for affiliation.

Alderfer’s ERG theory

Clayton Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory

(existence, relatedness and growth). Physiological and safety, the lower order needs, are

placed in the existence category, while love and self esteem needs are placed in the

20
relatedness category. The growth category contains our self-actualization and self-esteem

needs.

Self-determination theory

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the

importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical

theory and others that built on it, SDT posits a natural tendency toward growth and

development. Unlike these other theories, however, SDT does not include any sort of

"autopilot" for achievement, but instead requires active encouragement from the

environment. The primary factors that encourage motivation and development are

autonomy, competence feedback, and relatedness.

Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have a drive to

reach a clearly defined end state. Often, this end state is a reward in itself. A goal's

efficiency is affected by three features; proximity, difficulty and specificity. An ideal goal

should present a situation where the time between the initiation of behavior and the end

state is close. This explains why some children are more motivated to learn how to ride a

bike than mastering algebra. A goal should be moderate, not too hard or too easy to

complete. In both cases, most people are not optimally motivated, as many want a

challenge (which assumes some kind of insecurity of success). At the same time people

want to feel that there is a substantial probability that they will succeed. Specificity

concerns the description of the goal in their class. The goal should be objectively defined

and intelligible for the individual. A classic example of a poorly specified goal is to get

21
the highest possible grade. Most children have no idea how much effort they need to

reach that goal. For further reading, see Locke and Latham (2002).

Douglas Vermeeren, has done extensive research into why many people fail to get to their

goals. The failure is directly attributed to motivating factors. Vermeeren states that unless

an individual can clearly identify their motivating factor or their significant and

meaningful reasons why they wish to attain the goal, they will never have the power to

attain it.

PATTON’S IDENTIFICATION OF MANAGERIAL MOTIVATORS

The top expert in the area of executive motivation and compensation. Arch Patton,

has identified those motivators which he has found to be especially important in the

case of executives. They are the following:

1. The Challenge found in work If this is to be maximized, people must know the

purpose and scope of their job responsibilities, what their authority is, and what

is expected of them, and they must believe in the value of what they are doing.

2. Status Although status has been recognized for centuries by churches, the

military, and government, industry has come to see it as a motivator only in

recent years; it include titles, promotions, and such symbols as office size and

appointments, an “executive” secretary, a company car, and club memberships.

3. The urge to achieve leadership While difficult at times to distinguish from the

desire for power, it is really the wish to be a leader among one’s peers.

4. The lash of competition This important motivating factor is present in many

aspects of life.

5. Fear This takes many forms, including fear of errors, of loss of a job, or of redu-

22
 ction of a bonus.

6. Money While placed last, money is by no means the least effective motivator;

most often it is more than mere money, being generally a reflection of other

motivators.

These basic motivators, while simple and practical, do not differ substantially from

most of those we could derive from the earlier discussion of motivation theory and

research. They do put money in a proper perspective as being far more than a

“maintenance” factor, as Herzberg suggests.

23
The Indian Iron & Steel Company Ltd. Burnpur Woks is situated in the main industrial

24
belt of Burdwan District in W.B. it has played an important role in the economy of our

country. This is a very old factory of our country. Indian Iron & Steel Co. Ltd (IISCO)

started producing pig iron in 1918, at Hirapur Works, Steel Corporation of Bengal,

which merged with IISCO in 1952, initially produced steel in 1939. In 1936, IISCO

took over Bengal Iron Company established in 1875 at Kulti. The capacity of the inte-

grated Steel Works of IISCO at Burnpur was expanded to 1 million tons ergot steel

(0.8 million tons Saleable Steel) by 1960 and it achieved the rated / near rated capacity

consecutively for three years from 1962-63 to 1964-65. From 1966 onward the perform-

ance of the steel plant started deteriorating and in 1972 there was virtual collapse of

production. The capacity utilization at the plant in terms of saleable Steel production was

as low as 13% Government of India intervented at tat stage and took over Management

of the Company on 14th July, 1972. The ownership of the company was transferred to

Government of India on 17th July 1976.

ORE MINES & COLLIERIES

IISCO has its own captive Ore Mines at Manoharpur in Bihar. Iron ore reserves in

the captive mines are estimated at around 600 million tonnes of lump ore. IISCO’s

captive collieries at Jitpur and Chasualla at Bihar and Ramnagore in West Bengal

contain reserves of cooking coal of over 70 million tonnes. The Chasualla coal washery

of IISCO has a capacity of over one million tonnes and the washery coal is trans-

ported over a 53 km long aerial rope way which is stated to be as Asia’s longest

Rope way.

EXPANSION & DIVERSIFICATION

IISCO’s Consultants M/S M.N. Dastur & Co. are repairing a detailed feasibility report

25
for expansion of Burnpur Works from 1 million tonnes to about 2 million tones of ingot

steel capacity. An indicative feasibility report was submitted by the consultants in

November, 1976 and the final detailed Feasibility Report is expected by September,

1977 Simultaneously the question of modernisation of Burnpur & Kulti works is under

examination.

A BRIEF HISTORY OF IISCO’S DEVELOPMENT IS TABULATED BELOW

CHRONOGRAPHICALLY

YEAR EVENTS
1870 Bengal Iron Works was established in Kulti

1875 Two Blast Furnaces installed at Kulti Works

1879 The Furnaces stop producing due to low demand

1881 Government of India took over the control of B.I.F & christened

it as Barakar Iron Works ip to 1889.

1890 New Company Bengal Iron & Steel Company took over the

works on lease from the government & appointed Martin &

Lampars managing agents (modified with 3rd Blast Furnace.

1904 Open Heath Furnace, Rolling Mills & Small Power Plant at Kulti

(Steel making facilities were installed)

1918 IISCO formed. Started building its plant at (now known as

Burnpur)

1922 IISCO produced Pig Iron at Bunrpur

1936 Bengal Iron & Steel Company, Kulti merged with IISCO

1967-68 Production declined

1972 Government of India took over and modernized it on 14th July

26
 1973 SAIL formed on 24th of January

1979 IISCO became a wholly owned subsidiary of SAIL.

1995 Opening of a new Oxygen plant in IISCO

2005 SAIL take over the company

COKE OVEN

INTRODUCTION

In an integrated steel plant, the main objective of the coke oven is to produce metal-

lurgical coke for making B.F iron making.

The first production unit in an integrated steel plant is coke oven department, where

coal is converted into coke through the process called carbonization.

FUNCTION

The main functions of coke-oven are:

1. To produce and supply metallurgical coke to B.F.

2. To meet energy (fuel) requirements of various departments of IISCO by suppl-

ying coke oven gas.

3. To recover coal-chemical from coke oven gas and process those to market-

able items.

Coke oven IISCO consists of following sections:

1. Coal handling plant (NCHP & OCHP)

2. Batteries and heating section.

3. Coke handling plant.

4. By-product plants.

5. Refractory section.

27
 COAL HANDLING PLANT:

The coal is transported from various mines by means of railways and trucks. Coking-

coal is required for charging in coke oven. Four types of coals are used in IISCO.

1. Prime

2. Medium
N.C.H.P
3. Blendable

4. Imported
RAIL WAGON
MAIN EQUPMENTS:

1. Box-wagon trippler (110mt) BOX WAGON TRIPPLER

2. Rotary break (400mt/hr)

COMBILADOR
3. Combilador [(600mt/hr)*2]

VIBRATING
4. Primary crusher (130mt*3) CONVEYOR
SYSTEM
5. Hammer mill (200mt * 3)

+50mm
6. Blending bunker (200mt *8)

7. Service bunker (400mt *2)

PRIMARY
-50mm
CRUSHER
8. Conveyors.

9. Charging car

BLENDING BUNKER
O.C.H.P

HAMMER MILL
Figure: 5 FLOW DIAGRAM

28

SERVICE BUNKER CHARGING CAR

BATTERY AND HEATING SECTION

At present two batteries are working for operation in IISCO:

1. Battery No.—8: It was rebuilt and decommissioned on 18th December 1987 by

29
 M/S OTTO INDIA Ltd. The battery has 78 ovens.

2. Battery No.—9: It was built and decommissioned on 23rd April 1987 by M/S

OTTO INDIA Ltd. The battery has 78 ovens.

DIMENSION
Length of each oven 13.59m
Height 4.45mm
Width Ram side 0.42
Coke side 0.48
Useful volume 23.8m
No of flues / Heating watt 28

OTHER INFORMATION

Heat consumption/kg of dry coal 600Kcal

Hydraulic mean pressure 5 – 8 water gauge
Air coal charge/oven 1806 MT
Coking time 18 – 20 hrs
C.V. of CO gas 4180 – 4220 Kcal/Nm3
B.F. coke yield 18 – 68 %
(NH)2SO4 YIELD 10.2 Kg/TCC
Crude tar yield 29.2 Kg/TCC
Crude Bengal yield 5.02 – 5.5 LT/TCC

Coke-ovens are mainly constructed of silica, fire clay and insulated bricks. The height

of the chimney is 96m. The expected life of coke-oven battery is between 20 – 25

years.

HEATING ZONE

The combustion process requires two ingredients:

1. Fuel 2. Oxygen air.

Following gasses are used as fuel:

• CO gas (rich gas)

30
 • BF gas (lean gas)

C.V.Kcal/M3 CO gas (%) B.F. gas (%)

COMPONENTS
CO 3040 4.6 26.30
H2 2590 55.60 1.3 – 3
CH4 8560 28.29 0.2 – 0.5
CnHm 17000 2.4 …
CO2 … 1.5 – 3 9.10
N2 … 3.7
O2 … 0.2 – 4 0.2 – 0.4

COKING TIME = Available ovens * 24

Total No of ovens pushed per day

Heating section is to maintain required thermal regime for carbonization of coal to

produce metallurgical coke with minimum utilization of heat.

The preheated air and fuel gas are fed into the flue chambers in which the air and

flue gas mix with each other while moving upwards under the influence of chimney

draught. The other function of the section is to maintain required hydraulic regime for

smooth and safe flow of CO gas, tar and ammoniacal liquor from oven to by product

plant and it helps improving by products yield as well as the maintenance of the heat

of battery.

OPERATION

The coal is charged into the empty oven from the service bunker by charging car.

