CHAPTER-01

Introduction:
Human beings are a resource to an organization. Like another resource they
represent an investment whose development and utilization require proper managing.
There is a fundamental trust the people are organizations most important assets.

The efficiency of a person depends on two factors, firstly, the level of ability
to do a certain work, secondly, the willingness to do the work. So the first factor is
concerned it can be acquired by education and training, but the second factor can be
created by motivation. A person may have several needs and desires. It is only
strongly felt needs which becomes motives. Thus motives are a product of needs and
desires motives are many and keep on changing with time motives are invisible and
directed towards certain goals.

Motivation deals with human beings and has direct elements to their
performance. In the present stage of technological development, work is highly
complex phenomenon. Employee motivation is always an interesting area for
researchers, managers and academicians. What really motivates an employee? is a
million dollar question. Researchers and practicing managers are in constant search
to find a common and globally acceptable answer as to what motivates an employee
and how to motivate all types of employees? And How to sustain the motivation
level? Several experts have defined the term motivation in their own way. Cherry
(2010) defined motivation as “the process that initiates, guides and maintains
goal-oriented behaviors’’. Motivation is to know what makes people to work,
whether it is performing a task, learning a work method or anything. From a personal
point of view, that is an inner state which leads to goal fulfillment while being
influenced by numerous factors. From a manager’s point of view, motivation is an
activity, which secures the employees tend to fulfill the predefined goals.

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 Motivation is the third important function of personnel management next
to planning and organizing although many behavioral scientists would name it as the
prime function. Almost every human problem the manager faces throughout the
organization has motivational elements. In fact every aspects of the personnel
function have motivational elements.

Motivation is one of the most important factors affecting human behavior.

Motivation not only affects other factors like perception and learning but also affect
the total performance of an individual in organizational setting. This is the reason
why managers attach great importance to motivation in an organization.

Motivation means that process which creates on inspiration in a person to

motivation is derived from the word ‘motive’ which means the latest power in a
person which impels him to do a work. Motivation is the process of steering a
person’s inner drives and actions towards certain goals and committing his energies
to achieve these goals. It is the process of stimulating people to strive willingly
towards the achievement of organizational goals motivation may be defined as the
work a manager performs an order to induce subordinates to act on the desired
manner by satisfying their needs and desires. Thus motivation is concerned with how
behavior gets started, is energized, sustained and directed.

Employees’ motivation is a critical aspect at the workplace which leads to

the performance of the department. Motivating your employees needs to be a regular
routine.

“An employees’ motivation is a direct result of the sum of interactions

with his or her manager.” ( Bob-Nelson )

1.1 Significance of the Study:

The study is intended to evaluate motivation of employees in the

organization. A good motivational program procedure is essential to achieve goal of
the organization. If efficient motivational programmes of employees are made not
only in this particular organization but also any other organization can achieve the
efficiency also to develop a good organizational culture.

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 Motivation has variety of effects. These effects may be seen in the context of
an individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way. This study helps the
researcher to realize the importance of effective employee motivation. This research
study examines types and levels of motivational programmes and also discusses
management ideas that can be utilized to innovate employees motivation. It helps to
provide insights to support future research regarding strategic guidance for
organizations that are both providing and using reward/ recognition programs.

1.2 Objectives of the Study:

The present study will attempt to investigate the current state of affair in
terms of the prevailing Employees’ Motivation (EM) in RSP, with the help of
various variables or facets of work life and non work life need and requirements. Past
research indicated that employees have different perceptions towards their work life
quality and this may impact on their job satisfaction, commitment, engagement at
work too. Motivation comes from inner instinct of people and obviously it is
regulated by some of the need and requirements of life to sustain in the society.

The main objectives of the study are:-

 To analyze and examine the effectiveness of motivation programmes in RSP.

 To study the effect of monetary and non-monetary benefits provided by the
organization on the employees’ performance.
 To know the skills of the employees and their proper implementation.
 To examine the impact of executive motivation on organizational
performance.