Each charging car has four hoppers to charge of coal into ovens. Each oven has four

charging holes. Coal is allowed to be carbonized for 18-20 hours. During this period

the volatile matter of coal distils over and is sent to B.P.P for recover of chemicals

and from the hydraulic mains and the doors are opened. The coke is then pushed

out into the quenching car by means of ram car. Them hot coke is quenched by an

31
automatic spray of water under the quenching tower. Quenching time is about 19sec

- 2 min. Quenched coke (85oC) discharged at the coke wharf.

The following equipments are used for battery operation:

a. Ram car b. Guide car c. Coke car d. Charging car

Function of Ram car:

• To open the oven door.

• To push the hot coke.

• To clean the door.

• To level the coal charged.

Function of guide car:

• To open the door

• To center the cage

• After pushed out the hot coke close the door

Function of coke car:

• To collect hot coke from the guide car cage

• Hot coke quenched in the quenching tower by spraying water.

• To discharge the quenched coke in the coke wharf

Function of charging car:

• To charge the bendable coal into the oven. Charging car has four hoppers

(capacity 5 tons/hopper)

ANALYSIS OF B.F. COKE:

MOISTURE 5.2 – 5.8 %
ASH 23 – 0.5 %
M40 76 – 77 %
M10 12.5 – 12.8 %
CSR (coke strength after reaction) 50 min

32
CRI 26 max

COKE HANDLING PLANT

COKE WHARE:

It is a sloping plate (angle of repose is greater than 23o, here used 30o) from line with

wharf tracks and edges are covered by casting plates. Its capacity is 80 tons howe-

ver it can effectively take of four ovens. It has a series of coke discharging gates (55

tons) for regulating coke discharge (at a optimum rate 150 tones/hr) in the wharf con-

veyors. Coke from the coke wharf is sent to the bar screen (80mm) & double roller

when its size is below 80 mm coke (20 – 80 mm) is sent to blast furnace and coke

(below 40 mm) is sent to domestic screen has two sets of screen (10 – 20 mm), screen

faction are then kept into the different bunkers. These fractions are loaded into rail

wagons and dispatched. Surplus B.F. coke is loaded into the wagons by boom belt

(16 conveyors).

WHAR
F
+80 mm
COKE CUTTER DOUBLE
BAR SCREEN
-80 mm 80 mm ROLL

GRIZZLE
Figure: 20 – 80 mm
6 FLOW DIAGRAM B.F. COKE BUNKER
25 mm
0 – 20mm 5%
DOMESTIC
+80mm 15%
SCREEN
10mm – 20 mm
LOADING
33

FINE (10 mm) PEARL (10 – 20 mm) NUT COKE (20 – 40 mm)
BY – PRODUCTS:

The main objective of the by product plant is to evaluate coke oven gasses genera-

ted during carbonization process kind to supply the same to different consumption

center, battery heating, SMS, rolling mill and boiler. To clean the gas and in the pro-

cess produce coal chemicals. To reduce cost of B.F. coke.

EQUIPMENTS:

1. Primary cooler 2. Ex-hauster

3. Deterror 4. Pheterror

5. Saturator bath 6. Acid catcher

7. Secondary cooler – 1 8. Secondary cooler – 2

9. Stripped tank 10. Oil tank

COAL NORMAL ACTUAL 2002-03 ACTUAL 2003-04

CHEMICALS
CO gas 295 297 295
Crude coal tar 27.8 26.7 28.7
(NH)2SO4 8.5 8.9 9.94
Crude bensol 5.5 5.4 4.7

34
Napthalene -- -- --
Ammoniacal liquor 60—70 -- --

WORKING:

The working of the by product plant may be divided into two groups

1. Gas condensation section (tar liquor section)

2. Gas processing section

REFRACTORY SECTION:

Refractory play a vital role in the achievement of better performance of steel plant.

Refractory bricks are required for the construction of oven – wall so that the construction

can withstand high temperature. Mainly highly refractive material Silica is used for oven

wall. Refractory are purchased from private as well as government refractory industries,

prominent among the private refractory industries are:

1. Belpahar refractories ltd, Belpahar, Orissa.

2. Orissa cement ltd, Roynagarpur, Orissa etc

Refractory Maintenance:

There are five processes for refractory maintenance:

1. Patching 2. Dusting

3. Pointing 4. Ceramic welding

5. Gunniting

MECHANICAL MAINTINANCE (M.M):

There are three types of M.M done in coke oven

1. Periodically Maintenance or time based maintenance.

2. Break down Maintenance

35
 3. Maintenance by inspection

The main maintenance works which are done in various cars operating in coke oven

under above categories are listed below

1. The maintenance of rack and pinion arrangement of pusher in ram car is very

important.

2. The tracks of the car are maintained properly by inspection.

3. Periodically lubrication in gearboxes and bearing of car increases its operating

power.

4. The bearing are replaced due to breakdown

BLAST FURNACE

INTRODUCTION

The main objective of blast furnace is to produce hot metal, which is considered the

chief raw material for steel. Raw materials used for iron making in B.F are iron ore,

coke, limestone, dolomite and manganese ore. Hot metal contains 92-94 % iron and

besides iron Si, Mn, P and S is also present.

Blast furnace is basically a counter current apparatus composed of truncated cones

placed base to base and is having the following parts:

1. Bosh 2. Hearth 3. Belt 4. Shaft 5. Throat.

The entire furnace is lined with suitable refractory lining and in addition to refractory

lining, there are water coolers, designed to enhance the life of furnace. Raw material

are charged from the top of the furnace and charging equipments consists of receiving

hopper, revolving distributor, small and large belt with hopper. Charging programme

may be “OCC”, “COC”, “COOCC”, or “OOCC” depending upon furnace condition

36
 [O--- ORE, C--- COKE]

In the hearth there is a tap hole of suitable dimension and length for the purpose of

tapping the hot metal. In the hearth there are slag notches at about (1.1 – 1.2 m)

away from the hearth bottom for flushing out slag at regular intervals, before tapping.

Since B.F is basically a counter current apparatus the descending stream of gas

generated from the burning of coke at the tuyere covel. As the stream of material

descends down through different temperature zones, ultimately we get two products: -

a. Metal in the hot liquid condition gravitating in the bottom

b. Slag, having less density floats on top.

A B.F once started runs continuously for 6 – 7 years before it is necessary to shut it
IRON ORE Rich Iron Ore Lime Stone Dolomite Manganes Ore
down for relining. (Mishra)
(Gua, Monoharpur)
This period of continuous
(Bisra) operation between
(Bisra,two relining is called
Pattaragab) (Pradhan-khanta)

a campaign of furnace.

MAIN SECTION:

1. Ore handling plant – high lime and stock house.

Ore Handling Plant

2. Stoves Stock Yard Coke from Coke- Ovens

3. Furnace proper

4. Laddle house and

Highpig Line
casting machines
Air from Coke Bunker
Bunker
5. O
Gas
2
plant
cleaning plant

6. Slag bank Scale Car Coke hopper Coke Serun

Cast Stoves
Pig
Figure: 7 BLAST FURNACE FLOW DIAGRAM
Skip Car
Gas cleaning plant
Pig
Casting
Machine S.M.S
Blast Blast Furnace
Gas Catcher
Furnace

37
Hot metal Slag
Slag Slag Load Bank
HOT METAL ANDSLAG ANALYSIS

HOT METAL
S Mn
Si
B.F –2 1.88 0.04 0.66
B.F –3 1.54 0.04 0.73
B.F –4 1.55 0.05 0.69

SLAG

32.33 28.53 33.50 7.56

32.32 23.02 33.42 7.55

38
 32.34 23.99 33.42 7.54

COMPOSITION OF BLAST FURNACE GAS:

Furnace Useful Hearthdia Capacity Cost/da Tap Blast Blast Top

volume (cm) y Time temp rate m3 gas
em3 min Temp
o
C
B.F –2 500 5.1 600 6 4*60 600- 1000 200
700
B.F –3 1170 7.02 1200 6 4*60 650- 2000 200
&4 750

PRODUCCTIVITY BLAST PRESSURE USEFUL HEIGHT

0.916 0.9 14.95
0.902 0.1 – 1.1 23.65

ORE HANDLING PLANT (O.H.P):

OBJECTIVE

Raw material is iron ore, lime stone, dolomite and Mn ore from different sources are

received at O.H.P from rail wagons and stocked or supplied to high line bunker.

There are 12 conveyor belts and rail networks for direct unloading of wagons at high

line.

O.H.P YARD STORAGE CAPACITY IN IISCO.

COKE – 75000MT IRON ORE – 90000MT LIME STONE –35000MT

DOLOMITE – 50MT Mn ORE – 8000MT

Figure: 8 FLOW CHART

Raw material conveyor Reclamation

Transit bunker
By rail wagon bunker

conveyor

+10 mm
Blast furnace High line Screening
39
only
OBJECTIVE:

The main function of this type of copper regenerative stove is to preheat the air of

furnace to reduce the consumption of coke. The stoves are of two pass, side conbustion

chamber type.

LADLE HOUSE AND PIG CASTING MACHINE:

Pig iron collected in the hearth is taken out by opening the tap hole with power driven

drill and oxygen lining after regular interval into a train of ladles kept below the runners

of the cast house. Metal ladles are either sent to SMS as pig casting for the formation

of iron ingots.

Ladle house is provided for repairing or relining and maintaining if the iron ladles and

cleaning of the ladles to ensure uninterrupted availability of ladles for further casting.

There are three ladle houses:

1. Kulti ladle house

2. New ladle house

3. Ladle repairing shop

Out of total six pig casting machines only four are working at present. In the present

scenario pig casting machines are the main bread and butter earners of IISCO.

GAS CLEANING PLANT:

Instead of having very high C.V (890 Kcal/Nm3) blast furnace exhaust gas cannot be

used as fuel because of its dust content. So the gas needs to be cleaned. The gas

from the top of the furnace travel down to the dust catcher where about 80% of dust

40
is removed. The gas then passes through primary dust collector, then through scrubber

tower, then secondary D.C. After that the gas passes through E.S.P. and then

through a territory precipitator. The clean gas is sent to the clean gas main. The

clean gas is used as a fuel in boiler house, conveyor, stoves, coke oven, S.M.S &

rolling mills.