1.3 Conceptual Framework of the Study:

In the preceding study the literature was reviewed, which addressed the
issues of defining the concept of Employees’ Motivation (EM) and how it is one of
the major concern and fundamental needs of people at workplace. It is also a study of
EM in terms of employees of RSP. It is a conceptual study with the support of some
empirical investigation in RSP. Basically we have tried to framework various

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determinants of EM on the basis of literature. We will compare the identified
variables with the primary data that will be collected in our survey. We will
investigate the variables identified through literature with empirical data whether
they are matching or not. If there will be any difference then we will try to identify
the reason behind it. How motivation will influence the employee behavior will be
our focus. After all what will be better for improving the EM will be given some
priority in this study.

1.4 Theories of Motivation:

There are several theories of Motivation that are developed to explain the

concept of “Motivation”. The motivation is a drive that forces an individual to work
in a certain way. There are basically two types of theories that relate to and define the
motivational processes. These are the “content theories” that attempt to determine
and specify drives and needs that motivate people to work and “process theories” that
attempt to identify the variables that go into motivation and their relationship with
each other.

The content theories deal with “what” motivates people, whereas the process
theories deal with, “How” motivation occurs. 

Maslow’s need hierarchy theory:

The Maslow’s Need Hierarchy is given by Abraham Maslow, who has

explained the strength of certain needs at the different point of time. Maslow has
given a framework that helps to understand the strength of needs and how a person
moves from one need to the other when the basic needs are fulfilled. These needs are
arranged in the hierarchical form as shown below:

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I. Physiological Needs:

Physiological needs are considered the main physical requirements for

human survival. This means that Physiological needs are universal human needs.
Physiological needs are considered the first step in internal motivation according to
Maslow’s hierarchy of needs.  Physiological needs are those needs required for
human survival such as air, food, water, shelter and clothing.

II. Esteem Needs: 

Once the above needs are fulfilled, an individual strives to achieve the
esteem needs, concerned with self-respect, self-confidence, a feeling of being unique,
social recognition, personal worth, etc. On the satisfaction of these needs, an
individual feels the sense of power and control and becomes more confident.

III. Social Needs: 

After the first two needs of the hierarchy are met, people tend to move
further and seek to satisfy their social needs. Since a human being is a social animal
who lives in the society, has an urge to belong to and be accepted by all. The need
for love, affection, and belonging emerges at this stage. Thus, the relationships are
formed at this level.

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IV. Safety Needs: 

Once the physiological or basic needs are fulfilled, the other needs become
important. The next comes the safety or security needs. People begin to feel the need
for a safer place to live in, i.e. shelter, safe neighborhood, steady employment, etc.
Thus, at this stage, the need for self-preservation i.e. a need for being free of physical
danger emerges.

V. Self-Actualization Needs:

The next and the final need on the Maslow’s Need Hierarchy is the Self
Actualization Need. It refers to the need to maximize one’s potential. These needs
are related to the development of one’s intrinsic capabilities that can be utilized in
different real life situations. It can be rephrased as, a desire of becoming, what one is
capable of becoming.

Herzberg two factor theory:

The Two-factor Theory sometimes also called Motivation-Hygiene Theory

was proposed by psychologist Frederick Herzberg. He investigated the question,
“What do people want from their job?” He asked people to describe, in detail,
situations in which they felt exceptionally good or bad about their jobs.
The Herzberg’s Motivation-Hygiene Theory is given by Fredrick Herzberg and his
associates, who studied the variables that are perceived to be desirable to achieve
goals and the undesirable conditions to avoid.

The first set of job conditions has been referred to as maintenance or hygiene
factor, wherein the same job conditions provide the same level of dissatisfaction, in
case the conditions are absent, however, their presence does not motivate in a strong
way.

The second set of job conditions is referred to as motivational factors, which

primarily operate to build strong motivation and high job satisfaction, but their
absence does not result in strong dissatisfaction.

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I. Hygiene Factors: 

Herzberg identified ten maintenance or hygiene factors that are not intrinsic parts of
a job, but are related to the conditions in which the job has to be performed. These
are company policy and administration, technical supervision, job security, working
conditions, interpersonal relationship with peers, subordinates and supervisors,
salary, job security, personal life, etc.