CAPACITY
EQUIPMENT NO. OF UNITS
3
1. thoison water 6300 m /mm 4
2. scrubber tower --- 4
3. precipitator (E.S.P) 84000m3/mm 5
4. tertiary precipitator 102000m3/mm 2
5. procoater --- 4
6. moisture separator --- 4

SLAG BANK

It is the dump yard of slag. Everyday ladle is provided with a rack and pinion arran-

gement operated by compressed air to lift the ladle. Following are the pits for slag

dumping:

1. old slag granulation plant 2. new slag granulation plant

3. hacket pit 4. Pit no – 2 5. Pit no – 4

Capacity of old S.G.P – 1*105 ton/annum

Capacity of new S.G.P – 1*105 ton/annum

SLAG RANULATION:

The facilities include a blow box in S.G.P in water jet is impinged on hot slag steam

for granulation. The advantages of slag granulation are:

1. Requirement for rolling stock for handling slag is almost eliminated.

2. Higher glass content in the granulated slag which is a better raw material for

41
 cement making

USE OF SLAG:

1. Granulated slag is the chief raw material for cement industry.

2. Broken slag lump acts as ballast for filling area as for road construction.

3. Slag lumps are given brick shapes and then are used for construction purpose

i.e. house building.

STEEL MELTING SHOP

Steel melting shop is a major shop where pig iron from blast furnace is converted to

steel in a newly made Twin Hearth Furnace. The steel production is casted into ingots

and sent to rolling mills for the final products. The S.M.S consists of –

1. Twin Hearth furnace

2. Mixtures

3. Rotary Dolomite Plant

4. Lime Plant

5. Fuel Section or Tar and Booster House

6. Scrap Yard

7. Gas Cleaning Plant

8. Casting Bay

9. Stripper Shed

TWIN HEARTH FURNACE

Features:

• Two furnaces working simultaneously under one roof so the name Twin

Hearth

42
 • There are four burners, B1 & B2 for left one, and B3& b4 for right one

• There are also four lances

• Three charging doors each side; there are four charging crane, two ground

• Charger and one loco for transportation.

TAR and BOOSTER HOUSE

Major activity of this department is to supply fuels (both tar and CO gas + B.F gas is

stopped for the time being. One pipe brings Tar from the by-products plant.

Figure: 9
L3 L4
L2
L1 B2
B3
B4
B1

LEFT RIGHT

CHARGING DOORS

D1 D2

Lime stone Pig Iron from

Dolomite plan Blast Furnace Gas cleaning
plant
Tar and D3
Booster G.C.P Mixers
BURNER=> B1, B2, B3 & B4
CHIMNE LANCES=> L1, L2, L3 & L4
Figure: 10 THE BASIC FLOW
Y DIAGRAM OF S.M.S DAMPERS
(Steel Melting Shop)
=> D1, D2 &D3
Scrap from Scrap yard
Twin hearth Slag
Furnace

Hot liquid metal

Hot metal poured poured in moulds
in loaders to form ingots

43
Ingots are taken in Ingots are separated from the
the rolling mill moulds in stripping yard
 Slag Bank

SCRAP YARD

Steel making required raw materials like steel scrap, iron-ore, Mn ore, Ferro Alloys

etc. to be stored for charging into furnace during steel making. Although only scrap is

stored in the scrap yard, yet its layout is important, since it influences the charging

time and raw materials availability during steel making. Scraps are loaded into charging

boxes by means of crane and hauled to a furnace side.

Source of scrap Type of Scrap Equipments

1. In plant generated 1. Skulls 1. Two nos. scrap
scrap 2. Blooms crane of 15 tones
2. From Ferro scrap 3. Cold pigs each.
Nigam Ltd (FSNL) 4. Implant rejections 2. One scale of scrap
weighing capacity
60 ton.

Scraps are spread in the scrap yard in the open and are picked by electromagnets
accordingly to the requirement. Then they are loaded in boxes and then they are

weighted and finally dispatched to the furnace area for charging.

ROLLING MILL

INTRODUCTION

44
The process of shaping steel by rolling consists essentially in passing the material

between the two rolls revolving at the same peripheral speed and in opposite direction

and spaces so that the distance between them is somewhat less than the height

of section entering them.

Rolling mill starts working with the ultimate product of steel melting shop. There are

two types of rolling mills:

A: Hot rolling mills; rolling is done at temperature above re-crystallization temp.

B: Cold rolling mills; rolling is done at below the re-crystallization temp.

Rolling is necessary because it gives:

1. The correct dimensional accuracy.

2. The required metallurgical property.

3. Long defect level.

Rolling mill of IISCO consists of following sections:

1. Blooming mill

2. Bitter mill

3. H.S.M.
Hot ingots from S.M.S
4. L.S.M.

5. Merchant and rod mill.

Soaking pit Bloom stock yard
Billet mills

Figure: 11 FLOW CHART Blooming pit

Heavy structural mill

Sleeper bar Billet

Blooms
Heavy structure & special
sections

To D.S.P Billet yard

45
Merchant product according to
demand
Light structural mill Merchant & rod mill
SOAKING PITS:

Objectives

Soaking pits are provided to heat the ingots to an uniform temperature through out

the cross-section, so tat ingots attain a plastic state and they can be rolled easily

INGOTS:

Ingots of the following types and dimensions are rolled in the blooming mill ingots are

first heated in the soaking pit.

WEIGHT OF TOP BOTTOM

INGOTS CROSSECTION CROSSECTION HEIGHT
5.2 Ton 235/8” + 235/8” 255/8” + 255/8” 78”
8.0 Ton 243/8” + 27” 267/8” + 29” 85”

Ingots having the following defects should be rejected and sent back to S.M.S

a. Double teemed b. Crack on all four sides c. Height less than 1500 mm
d. With excessive sensory surface e. Any other visible defects.

INGOT CHARGING AND HEATING PRACTISE

• All ingots should be delivered in vertical position.

• To reduce thermal losses close the pit cover after charging of each ingot and

46
 supply air and gas. This will provide minimum temperature fall.

• The bigger end of the ingot should be placed in the pit in vertical position

without leaning against the wall.

• Not more than 48 tones of ingots after the second pass of rolling should not

lower than 1175oC.

• Cooling of the soaker crane drags in the water after drawing a maximum of

two ingots to prolong the pin life.

DEFECT OF INGOTS OCCURING IN SOAKER PIT:

• Burnt steel

• Thermally non-homogenous steel

• Excessive scale formation

BLOOMING MILLS:

The blooming mill is 1050 mm two – hi reversing mill driven by a 6700 H.P. D1 motor

capable of rolling 400mm sq blooms, slabs 500 mm wide and 200 mm to 100 mm

thick with minimum of 4 tones to maximum of 8 tones to from killed, semi killed and

reaming steel of carbon and low alloyed grade of steel with limit of yield stems in

cold condition up to 65 Kg/cm2.

FINAL PRODUCT OF BLOOMING MILL

As sealable – blooms

As semis: bloom for HMS and billet mill.

BILLET MILL

This is a continuous mill and rolls semis in the form of billets of various sizes for

47
merchant mill (M.R.M) & LIGHT STRUCTURAL MILL (L.S.M) & steel bars for sheet

mills (S.M). it was commissioned on 22nd December 1953. its sources of supply is in

the form of blooms for rolling billets & slabs for rolling sheet bar blooming mill.

Colour code:-

Defective billets – red

Off grade billets – white

Tested billets – green

Final product of billet mill: -

As sealable: - Billet, Blooms, Slabs, Sleeper bars, Flats, Converted billets.

As semis: - for L.S mill, for sheet mill, for Merchant & Rod Mill.

LIGHT STRUCTURAL MILL (L.S.M)

The light structural mill is one of the units of rolling mills complex to produce light

structures such as angles, joists, channels, light rails, rounds, squares, jees, flats

etc. the mill was installed in November 1939 with an annual capacity of 0.2 MT. The

input material for this mill is billet of different sizes form 91 mm – 125 mm obtained

from billet mill. Location vise this mill lies by the side of the heavy structural mill. This

mill is also call 18” mill.

The L.S.M consists of following:-

1. No. 1 roughing stand – having 2 rolls 1 drive.

2. No. 2 & No. 3 stands – 1 roughing, 1 intermediate stand.

3. No. 4 stand – amnishing stand.

4. Reheat furnace – 2 numbers, but one is obsolete, CO gas is used.

5. Overhead crane – 1 crane of 2 hoists.

6. Shearing machine – for end cropping.

48
 7. Mangle machine – 3 numbers, for straightening the bent section.

FINAL PRODUCTS OF LIGHT STRUCTURAL MILL:

1. Joists 2. Channels 3. Rails

4. (a) equal angles (b) unequal angles 5.Rounds

6. Square 7. Flats.

MERCHANT AND ROD MILL

Merchant and rod mill is the best and large mill in the rolling mill. It is also called BAR

& ROD MILL. The process followed by merchant and rod mill is fully computerized,

continuous and non-reversible process. It was installed in June 1960 by Morgan

Davy united. This mill has a capacity to produce 0.15 Mt per year. MRM produces

rounds, angles and flats from billets. Billets are supplied by Morgan Mill and sometimes

by foreign suppliers. The main section of M.R.M is: -

1. Reheating furnace – recuperative type reheating furnace with CO gas as fuel

2. Mill proper – for producing rounds, angles & flats.

HEAVY STRUCTURAL MILL:-

This mill is also called 34-inch mill. The input raw materials for this mill come from

the blooming mill.

EQUIPMENTS:

1. Reheating furnace – 2

2. Mill proper – roughing, intermediate & finishing stands

3. Finishing – cropping, stacking etc.

4. Shipping – far dispatch & market.

5. Mangle machine – 3

49
Sack & Day installed this mill in December 1939, the input material for this mill is

received from the booming mill in hot or cold condition. The cold blooms are first

heated in the reheating furnace before being fed to the mill. The fuel used for the

heating is Co gas. This mill basically produces heavy structures for selling.

The capacity of the mill – 0.25 million tones.

The rolls are continuously water – cooled. There are 2 pulpit for H.S.M operation

FINAL PRODUCT:

As saleable: joist, channels, rails, angles, z-bar etc.

As semis: billets, slabs, blooms, flats.

MECHANICAL MAINTENANCE OF ROLLING MILL:

Maintenance is now defined as a business function & profit center, which manufactures

capacity for production. In its new rolling maintaining presents a great opportunity

to improve productivity and quality and reduce cost for production. A good maintenance

system ensures the optimum availability of equipments and the availability

of equipment is very important for production of quality products at low cost.