II. Motivational factors: 

These factors have a positive effect on the functioning of the employees in the
organization. There are six factors that motivate employees: Achievement,
Recognition, Advancement, Work-itself, Possibility of growth and Responsibility.
An increase in these factors satisfies the employees and the decrease in these will not
affect the level of satisfaction.

Thus, Herzberg’s Motivation-Hygiene Theory studied the variables which were

responsible for the level of satisfaction and had been applied in the industry that has
given several new insights.

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Alderfer’s erg theory:

Alderfer’s ERG Theory is the extension of Maslow’s Needs Hierarchy,

wherein the Maslow’s five needs are categorized into three categories, Viz. Existence
Needs, Relatedness Needs, and Growth Needs.

An American psychologist Clayton Paul Alderfer had proposed this theory and
believed that each need carries some value and hence can be classified as lower-order
needs and higher-order needs. He also found some level of overlapping in the
physiological, security and social needs along with an invisible line of demarcation
between the social, esteem and self-actualization needs. This led to the formation
Alderfer’s ERG theory, which comprises of the condensed form of Maslow’s needs.

I. Existence Needs:

 The existence needs comprises of all those needs that relate to the
physiological and safety aspects of human beings and are a prerequisite for the
survival. Thus, both the physiological and safety needs of Maslow are grouped into
one category because of their same nature and a similar impact on the behavior of an
individual.

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II. Relatedness Needs: 

The relatedness needs refer to the social needs that an individual seeks to
establish relationships with those for whom he cares. These needs cover the
Maslow’s social needs and a part of esteem needs, derived from the relationship with
other people.

III. Growth Needs: 

The growth needs cover Maslow’s self-actualization needs as well as a part of

esteem needs which are internal to the individual, such as a feeling of being unique,
personnel growth, etc. Thus, growth needs are those needs that influence an
individual to explore his maximum potential in the existing environment.

There are several differences between the ERG Theory of Motivation and Maslow’s
Hierarchy of Needs:

 Unlike in Maslow’s theory, needs at multiple levels can be pursued at the

same time.

 In ERG Theory, if a higher-level need isn’t satisfied then the person may
regress to seeking to satisfy lower-level needs.

 In Maslow’s theory needs must be satisfied in sequence from the bottom to

the top of the pyramid, one at a time. This is not the case with ERG Theory,
where different levels of needs can be satisfied at any time.

Mc clelland’s need theory:

Mc Clelland’s theory of needs is one such theory that explains this process of
motivation by breaking down what and how needs are and how they have to be
approached. David McClelland was an American Psychologist who developed his

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theory of needs or Achievement Theory of Motivation which revolves around three
important aspects, namely, Achievement, Power and Affiliation. 

I. Need for Achievement:

Need for achievement refers to an individual’s desire for significant

accomplishment, mastering of skills, control, or high standards. These include
intense, prolonged and repeated efforts to accomplish something difficult.

II. Need for Affiliation:

The need of affiliation is the desire for friendly and close interpersonal
relationships, considerable value for friendship and tendency to express one’s
emotion.

III. Need for Power:

The need for power is the desire within a person and influence and change
their decision in accordance with own needs and desire.

Vroom’s expectancy theory:

One of the most widely accepted explanations of motivation is offered by

Victor Vroom in his Expectancy Theory” It is a cognitive process theory of
motivation. The theory is founded on the basic notions that people will be motivated
to exert a high level of effort when they believe there are relationships between the

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effort they put forth, the performance they achieve, and the outcomes/ rewards they
receive.

The algebraic representation of Vroom’s Expectancy theory is:

Motivation (force) = ∑Valence * Expectancy * Instrumentally

I. Valence: 

It refers to the value that an individual places on a particular outcome or a strength of

an individual’s preference for the expected rewards of the outcome. To have a
positive valence, one should prefer attaining the outcome to not attaining it. For
example, if an employee gets motivated by promotions, then he might not value
offers of increased incentives. The valence is zero if an individual prefers not
attaining outcomes to attaining it. In the above example, an employee agrees with the
increased incentives.

II. Instrumentality: 

Another major input into the valence is the instrumentality of first level outcome in
obtaining the second level outcome, i.e. a degree to which the first level leads to the
second level outcome. For example, suppose an employee desires promotion and he
feel that superior performance is a key factor to achieve the goal. Thus, his first level
outcomes are superior, average and poor performance and the second level outcome
is the promotion.

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III. Expectancy:

 Expectancy, another factor that determines the motivation, refers to the probability
that a particular action will lead to the desired outcome. The expectancy is different
from the instrumentality in the sense; it relates efforts to the first level outcome,
whereas the instrumentality relates to first and second-level outcomes to each other.
Thus, expectancy is the probability that a particular action will lead to a particular
first-level outcome.

Employee Motivation:

The heart of motivation is to give people what they really want most from work. The
more you are able to provide what, the more you should expect what you really want,
namely: productivity, quality, and service. Employee motivation is the level of
energy, commitment, and creativity that a company’s workers bring to their jobs.

 FEAR IS A DAMN GOOD MOTIVATOR

Fear is a great motivator – for a very short time. That’s why a lot of yelling
from the boss won’t seem to “light a spark under employees” for a very long time.

 INCREASED JOB SATISFACTION MEANS INCREASED JOB

PERFORMANCE

Increased job satisfaction does not necessarily mean increased job performance.
If the goals of the organization are not aligned with the goals of employees, then
employees aren’t effectively working towards the mission of the organization.

IDEAS ABOUT WHAT EMPLOYEES WANT FROM WORK:

 WHAT PEOPLE WANT FROM WORK

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 Some people work for personal fulfillment, work for love of what they do. The
bottom line is that we all work for money and for reasons too individual to assign
similarities to all workers.

 HOW TO DEMONSTRATE RESPECT AT WORK

Ask anyone in your workplace what treatment they most want at work. They
will likely top their list with the desire to be treated with diginity and respect. You
can demonstrate respect with simple, yet powerful actions..

 TRUST RULES: THE MOST IMPORTANT SECRET

Trust forms the foundation for effective communication, employee retention,

and employee motivation and contribution of discretionary energy, the extra effort
that people voluntary invest in work. When trust is present, everything else is easier.

According to one of the universally accepted definitions of motivation, it is

an internal state of being, or an internal condition that activates one’s behaviour,
giving it direction. Motivation has also been defined as a desire or need which directs
and energizes behaviour that is oriented towards a goal.

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 CHAPTER-02

2.1 Maslow’s Need Hierarchy Theory:

Physiological needs:

“Khan (2011), physiological needs are the most important to employees and without
those, it is impossible to motivate and satisfy them.”

“Yawson (2009), an employing organization incapable of tackling these

physiological disorders for its employees won’t succeed effectively in motivating its
own employees, and thus, its survival is threatened.”

“Stoll and Ha-Brookshire (2012), a person who is lacking food, safety, love, and
esteem would probably hunger for food more strongly than for anything else.”

Only when the physiological needs are fully satisfied do they become unimportant
in motivating the employees at work. They are no longer a determinant of the
motivation of an employee (Maslow 1943). Under these circumstances, a new need
emerges, namely safety needs. With these safety needs becoming the dominant
motivation factor, every other need thereby becomes less important. In this sense, the
motivation becomes the outcome of a non-satiated need that is wholly dominated by
safety needs .

Safety needs:

“Aworemi & Khan ( 2011), security or safety is the major pursuit of needs, such as a
fear of job instability.”

“Maslow ( 1943),All other needs become less important, including the physiological
ones given that they have now been satisfied .”

“Cherrington (1989) & Steers (1996) ,this level of needs can be satisfied by
providing job security (protection against layoff), safe working conditions (safe tools
and environment), union, health insurance, and pension plans.