There are three types of maintenance done in whole rolling mill they are:

1. Periodically or time based maintenance.

2. Breakdown maintenance.

3. Condition based maintenance.

The maintenance works, which are followed in rolling mill, are given below

• Proper maintenance (lubrication and others) and periodically inspection at the

pinion house is very important.

• Bearing at the end of rollers in roller tables should be changed if required.

50
 • A whole roller is replaced due to corrosion of roller shafts and the roller shafts

also break. Them it becomes necessary to change the roller.

• The proper maintenance of overhead crane and crane hock is required.

• The side of the chocks is lubricated to grease by a control pressure lubricating

system.

• The pressing rollers should be cooled otherwise it will bend.

HEAVY MAINTENANCE SHOP

OBJECTIVE

The main objective of the Heavy maintenance shop is to repair the broken machines

parts and fabrication of machine parts and other parts as per requirement.

DEPARTMENT:

The Heavy Maintenance shop mainly consists: -

1. Machine shop.

2. Fabrication shop.

3. Froging shop.

MACHINE SHOP:

In the machine shop the machine parts and other parts are designed according to
drawing. The machine shop contains various machines, as:

1. BORING MACHINE: There are two types of boring machines, which are avail-

able in machine shop. They are (a) Vertical boring machine (b) Horizontal boring

machine. As the name implies we can bar vertically as well as horizontally

by that machine according to our requirement.

2. DRILLING MACHINE: There are two types of drilling machines, which are avai-

51
 lable in machine shop. They are (a) Vertical drilling machine (b) Inclined drilling

machine. By inclined drilling machine we can drill hole at work piece at any angle

as per our necessity.

3. HOBBING MACHINE: By this machine we can design various types of g car

according to our requirement by adjusting the teeth rotation of driving and driven

car of machine.

4. LATHE MACHINE: There are a large number of lathe machines of different

categories for different job are available in machine shop.

5. FACING MACHINE: This machine is usually used to produce proper face of a

part. By this machine we can obtain the required surface finch as maintained in

drawing.

FABRICATION SHOP

OBJECTIVE:

The main objective of this fabrication shop is to design those small parts, which are

difficult to produce in machine shop. Here comparatively small jobs than machine

shop are also fabricated.

FABRICATION PROCESS

It consists of various fabrication processes such as:

1. Welding process.

2. Small baring process.

3. Drilling process

4. Pressing by hydraulic press.

Fabrication shop also has a overhead crane for transportation of heavy parts.

52
MECHANICAL MAINTENANCE OF H.S.M

Each and every machine of H.S.M requires a proper maintenance so that they can

work for a long period without failure. Basically there are two types of mechanical

maintenance, which are done in machine shop and fabrication shop. Those are

1. Periodical maintenance. 2. Breakdown maintenance.

The maintenance works, which are done in H.M.S under above categories, are:

• The periodical lubrication of all machine parts of each machine is required for

the long life of the machine.

• Cult tolls of various machines may break during operation. Then this is

replaced.

• The chain and belts in bearing machine demand proper inspection.

• The gearbox of drilling and baring machine requires proper lubrication.

LIGHT MAINTENANCE SHOP

Light maintenance shop is used for machining of light failure jobs and captive production

(production solely for in house requirement).

1. Pattern shop
2. Core shop

3. Mould making and sand repairing

4. Foundry shop

5. Forged and structural machine shop

6. Wagon and capital repair shop

1. PATTERN SHOP

Pattern is the replica of the object to be cast. The various allowances have to

53
 be considered on the pattern. Pattern materials of the following type:

• Wood

• Metal

• Plastic

• Wax

In LSM we use wood and metal patterns.

Metal Patterns are of two types:

 Aluminium

 Cast iron

Wooden patterns are divided into:

• Skeleton pattern

• Sweep pattern

• Loose pattern

• Single piece pattern

• New pattern manufactured for own convenience

The machines used on the pattern shop are:

a) Wooden lathe – It consists of live center, dead center and cutting tool. Con-
stant speed drives and tool post.

b) Circular saw – It is used for cutting wood. The cutting is not smooth and is

used for cutting large pieces of wood.

c) Straight saw – It is used for fine cutting of wooden pieces.

d) Ben saw – It is used for cutting wood at angle or for cutting curved surfaces.

2. CORE SHOP

Core is used where a hollow sphere is required in the casting. Core is made of

54
 dry sand. Core is prepared in a ore box by filling in green sand. Then it is

dried in a furnace. If the core is very large, caplet is used to support the core.

For supporting the core print is used.

3. MOULD MAKING AND SAND PREPARING:

Sand testing – Here the permeability of sand is tested. The grain fineness num-

ber and refractoriness of sand is tested.

Sand mixing – The different compositions of molding sand are green sand, adhe-

sive (betonies), fire clay and water. The sand is mixed and crushed in a mulling

machine.

Specification of moulding machine:

The horizontal power is transmitted to vertical power by lever gear mechanism.

The vertical shaft rotates the trough. Now there are two horizontal rollers, which

move due to friction. These rollers mix and crush the molding sand.

4. FOUNDRY SHOP

Cupola furnace

The capacity of a cupola furnace is 3 tones per hour. It is an air blown type

furnace having tires. It is a receiver type cupola furnace. There is a sand bed

prepared on the base of the cupola furnace. The molten metal is tapped from

the container. The molten metal is first tapped, and then slag is let out to clear

the container. The cupola is lined with refractory bricks.

Casting

Now cupola furnace is not used as it results in loss of fuel and expenditure.

Therefore molten metal from the blast furnace is supplied to meet the needs of

LMS. Different types of casting are done like large gears, bearings, wheels, etc.

55
 weights are placed over the cope to nullify the buoyancy effect of the cope.

Before pouring the molten metal it should be seen that the mould is dried properly.

Vents should also be present to allog the gas to escape.

Brass casting

Crucible furnace:

In a crucible furnace a bed of brass is first prepared and then over it a coke is

prepared. An air – blowing machine through the coke bed blows air till the brass

is melted. It is then connected with ladles and is poured in the moulds of desired

shapes. In brass casting 1 riser and 3 – runners are used as brass has 10% more

shrinkage allowance than iron.

5. FORGED AND STRUCTURAL MACHINE SHOP:

Forging is the process of heating the metal and then beating it to attain the desired

shape and structure. Different types of forging machines used are shown below.

Hammering Machine – Two types of operations are performed such as drawing

and upsetting. It operates on the principle of pneumatic pressure. The iron is

heated in a muffle furnace. This softens the iron and then hammered. There are

two types of hammering machine, one 750Kg and another 350Kg.

Angle bending machine – Beams and bars are bend to different angles and arc-

hes by two rollers moving in opposite direction. This is cold bending process.

Plate roll bending – Here sheets of 0.5 inch thickness are rolled. The machine

has ten gears and three rollers.

Cutting

Plasma arc cutting – It works on the principle of electric arc that melts the metal.

56
 Then high – pressure oxygen oxidizes the metal. This is the new improved met-

hod of plate cutting. It can cut metal up to a thickness of 10 inches.

Gas cutting – Generally gas – cutting machines are used for cutting purpose.

6. WAGON AND CAPITAL REPAIR SHOP:

Wagons are repaired in this shop. Axles, wheels, gear boxes are either repaired

or assembled in this part of the shop. Skip cars and ladles are also repaired in

this section. New improvised models of wagons and skip cars also constructed

over here.

OXYGEN PLANT

At present the steel making process at IISCO, is being done by twin hearth furnace

where refining of steel is done by using Oxygen. Earlier this process was carried out

through open hearth furnace at Steel melting shop and general purpose Oxygen, the

50 TPD Oxygen was commissioned in 1995 with the help of M/S Bharat Heavy Pla-

tes & Vessels Ltd. Vishakapatnam.

For ensuring the enhanced efficiency and greater reliability of plant, certain critical

equipments were imported by M/S BHPV Ltd. Such as:

1. Main Air Compressor from KOBE Steel Ltd.

2. Oxygen Compressor from Suzler Burckhardt, Switzerland.

3. Expansion Turbine from Rotoflow, USA

4. Brazed Aluminium Exchangers,Sumitomo, Japan

Indigenous plant and equipment such as Air Distillation Colums, Gaseous Oxygen

Storage Vessel, Liquid Oxygen Converter, Condenser & Chiller units of refrigeration

system, air drying Bottles etc. were manufactured and supplied BHVP Ltd. Other

57
equipments like cooling tower from M/S Paharpur Cooling Tower, Water Treatment

system from ION Exchange Ltd. were procured and supplied by M/S BHVP Ltd.

With the commissioning of the 50TDP Oxygen Plant one milestone of self sufficiency

os achieved for the requirement of oxygen in the plant.

PROCESS DESCRIPTION

The air which is sucked by the air compressor passes through a filtering system in

which it is cleaned from the dust it may contain. The processed air is compressed in

the air compressor, precooled in the refrigeration unit and then purified by absorption

in the Drying Bottles. After having left the air purification unit, the air to be processed

is then through Post Filter where the entrained particles of absorbents are removed.

The air to be processed is then expanded in an Expansion Turbine and vented to the

atmosphere after passing through the exchanger. The other part is further cooled in

exchanger and is fed to Medium pressure Column.

MEDIUM PRESSURE COLUMN EFFECTS

Primary separation of processed air into liquid nitrogen, poor liquid and rich liquid:
Gaseous waste nitrogen and pure oxygen is separated in the lower pressure column.

Gaseous oxygen from low pressure column is warmed up in main exchanger before

sending to Oxygen Compressor.

Liquid oxygen is taken from the bottom of the main vaporized and sent to LOX filters

through LOX pumps and sub cooled in sub cooler and collected in LOX converter.

Gaseous Nitrogen is drawn from the top of the Nitrogen Column and is warmed in

the Sub cooler and main exchanger before drawing as product at low pressure. Oxygen

delivered from outlet of Cold box is compressed up to 36 kg/cm2 by oxygen compressor.

Pressure of oxygen gas is reduced to 11-15 kg/cm2 by pressure regulation station and

58
 then supplied to the THF & General purpose requirement through pipeline.

SALIENT FEATURE OF EQUIPMENT

EQUIPMENT CAPACITY PRESSURE SUPPLIER

11000 NM3/Hr 6.8 kg/cm2 KOBE STEEL, Japan
Air Compressor
Oxygen Compressor 1500 NM3/Hr 36.0 kg/cm2 Suzler, Switzerland
Expansion Turbine 6.8 kg/cm2 Rotoflow, USA
GOX tanks (3nos) 200 cu. m. each 36 kg/cm2 BHPV
LOX Converter 50000 its A6 kg/cm2 BHVP

AIR FREE OF MOISTURE

AIR

FILTER AIR REFRIGERATION MOISTURE

S COMP UNIT SEPERATO
R

GASEOU
S O2 ACTIVATED
Figure: 12 ALUMINA

N2 LET
OUT
OF
VENT

O2
PRMS COMPRESSO
R
AIR
SEPERATO
R UNIT

THE STEEL LIQUID

PLANT HIGH O2
PRESSUR
59
PACKED IN
E O2
CYLINDER
GP S
O
ELECTRONIC TESTING LAB (ETL)

Objective: - Its main objective is to test and repair faulty electronic circuit and

components of various equipments/machines in order to ensure smooth running

of plant.

Facilities existing in the laboratory are:

a) Cathode Ray Oscilloscope (CRO)

b) Multimeter (Analogue/Digital)

c) Soldering and De-Soldering Unit

d) Flexible Bread Broad

e) Function Generator

f) Power Supply Unit (AC/DC)

g) Step up/down transformer

h) Data log book

i) Personal computer

60
MAINTENANCE: - Standard circuit and components rating and data are given in a

company’s manufacturer’s manuals and data sheets. These values are compared

with experimental values to check their accuracies.

TELE COMMUNICATION

IISCO being a part of the huge SAIL network makes it essential to have good comm-

unication network both within the plant and also outside.

The main modes of telecommunication are as follows:

1. R.A.X (Rural Automation Exchange)

This is used outside the plant that is for the communication within the township

(for employees). There are about 600 lines. It is an electro-mechanical system.

Each unit has 50 lines. All units are interconnected by motion selector. Each

unit has 7 group selectors and 7 final selectors with hundred outlets each. Each

unit is provided with a ringing tone box which provides all required tones used.

Any fault in the working of exchange is displayed in the alarm box.

2. M.A.X II (Main Automated Exchange)

It is used with in the works. It has a capacity of 700 lines. Here the STOOGER

EXCHANGE is being used. Both the M.A.X II and the R.A.X. exchange have

been interconnected.

3. Electronic Exchange in the Hospital

It is the Matrix try of exchange (I.T.I make). There is no from of multiplexing.

There are 50 lines. It is a block type of exchange with 7 accesses.

4. Dispatcher system

It is manually operator electro-mechanical type of exchange. It is placed in the

control room of the plant. It can be connected to any subscriber. Conference

61
 facilities with 50 parties at a time if required are available. It is basically used for

interdepartmental communications.

5. NICNET

National Informatics Center Network. This is one of the advanced forms of com-

munication in India. In this mode information is beamed up to the satellite (INS-

AT 1-D) from any part of India (almost all districts have this facility) from where

it is beamed down to the receiving station. Data being transmitted through UPL-

INK and receiving through DOWNLINK.

6. FAX

It is very necessary form of communication. It is the mode by which the facsimile

of the document or picture is transferred from one place to another. The picture

transferred is only black and white. In a simple manner it can be said that

black and white signals can be transmitted as high and low signals and the picture

is obtained at the receiving end. Its advantage is that no mistake can be possible,

as nothing has to be printed or said verbally.

7. Teleprinter & Telex

It has a very expensive network as any in the world and can be connected

which has a receiving end. Telex is an automatic advanced form of T.P.M.

Direct dialing is and the information to be given is printed which is received at

the other end.

8. S.V.C.N

Sail Voice Communication Network is an exhaustive telecommunication amongst

the SAIL companies and undertakings. All ocations have got three own electronic

62
 exchange either of 24 or 48 lines with trunk interface circuits provided on these

exchange to facilitate access to lease trunk lines (from DOT) and to have

a connectivity with other exchanges.

In IISCO there is 24 lines exchange (make BPL) having PAM-TDM technology.

This exchange has 2 trunk interface cards with 8 trunk facilities. Burnpur is

using 6 trunk out of which 3 are connected to Calcutta and 3 to Delhi. These are

two nodal points for SVCN. Any routing selection to other steel plants is done

through nodal points. These trunk circuits are connected from IISCO to DOT

end via UHF link (frequencies are 342 Mhz transmitting and 352 Mhz-receiving)

First the trunk circuits are connected to multiplexing equipment and transmitted

to DOT end. The trunks are 4 wire E&M type signalling. At present this system is

not in use.

Thus in brief the total communication systems in IISCO are:

1. Works exchange-I.T.I made MAX II capacity – 700 lines.

2. Town exchange – RAX capacity – 600 lines.

3. Hospital exchange – E.P.A.X. capacity – 50 lines.

4. SVCN exchange.

5. Dispatch Communication System:

a. Plant control – 50 lines

b. Gas control – 20 lines.

c. SMS control – 50 lines.

d. Coke oven control – 50 lines.

e. Blast furnace control – 50 lines.

f. Power plant – 20 lines.

63
 6. Loud Speaker phone system- SMS.

WORKING

In IISCO Stooger exchange is in use. It is of three types, Main Automatic Exchange,

MAX II & RAX automatic exchange. MAX II type is prevalent within the plant and

RAX type in town.

First of all when the receiver is lifted there is a dial tone. For getting this dial tone,

there is a relay which has two components LS & EX. LS starts working as host and

connects to relay set, selector hunter which finds out the correct group. The line

finder finds out the clear line. Then the line relay, final selector and group selectors

find out the final group. We then get the dial tone.

For a particular 100 line, there is a group selector. Suppose we have to dial a num-

ber 578. There are 5 Vertical movements after which 7 vertical movements and 8
rotary movements takes place& the number is got and the ring is heard. These hundred

lines go to main distribution frame (M.D.F), which has fuses for each line. There

are heat coils for each line. There is a LM system for detecting disorder. If a fuse is

out of order, the red lamp glows. For release condition the green light glows & the

bell rings to alert the attainder.

There are 20 tie ends for exchange to exchange connection. Here 0 is dialed for

exchange to exchange connection.

This type of exchange is outdated as now electronics exchange is being used

everywhere.

64
65
IISCO is a commercial organization functioning in a fiercely competitive environment,

facing competition both from domestic and international producers. In such situations, the

motivational techniques play a very important role for survival. The motivational

techniques help the employees in greater extent to give their best and help the

organization to achieve its goal.

The Motivational Techniques in IISCO –

• Production Bonus Scheme (Reward): Workers receive mementos for production

volume based on weekly basis. A sharp target is placed, the workers (divided in

groups) are asked to achieve it on weekly basis, the group which achieves the

target receives the reward.

66
• Promotion: Promotion for the workers are based on their performances, such as –

Bottom Level Worker

To

3rd Level Worker

To

2nd Level Worker

To

1st Level Workers

To

Unit General Keeper (Head of Total Workers – all workers report to him)

• Best Suggestor Award: Any kind of suggestions are heartily accepted, special

form are available in the office, have to fill and if chosen as the best

suggestion the employee will receive an award on 26th January.

The awards are named as Nehru Award for Non Ececutives and Jawahar Awards

for Executives.

• Canteen Facilities: Foods are easily available for the employees with

subsidized rates.

• Payment for Overtime: On hour basis employees enjoy the facility of

overtime payment.

• Employment to the dependent: If any accident occurs, employment is

provided to one of the dependent.

• Scholarship for the children’s of the employees: Scholarship facilities are

provided to the children of the employees, who have a good work rate.

67
• Scheme for Sponsoring Executives for Higher Specialized Education/Training:

IISCO sponsors their capable executives for higher specialized education.

• Incentive Scheme for Acquiring Professional Qualifications: Special schemes

are there for the executives to acquire professional qualification like PGDM,

MBA etc.

• Long Service Award: Awards and Cash Prizes are there for the employee who has

given long service to IISCO.

• House Building Advance and advance for Purchase of Motor Vehicle and

Bicycle: This facility is provided to the hard working employees.

• Reimbursement of Expenses towards Medical Treatment not Available at the

Headquarters of the Employees

• Scheme for Farewell to Retiring Employees: A grand farewell party is

organized for the retiring employees.

• Employees Family Benefit Scheme: There are several schemes for the

welfare of the family of the employees.

• Safety: The safety function of IISCO Steel Plant is based on its policy of

commitment to ensure the safety of its employees and the people associated

with it including those living in the neighborhood of the Plant and pursue the

safety efforts in sustained and consistent way by establishing safety goals,

safety accountability and providing resources to make the safety programmes

work. Based on this policy, the Safety Department formulates safety measures

for ISP, advises to concerned departments of ISP on how best these measures

can be implemented, audits the implementation and results achieved and

68
 advices the Management on improvement measures.

• Education: IISCO runs 3 Higher Secondary, 1 Secondary and 4 Primary schools

providing subsidised education to more than 7000 students. Besides, 1 co-

educational English medium CBSE school with 2000+ students is supported by

the company.

• Health Care: A 500-bedded Central Hospital with facilities like modern OT,

ICU, ICCU, Dialysis unit, Dental, isolation ward, blood bank, physiotherapy.

Besides, there are Clinics in all townships and Occupational Health Centre in the

plants.

• Pollution Control: All environmental parameters like SPM, SOX, NOX, water

testing are regularly undertaken to meet the Pollution Control Board norms. The

department is equipped with latest testing facilities.

• Computer Services: Computerized Integrated Maintenance and Materials

Management System (IMMMS) based on CA-OpenIngres RDBMS under HP-

UX. A Sun Solaris network running Oracle RDBMS in Finance department.

Email and internet facilities.

• Family Welfare: IISCO participate in the National RCH programmes. IISCO also

participates in other National Health Programmes like National Tuberculosis

Program, anti-Malaria, Anti Leprosy Program etc.

• Women Upliftment: In IISCO, Mahila Samities have been formed. The members

of the Samities are spouses of the employees. Spouses of MDs, EDs etc are also a

member of Mahila Samities . A lot of work is being done for the society by these

Samities. The various activities being performed by the samities includes :

69
 - women empowerment and development

- community welfare activities

- assistance during natural calamities

- manufacturing products for general use in plants

- providing assistance to women belonging to economically weaker section etc

- providing vocational training to women

- facilitating access to education for needy girl children

Other than these motivational schemes, classes are being organized on motivation by the

HR Department, study material on motivation or notes are distributed among the

employees. The main aim for these kinds of special classes is to bring awareness among

the employees regarding Motivation and the main thing is to motivate the employees to

give their best and help the organization to attain their goals. The notes which are

distributed among the employees related to Motivation are mentioned below (Refer

Annexure) –

• MOTIVATING SUBORDINATES:
(Included in Annexure 1).