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Social needs:
“Sadri and Bowen (2011), the maximization of satisfaction for the employee by
fulfilling not only their non-satiated security needs but also their non-satiated love
and belongingness needs.”
In this sense, the need for quality work relation ‘more than anything else in the
world’ (Maslow 1943, p. 381) becomes dominant until the gratification point is met.
At that point, the next stage of the hierarchy is reached that of the needs of esteem.

Esteem needs:

“Stoll and Ha-Brookshire (2012), Esteem needs indicate a need to respect one’s
rights, appreciation of one’s ability and capacity, acknowledgement of one’s
achievement and recognition of one’s autonomy and independence.

“Benson and Dundis (2003); George and Sabapathy (2011),The work environment is
apparently a major source of need fulfillment for the employee in which they are able
to achieve or accomplish things, such as obtaining financial rewards and societal
recognitions .”

Thus, the employee at work is motivated and keen to satisfy the esteem (or self-
esteem) needs which will give rise to their motivation in terms of boosting their self-
confidence and morale, feeling of worth and usefulness, demonstrating their own
capability and achievement of potential. Once the satisfaction of these needs is
fulfilled, it in turn gives rise to the need for self-actualization to be created and
become dominant (Maslow 1943).

Self-actualization Needs:

“Stoll and Ha-Brookshire (2012), Self-actualization needs, according to Maslow, are

the ultimate needs and the highest stage of any employee experience.”

“Forbes (2011); Kenrick (2010), the occurrence of satisfaction and fulfillment to an

employee is possible through motivation by which they express or achieve the full
potential of their ability.”

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2.2 Herzberg Two Factor Theory:

“Gardner, G. (1977), has discussed various aspects of validity of Herzberg’s two

factor theory. According to him, the first part of theory talks about differentiation
between motivators and hygiene factors. As a result of this division, Herzberg (1987)
stated that, opposite to job satisfaction it is not job dissatisfaction and vice-versa.”

“House & Wigdor (1971) , took review of the evidences and criticism associated
with Herzberg theory. Their study did not support dual nature of the factors linked
with employee motivation.”

“Dunnette (1967) , stated that the Herzberg theory is oversimplification of

relationship between motivators and hygiene factors, which was supported by House
and Wigdor (1971) in their review.”

“Sachau, D. (2007), in his article explained that the motivation-hygiene theory is best
understood as a general framework for understanding the dual nature of
satisfaction/dissatisfaction, happiness/unhappiness, intrinsic/extrinsic motivation,
mastery/status, and psychological growth/ psychological pain avoidance.”

“Wright W. (2003) explained applicability of dual factor theory at workplace and its
association with leadership and organizational theory. He stated that environmental
factors should not cause discomfort at workplace for keeping employee motivated.”

2.3 ERG Theory:

“Wanous and Zany (1977), a study that supported the integrity of ERG categories.
Assessing the relationship between need satisfaction, importance, and fulfillment,
they found that need fulfillment moderated satisfaction and importance. In other
words, the importance of the need was based on the manner of its fulfillment. In
addition, this phenomenon was more likely to exist within the categories of
existence, relatedness, and growth, rather than between them.”

“Chang and Yuan (2008), ERG has even been used to improve technology and built
a synthetic model combining ERG with the Markov Chain model, which predicts
outcomes based on a series of interrelated points, to determine how customers would

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interact with a web-based project. The model was mapped to user behavior to
simulate expected interaction.”

“Argarwal (2010), used ERG along with Maslow and Hertzberg, to advocate for
cash compensation for executives in India rather than benefits. The argument held
that ERG empirical data supports compensating executives with cash instead of
perquisites. Argarwal suggests that, as people fulfill their growth need, they regress
to the lower existence need, which can only be satisfied with money.”

This literature review reveals that ERG has been used as a construct to
understand what internal perspectives move humans to certain behaviors. As such,
the constructs of existence, relatedness, and growth have been developed through
qualitative and quantitative empirical studies to understand how employees might
improve job performance. The study has been used to look at job satisfaction, self-
esteem, co-worker relationships, management influence, and leader styles.