• WHAT IS MOTIVATION?
(Included in Annexure 1).

• HOW ARE STAFF MOTIVATED

(Included in Annexure 2)

• MONEY AS A MOTIVATOR
(Included in Annexure 2)

• WHAT IS YOUR ROLE?

(Included in Annexure 2)

• MASLOW’S HIERARCHY OF NEEDS

(Included in Annexure 1)

70
 • THEORY ‘X’ AND ‘Y’
(Included in Annexure 3)

• MAINTENANCE THEORY BY FREDRICK HERZBERG

(Included in Annexure 3)

• WINNERS VS. LOSERS

(Included in Annexure 4)

• HOW TO WORK BETTER

(Included in Annexure 5)

There is also a library in the compound of the company, where there are several good and

famous books on Motivation along with other famous books.

Inside the compound there are many hoardings also with famous words of famous

personality written with an aim to motivate employees.

For safety of the employees, other hoardings are also there like “Savdhani Se Kaam

Kaarein, Ghar Pe Koi Apka Intezar Kar Rahe Hai”.

STUDY OF MOTIVATION IN IISCO

I have chosen this topic as my project work because in the present corporate world

the competition is so wide and the “survival of fittest” is so vital, as without being the

best there is no space in the present environment to alive. In other word, we can say

that only the best can survive with the continuous growth, best needs dedication. In

this continuous effort of making alive oneself, they have to give their continuous effo-

rt to get go with the changing world. This can happen only by acquiring the motivat-

ed, punctual attentive, quality, loyal, hard worker. Out of these the motivation is most

important because a well-motivated person can acquire the qualities of punctuality,

hardworking and loyalty. It can be easily understood by the definition of motivation -

Motivation is the means or inducements, which inspire to impel a person (to behave

71
in a certain manner and) to intensify his willingness to use his capabilities and poten-

tialities for achieving goals of the organization in which he works.

The Indian Iron & Steel Co. Ltd. being the oldest steel company in India, continues to

use the oldest technique of production. The oldest technique requires hundred perc-

ent dedication, hard working and team work. All these are applicable on both the ex-

ecutives as well as non-executives. As this company still uses the oldest machiner-

ies and techniques for production, human resources are the key resources of the co-

mpany. The machineries are fully handled by the people. Every seconds requires al-

ertness. One’s effectiveness depends on the effectiveness of others. Everyone sho-

uld work unitedly. In this condition, motivation is essential. Motivation helps the work-

ers to give their best. It moves an individual into action and urges him to work with si-

ncerity and loyalty. Motivation of worker is very important when a supervisor wants to

get things accomplished by them at right time, in right quantity, and of right quality.

In IISCO, motivational programmes are there. Various training programmes take

place, one day training on motivation also takes place. In that training session, notes

are distributed among the employees.

72
73
 SURVEY OF THE EXECUTIVES

I have surveyed 25 twenty five executives of IISCO, in regard to know about their

attitude and understanding about Motivation, their implementation schemes, observations

and interpretation of performance, relative action, interpretation of result etc.

1. By the first question I tried to know about the level of satisfaction among the

executives in the working conditions of the organization they are working. It is so

important because if the working condition is not congenial to work they never

pay their full potential of doing the works in very efficient manner. For this reason

my question was –

Do you feel your present work environment is congenial for better output?

a) To a great extent b) To some extent c) Not at all

74
Results/ Findings:

Option Frequency Percentage

a. To a great extent 16 64
b. To some extent 9 36
c. Not at all 0 0

Level of Satisfaction for Working

Condition

To a great extent
To some extent
Not at all

Interpretation and Conclusion:

By the observation and interpretation I found that 64% of the executive working in IISCO

says that the working condition in IISCO is congenial, they are happy with the

environment. Although the infrastructure is old, but IISCO provides all the facilities

needed by an employee. It takes good care of the employees, by providing them with

drinking water, canteen, urinal, first aid center, conference and rest rooms along with the

facilities like providing soap, detergent and napkins for all the laboratories. 36% of the

executive says that they are not happy with the working environment. They find nothing

special in IISCO in terms of working condition and infrastructure.

All the building inside the campus is old they need some repair and construction work.

The working condition in IISCO is on the positive side, regarding the congenial work

environment for better output, in comparison to the other steel plants in India.

2. By the second question I tried to know about what amount of attention the

superior pays to their subordinates.

75
Do you know each and every worker of you area by his name, designation, attitude and

his behaviour?

a). All of them b). Most of them c). Some of them

Results/ Findings:

Option Frequency Percentage

All of them 15 60
Most of them 10 40
Some of them 0 0

Superior's Attention to the

Subordinates

All of them
Most of them
Some of them

Interpretation and Conclusion:

60% of the executive said, they all know each of their workers by his name, designation,

attitude and behavior and rest 40% executive said, they are familiar with most of their

under working subordinates.

By knowing each and every worker by his name, designation, attitude and behavior, helps

the executive to easily handle the situations in favour of both for him as well as for the

organization efficiently and effectively. This quality of the executive definitely enhances

their working capability and the capability of getting work done from the workers.

3. By the third question I tried to find out the relationship status between the

executives and their subordinated, because it is generally a one way

communication system. The executive gives order and the subordinate have to

76
 follow it.The bad relationship can result both failure of the system as well as the

target of the organization. So it is very important to know the job relationship

status between the executive and his subordinates. Keeping this thing in mind I

prepared this question.

How is your relationship with your subordinates?

a) Cordial b) Very professional c) Not so cordial

Results/ Findings:

Option Frequency Percentage

Very cordial 23 92
Only professional 2 8
Not so cordial 0 0
Relationship Status Between
Executives and Subordinates

Very cordial
Only professional
Not so cordial

Interpretation and Conclusion:

92% of the executives said their relationship with their subordinates is very cordial, 8%

executive feels there is no space for emotions in the work place as they have to be very

strict, if they want to complete their assignments on the right time, in a right way.

By the observation it is very clear that there is a healthy relationship between the

executives and the subordinates, which is vital for the smooth running of the

organization.

4. By the fourth question, I wanted to know about the relationship status between the

executives and colleagues because it is generally a two way communication

77
 system. The executives have to discuss the doubts and the necessary changes,

which has to be implemented on the various levels of work. They also have to

establish a good co-ordination among themselves because if there is a difference

in the opinion of the two executives of the same department, it may cause a

considerable damage to the functionality of the organization, because of this the

organizational goal may suffer. So I prepared the question as;

How is your relationship with your collegues?

a) Warm and personal b) Only professional c) Strained

Results/ Findings:

Option Frequency Percentage

Warm and personal 23 92
Only professional 2 8
Strained 0 0

Relationship Between Executives

and Colleagues

Warm and
personal
Only professional

Strained

Interpretation and Conclusion:

92% of executive feels their relationship with their collegues is warm and personal, which

is really very healthy, and remaining 8% executives fell there is no emotions and only

professional relationship is there between them.

By the observation, it is clear that there is a very good and healthy relationship between

the executives and the collegues, which will help the organization to flourish in the future

78
and will also prevent the organization from facing any kind of problems as if any dispute

occurs among the executives and their collegues it may cause a massive disaster.

5. By the fifth question, I tried to know the professional level of the executive and

the kind of personality they carry with them. As the performance of the whole

organization depends upon the personality and the way he handles the situation as

it plays a vital role in the performance by the question –

In your work place you are mostly…..

a) Job 0riented b) Time oriented c) Person oriented d) All of them

Results/ Findings:

Option Frequency Percentage

Job 0riented 8 32
Time oriented 2 8
Person oriented 0 0
All of them 15 60

Professional Level of the Executives

Job oriented
Time oriented
Person oriented
All of them

Interpretation and Conclusion:

By the observation it is clear that most of the executives has a total feeling, they give

priority to job, time as well as person. 32% of the executive are very strict to their job and

they are only job oriented, they, they do not consider any excuses and.

79
It is clear that most of the executives give priority to job, person as well as time; they feel

all these are important to achieve the goal of the organization. There are also executives

who give priority to job only; they never consider any kind of excuses.

6. To know about the actual working scenario of, and also the frequency of problem

arising in different departments of IISCO and the attention given by the

executives to that particular problem, I have asked the following question to the

executives –

Do your workers discuss their problems with you?

a) Very Often b) Usually c) Rare d) Never

Results/ Findings:

Option Frequency Percentage

Very Often 5 20
Usually 20 80
Rare 0 0
Never 0 0

Level of Attention to Problems

Very often
Usually
Rare
Never

Interpretation and Conclusion:

80
The types of problem arising among the subordinates vary from department to

department. Like in the steel the problem is related to mechanical and electrical, but in

purchasing department the dispute is on the pricing and the quality of the raw material

etc. therefore it is very difficult to interpret with the raw data.

By doing the general query I came to know that in IISCO whenever a dispute occurs in

the workplace, they always counsel and resolve the dispute with peace and prosperity.

7. I wanted to know from the executives, what is the basic ingredient for the success

of any organization in such a competitive world. As the actual competition in the

field of Iron & Steel Company is of quality and quantity. To know that I asked the

following question -

What do you think that contributes to better output…..

a) Skilled workforce b) Latest tools and technology c) Motivated manpower

d) a & b e) b & c f) a & b& c

Results/ Findings:

Option Frequency Percentage

Skilled workforce 0 0
Latest tools and technology 0 0
Motivated manpower 2 8
a&b 3 12
b&c 2 8
a & b& c 18 72

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 Basic Requirement for Success
Skilled workforce

Latest tools and

technology
Motivated
manpower
a&b

b&c

a&b&c

Interpretation and Conclusion:

72% executive’s feel that skilled manpower, enhanced technology and motivated

manpower all these three are needed for better output.12% executives have the opinion

that both skilled manpower and enhanced technology is sufficient for the better output.

8% feels that only motivated manpower is required for the better output. Remaining

executives carries an opinion that both enhanced technology and motivated manpower

will work for the better output.

It is necessary to have all of them e.g. Skilled workforce, Latest tools and technology and

Motivated manpower for getting the better output from the limited input.

8. Motivation – plays an important role in a persons life also it is required to lead an

organization. It is very necessary to be self motivated for a person to acquire new

quality, responsibility as well as positive response from the subordinates and the

superior. To know something more I prepared the following question:

What makes you feel as an achiever and motivated?

a) When you accomplish your task on time.

b) When you get positive response from your workers with their assigned jobs.

c) When you are able to satisfy your workers by fulfilling their needs.

82
 d) When your boss recognizes your job.

Results/ Findings:

Option Frequency Percentage

When you accomplish your 5 20

task on time
When you get positive 14 56

response from your workers

with their assigned jobs

When you are able to 0 0

satisfy your workers by

fulfilling their needs

When your boss recognizes 6 24

your job

Resons of Motivation

a
b
c
d

Interpretation and Conclusion:

56% of the executives said that they feel self motivated only when they get positive

responses from their workers with their assigned jobs. 24% executives feel self motivated

when their boss recognizes their job. Remaining executives (20%) feels motivated when

they accomplish their task on time.

83
For some executives, feeling motivated depends upon the responses he receives from the

workers. This quality of an executive helps the workers to feel good. By this the workers

gives 100% to their job. To feel self motivated the executive should have some specific

qualities like good communicational skill and also leadership quality.

9. The basic motivational techniques which the executives apply to create

competitive environment in the workplace for the workers will be known by the

following question.

How do you try to set an example of good work to your workers?

a) By practicing what you preach.

b) By putting the example before co-workers.

c) By giving the example of historic achievement of the company.

d) By comparing your group works with the others.

Results/ Findings:

Option Frequency Percentage

By practicing what you 7 28

preach
By putting the example 7 28

before co-workers
By giving the example of 4 16

historic achievement of the

company
By comparing your group 7 28

works with the others

84
 Motivational Techniques

a
b
c
d

Interpretation and Conclusion:

Option 1, 2 & 4 has got equal percentage (28% each) of votes from the executives. Rest

16% has said that they show the example of past achievement of the company to the

workers, so that the workers give their best to achieve the organizational goal.

By this observation we can say that the executives have a will to work together for

building friendly environment at the working place. They always try to give their best

effort, which works as an example for their subordinates. These kinds of examples are

definitely enhancing for the workers to perform well on the continuous basis. 28% of the

executives believe that comparison between two groups also helps the workers to perform

well. In IISCO there are rewards for both best workers as well as for best groups. This

reward scheme motivates the workers to give their best.

10. A good manager must have some specific qualities in them. Which specific

quality do the executives carry with them we can know it by the following

question –

In your opinion a good manager is –

a) Hard task master b) Good communicator c) A good motivator d) All of above

Results/ Findings:

Option Frequency Percentage

85
 Hard task master 0 0
Good communicator 2 8
A good motivator 6 24
All of above 17 68

Qualities of Good Manager

Hard task master

Good
communicator
A good motivator

All the above

Interpretation and Conclusion:

68% of the executives feel that all these qualities are very essential in a person to be

called as a good manager. 24% feels that a good motivator is a good manager. Rest of

them feels a good communicator is the person called a good manager.

A manager in an organization plays a vital role. He takes care of all the needs which help

the organization to achieve its goal. As he is the person who is responsible for all the

important works, for that the above mention qualities are very important to be present in a

good manager. As a communicator he should communicate well with the workers so that

the workers understand all the instructions provided to them. Again motivation is an

essential part; a good manager should always carry a skill called good motivator which

helps the total organization to achieve their goals. Hard task master is always a good

quality to be in a good manager.

11. In this stage I wanted to know how the executives interpret the term “Motivation”.

In other words I wanted to know what motivation means to them, for this I have

prepared the following question –

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By your opinion, Motivation is a technique for –

a) Getting better output.

b) Getting devoted workers.

c) Realizing one’s potential / capacity for doing more work even in unfavourable

condition.

Results/ Findings:

Option Frequency Percentage

Getting better output 6 24
Getting devoted workers 2 8
Realizing one’s potential / 17 68

capacity for doing more

work even in unfavourable

condition.

a
b
c

Interpretation and Conclusion:

68% of the executives feel that motivation is a technique whose application can inspire

the workers to do more work than his original capability, even in the unfavourable

condition. 24% feels it is a technique to get better output. Rest feels it as getting devoted

workers.

87
IISCO executives has interpreted the word motivation in a right way, that it is a technique

that realizes one’s capability to do more work, even in unfavourable conditions. In this

competitive world it’s very necessary to have motivated workers who help the

organization to achieve its goal, so the executives use it as the technique to realize more

work from the workers.

12. Motivation is needed in every level. It is required in senior executive level as well

as in the shop level. By the following question I tried to know whether the

executives motivate their workers at shop floor.

Do you try to motivate your workers at shop floor?

a) Mostly b) Sometimes c) Rarely

Results/ Findings:

Option Frequency Percentage

Mostly 19 52
Sometimes 6 48
Rarely 0 0

Level of Motivation

Mostly
Sometimes
Rarely

Interpretation and Conclusion:

88
52% of the executives say they mostly motivate the workers at shop floor. Remaining

48% of the executives they sometimes motivate their workers. None of the executives

choose the option rarely.

In this competitive world, 100% of motivation is required from the executives. As it is an

essential thing, it boost the workers to give their best to work, 52% of vote for the option

mostly is very low.

13. Motivation is a technique which produces a better result after application. It

means after application there comes an improvement in the performance level. By

the following question I tried to find whether there is any improvement in the

motivational level at the workplace in IISCO.

Have you found improvement in motivational level at the workplace?

a) No improvement b) Some improvement c) Lots of improvement

Results/ Findings:

Option Frequency Percentage

No improvement 0 0
Some improvement 13 52
Lots of improvement 12 48

No improvement

Some
improvement
Lots of
improvement

Interpretation and Conclusion:

89
52% of the executives say there is some improvement in the motivational level at the

workplace. Rest 48% feels there is lots of improvement in the level.

To stand firmly in this competitive world the motivational level at the workplace should

be 100%, it’s the correct time for the executive to motivate their workers. As 48% of the

executives feels there is a lot of improvement, but it is very low. The motivational level

should be high in every aspect.

14. We have studied various motivational techniques in books, but we are always

curious to know what are the motivational techniques used practically in the

organization. So I decided to know what are the techniques the executives of

IISCO is using frequently and in their opinion which one they feel is least

important and which one is most important by the following question.

Rank your motivational tools (1 – Least Important) and (5 – Most Important)?

• Performance Appraisal.

• Giving recognition to workers in his work/ appreciation.

• Resolve personnel dispute among workers.

• Enhancement of tool and technology for better production.

• Labour and social welfare work.

• Promotion.

• Improvement in working condition/ job environment.

• Reward/ Incentives.

• Monetary benefits.

Results/ Findings:

Options Ranking

90
Giving recognition to workers in his work/ appreciation 5
Improvement in working condition/ job environment 4
Enhancement of tool and technology for better production 3
Labour and social welfare work 2
Reward/ Incentives 1

Interpretation and conclusion:

Most of the executives have a feeling that recognition helps the workers most to give

their best. The workers feel good when their work get appreciation and gets recognition

for their work. Also the executives feel that the working condition and highly equipped

tools plays a vital role as motivational techniques social and welfare works and incentives

are there in the race to motivate workers but the executives feel that they are least

important.

15. Various qualities are needed in a person called a good motivator. By the following

question I tried to know from the executives what the qualities they feel is

important.

Rank the qualities of the good motivator (1 – Least important) and (5 – Most important).

• A good communicator.

• A good leader.

• A keen observer.

• Fulfillment of workers need.

• Job oriented manager.

Results/ Findings:

Option Ranking
A good communicator 4
A good leader 5
A keen observer 3

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 Fulfillment of workers need 1
Job oriented manager 2

Interpretation and Conclusion:

Most of the executives feel a good leader is always a good motivator. Also a good

communication skill is needed in a person which helps him to motivate other persons.

The executives of IISCO feels the least important is the fulfillment of workers need.

A keen observation is also very important for motivating persons.

92
 SURVEY OF THE NON EXECUTIVES

1. Are you aware of the various motivational programme undertaken in IISCO?

Results/ Findings:

a). Yes – 90%

b). Some – 0%

c). No – 10%

Awareness of the Motivational

Techniques

Yes
Some
No

Interpretation/ Conclusion:

It is clearly seen from the chart that most of the employees of IISCO are aware of

the various motivational programme. But the awareness level is not equal as some

of them know it throuroly and there are also some those who don’t have any idea

of the existing programmes.

2. What are the motivational programme do you have in IISCO?

Results/ Findings:

93
 a). Rewards and Recognition Scheme - 80%

b). Promotion at the appropriate time – 10%

c). Deputing people for training related to job – 10%

d). All the above – 0%

Motivational Programmes

a
b
c
d

Interpretation/ Conclusion:

From the above chart we can find 80% of the workers know rewards and

recognition as the motivational programme they have in IISCO. For 10% workers

promotion is the motivational programme. Rewards and recognition is a good

technique used by the executives to motivate their workers. They have some like -

• Best suggestor award.

• Cash prize for the children’s of the workers who secure good position in

10th and 12th Board Examination.

3. Do you support motivational programmes of your company?

Results/ Findings:

a). Yes – 100%

b). To some extent – 0%

c). No – 0%

94
 Support for Motivational
Programmes

Yes
To some extent
No

Interpretation/ Conclusion:

Most of the workers support the motivational programmes in IISCO, they

feel there should be some programmes which will boost them up to do work.

4. Please mark out of the following variables, which is the most important (1) and

which is the least important (5)?

Results/ Findings:

Option Ranking
a. Money(cash)/ Commission 5
b. Recognition/ Appreciation in job. 2
c. Rapport with Superiors 4
d. Rewards/ Schemes 3
e. Promotion 1

Interpretation/ Conclusion:

The ranking above shows the actual scenario. For the workers promotion is the

most important one and the least important is Money (Cash)/ Commission.

5. Do you think the motivational programme has improved your performance level?

Results/ Findings:

a). Yes – 100%

95
 b). To some extent – 0%

c). No – 0%

Effect of the Motivational Programmes

Yes
To some extent
No

Interpretation/ Conclusion:

From the above chart, it is cleary understandable that the motivational

programmes have improved the performance level of the worker. These

programmes helps the worker to work hard.

6. Do you feel the present motivational schemes in IISCO are sufficient to help the

workers to give their best?

Results/ Findings:

a). Yes – 20%

b). No – 70%

c). To some extent – 10%

Yes
No
To some extent

96
 Interpretation/ Conclusion:

It is very clear from the chart that most of the workers feel that the existing

motivational schemes in IISCO is not sufficient. But there are few workers who

feel that the present schemes are sufficient.

7. Most of the workers are nearing retirement age, and are having few years left in

their service. What extra motivational factors they require?

Results/ Findings:

a). Recognition through letters, mementos etc. – 80%

b). Selecting them for imparting training of new recruits – 20%

Extra Motivational Factors

a
b

Interpretation/ Conclusion:

Recognition through letters, mementos etc. is what most of the employees feel to

get as the extra motivational factors, by this they will feel honoured.

8. What are the factors that demotivate the workers?

Results/ Findings:

a). Disciplinary action resulting in punishment not in term with

misconduct – 50%

b). Fines – 0%

c). Non promotion – 40%

97
 d). Sense of non achievement – 10%

Demotivating Factors

a
b
c
d

Interpretation/ Conclusion:

Disciplinary action against the workers is the factor that demotivates 50% of the

workers. There are 40% workers who feel non promotion as the demotivating

factor. And remaining workers feel sense of non achievement is the one which

demotivates them.

9. Now, when IISCO is going to merged with SAIL shortly, new techniques will

come. New scope will be there for the employees, do you feel the employees

would like to have some different or extra motivational schemes or they are happy

with the existing schemes.

Results/ Findings:

a). Additional incentives – 100%

b). Deputation to training programmes to enhance, improve

knowledge, change in attitude – 0%

c). What is already in place seems to be adequate – 0%

98
 Extra Motivational Schemes

a
b
c

Interpretation/ Conclusion:

The employees want additional incentives as the motivational schemes which

will motivate them to give their best.

10. Can you give some suggestion for the improvement of company’s present

motivational programmes so that the company as well as the employee gets

benefited?

Results/ Findings:

• Technological changes (they need modern equipped machines).

• Change in culture.

• Reopen the closed plants also open new pants.

• Clothing for the workers.

• Recruitment of new employees (pressure should be reduced).

• Labour participation in management.

• Improvement in total productivity level, by using modern techniques.

• Regular training.

• Working environment.

99
 • Extra benefits (snacks, soaps etc.)

Interpretation/Conclusion:

The above mentioned motivational programmes will help the workers to give

their best to work. As, in IISCO, the equipments used are very old, and for that.

the production gets hampered. If new techniques are applied then the productivity

level will increase increase.

SURVEY REPORT

By the survey of the non – executives, I found that there is a tight working schedule

maintained by the organization. The workers are happy with the working conditions and

environment. The supervisors pay ample attention to their workers and always give good

100
suggestion to improve their performance. They encourage them by appreciating their

work. The co-workers try to volunteer themselves to work more when any of their

partners is in sick leave. There is a good coordination maintained among the workers

itself.

In my study I observed, as IISCO being the oldest steel plant and using the century old

techniques, above all no fresh recruitment after 1982, some extra motivational factors

required to motivate the workers, among whom many are near to their retirement. Some

of the workers have a feeling that any how they have to work, without knowing what the

existing awards and schemes IISCO is providing them for their good performance. So I

felt that the motivational level in IISCO is not up to the mark, as it should have been

much more then the existing level.

I have surveyed 25 executives in regard to know about their attitude and understanding

about the motivation, their implementation schemes, observation, relative action etc. The

executives feel that the atmosphere is congenial to work and they know their workers

mostly by their names, attitudes, this definitely enhances their working capability and

getting more work from the workers. There in IISCO I found good healthy relation

between the executives and their subordinates, which is vita for the smooth running of the

organization. This motivates the workers as there is a feeling of owns. I found the

managers of IISCO as –

• The managers encourage cooperation.

• They offer regular rewards.

• They inspire confidence among the workers.

• They are well organized.

101
 • They are keen to learn from the workers.

I fee these are perfect for motivating junior workers. But I feel something is lacking, like:

• Low motivation factors – minimal job training.

• Lack of performance feedback.

• Some work areas are messy.

102
 RECOMMENDATIONS

1. Provide assembly line employees with more than minimum training.

2. Create sub goals to measure accomplishment.

103
3. Provide regular feedback on performance.

4. Maintain a neat and orderly work area.

5. Structural jobs so that workers can at least move about the work area.

6. Explore ways to assign greater personal responsibility.

7. Positive Reinforcement.

8. Participation in work.

104
 CONCLUSION

Performance of an individual is a function of his ability and willingness. It is motivation

which sparks up the energies and activates the willingness of individuals to do something

105
positive. Motivated people are in a constant state of functional tension. Individuals

experiencing functional tension would put in their best efforts to fulfill their unsatisfied

needs. Greater would be the efforts, if they would result in some achievements of value to

them. Without motivation, there is no change, no learning, no action, and no results.

106
 QUESTIONAIRE FOR EXECUTIVES

1. Do you feel your present work environment is congenial for better output?

Ans. a) To a great extent b) To some extent c) Not at all

107
2. Do you know each and every worker of you area by his name, designation,

attitude and his behaviour?

Ans. a). All of them b). Most of them c). Some of them

3. How is your relationship with your subordinates?

Ans. a) Cordial b) Very professional c) Not so cordial

4. How is your relationship with your collegues?

Ans. a) Warm and personal b) Only professional c) Strained

5. In your work place you are mostly…..

Ans. a) Job 0riented b) Time oriented c) Person oriented d) All of them

6. Do your workers discuss their problems with you?

Ans. a) Very Often b) Usually c) Rare d) Never

7. What do you think that contributes to better output…..

Ans. a) Skilled workforce b) Latest tools and technology c) Motivated

Manpower d) a & b e) b & c f) a & b& c

8. What makes you feel as an achiever and motivated?

Ans. a). When you accomplish your task on time.

b). When you get positive response from your workers with their assigned
jobs

c). When you are able to satisfy your workers by fulfilling their needs.

d). When your boss recognizes your job.

108
9. How do you try to set an example of good work to your workers?

Ans. a). By practicing what you preach.

b). By putting the example before co-workers.

c). By giving the example of historic achievement of the company.

d). By comparing your group works with the others.

10. In your opinion a good manager is –

Ans. a) Hard task master b) Good communicator c) A good motivator

d) All of above

11. By your opinion, Motivation is a technique for –

Ans. a) Getting better output.

b).Getting devoted workers.

c). Realizing one’s potential / capacity for doing more work even in

unfavourable condition.

12. Do you try to motivate your workers at shop floor?

Ans. a) Mostly b) Sometimes c) Rarely

13. Have you found improvement in motivational level at the workplace?

Ans. a) No improvement b) Some improvement c) Lots of improvement

14. Rank your motivational tools (1 – Least Important) and (5 – Most Important)?

Answer –

• Performance Appraisal.

• Giving recognition to workers in his work/ appreciation.

109
 • Resolve personnel dispute among workers.

• Enhancement of tool and technology for better production.

• Labour and social welfare work.

• Promotion.

• Improvement in working condition/ job environment.

• Reward/ Incentives.

• Monetary benefits.

15. Rank the qualities of the good motivator (1 – Least important) and (5 – Most

important).

Answer -
• Ans. A good communicator.

• A good leader.

• A keen observer.

• Fulfillment of workers need.

• Job oriented manager.

QUESTIONAIRE FOR NON EXECUTIVES

1. Are you aware of the various motivational programme undertaken in IISCO?

Ans: a). Yes

b). Some

110
 c). No

2. What are the motivational programme do you have in IISCO?

Ans. a). Rewards and Recognition Scheme

b). Promotion at the appropriate time
c). Deputing people for training related to job
d). All the above

3. Do you support motivational programmes of your company?

Ans. a). Yes

b). To some extent
c). No

4. Please mark out of the following variables, which is the most important (1) and

which is the least important (5)?

Ans. a. Money (cash)/ Commission

b. Recognition/ Appreciation in job.

c. Rapport with Superiors

d. Rewards/ Schemes

e. Promotion

5. Do you think the motivational programme has improved your performance level?

Ans. a). Yes

b). To some extent

c). No

6. Do you feel the present motivational schemes in IISCO are sufficient to help the

111
 workers to give their best?

Ans. a). Yes

b). No

c). To some extent

7. Most of the workers are nearing retirement age, and are having few years left in

their service. What extra motivational factors they require?

Ans. a). Recognition through letters, mementos etc.

b). Selecting them for imparting training of new recruits

8. What are the factors that demotivate the workers?

Ans. a). Disciplinary action resulting in punishment not in term with

misconduct

b). Fines

c). Non promotion

d). Sense of non achievement

9. Now, when IISCO is going to merged with SAIL shortly, new techniques will

come. New scope will be there for the employees, do you feel the employees

would like to have some different or extra motivational schemes or they are happy

with the existing schemes.

Ans. a). Additional incentives

b). Deputation to training programmes to enhance, improve knowledge,

change in attitude

c). What is already in place seems to be adequate

112
10. Can you give some suggestion for the improvement of company’s present

motivational programmes so that the company as well as the employee gets

benefited?

Ans.
• Technological changes (they need modern equipped machines).

• Change in culture.

• Reopen the closed plants also open new pants.

• Clothing for the workers.

• Recruitment of new employees (pressure should be reduced).

• Labour participation in management.

• Improvement in total productivity level, by using modern techniques.

• Regular training.

• Working environment.

• Extra benefits (snacks, soaps etc.)

113
114
115
116
117
118
LIST OF BOOKS REFFERED

• V. S. P. Rao (2000), Human Resource Management Text and Cases (1st Edition)

New Delhi : Excel Books.

119
• Mirza S. Saiyadain (1988), Human Resorse Management (3rd Edition) New Delhi

: Tata McGraw- Hill Publishing Company Ltd.

• Josph A. Patrick ; Diana S. Furr (1996), Total Quality in Managing Human

Resourses (1st Edition). New Delhi : Vanity Books International.

• James R. Evans ; James W. Dean, Jr. (2004), Total Quality Management,

Organization and Strategy.

120