2.4 Mc Clelland’s Need Theory:

“Schatz (1965), McClelland’s theory of economic growth which centers around his
achievement motivation theory is “that a society with a generally high level of
achievement will produce more energetic entrepreneurs who, in turn, produce more
rapid economic development.”

“Steers, Porter and Bigley (1996), while outlining the theory behind McClelland’s
achievement theory also provide two main criticisms of his work. First of all they
suggest that the instruments used by McClelland for his research had disputed
predictive validity. Secondly, McClelland’s belief of acquired needs comes under the
spotlight as some researchers believe that such needs may not be assimilated
permanently.”

“Sarah & Steve (2002), Achievement theory does not explore why some people
enjoyment a challenge and others fear failure. Achievement theory was not
specifically about work. The theory is useful when considering why individuals react
different to achieving tough goals and why they react to failure in individual ways.”

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“Beardwell & Claydon (2007), the fundamental aspect of the achievement/needs
theory is that when any one of the mentioned needs is present in an individual, it has
the capability of motivating behavior and satisfying said needs.”

“Johnson (2013), individuals bring their own unique personality, attitudes, beliefs,
experiences, fears and bias into the workplace, it is not an easy job for managers to
analyze each person’s differences; however, the successful manager will invest time
and resources to understand each of his or her employees and gain insight as to what
motivates them for greater performance.” 

Businesses, including those that are not classified as small businesses, would do
well to include achievement motivation training alongside skills training and other
training programs that are provided for staffers. It could significantly improve the
performance of business staffers, which would result in an improved performance for
the business as a whole. It proves that training based on the achievement motivation
theory can positively benefit businesses and its staffers, providing the correct
economic infrastructure is also in place.

2.5 Equity Theory:

“Steers (1996), the equity concept is a synonym of justice and fairness. This concept
is usually used in the work context to express the positive association between one’s
efforts and performance, and the pay and other benefits one receives.”

“Al-Zawahreh and Al-Madi (2012), an employee compares his or her job’s inputs
with an outcomes ratio. If the employee perceives inequality, he or she he will act to
correct the inequity.”

“Latham (2012), equity theory explains that in most of the cases, people normally
tend to remain the intensity of work in a certain degree.”

Equity theory states that a majority of the input into job performance and
satisfaction is the level of equity and inequity that people recognize in their work
situation. It focuses mainly on money issue, where the author asserted that people
consider their outcomes (denominator) comparative to their inputs (numerator)

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comparative to those of others. Who do the same or similar work? The inputs here
could be education, social status, qualification, age, organizational position etc. &
outputs could be rewards like salary, promotions, the intrinsic interest in the job etc.
of an individual and other which are based on the individual’s perception.

2.6 Vroom’s Expectency Theory:

“Robbins (1993), the expectancy theory argues that the strength of a tendency to act
in a certain way depends on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of that outcome to the
individual.”

“Kreitner and Kinicki (1998), Expectancy theory holds that people are motivated to
behave in ways that produce desired combinations of expected outcomes.”

“Johnson (2009), Expectancy motivation theory is based on the four elements of

expectation, capability, opportunity, and rewards. When these four elements are in
place in the organizational work environment, the employee will be likely to perform
the tasks desired by the organization.”

  The expectancy theory of Vroom also places emphasis on the importance of

motivation in the explanation of why people choose a particular action or behavior.
From this point of view, Vroom’s expectancy theory can have critical values for
organizations which try to improve their high performance of their employees. Based
on Vroom’s expectancy theory, the primary purposes of this paper were to explore
motivation model as a practical case which has not only effective factors but also
ineffective factors in motivational manner. Despite of the fact that different
organizations have their own motivational strategy and the management board
encourages their employees will provide us a helpful experience in proposing
motivational strategy. Especially, it is important for companies to ascertain the value
of employees and their perceived effort-reward ratio.

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 CHAPTER-03
3.1An Overview of SAIL:

3.1.1 Formation of Hindustan Steel Limited:

When the Government of India decided to enter into the field of Iron and Steel
production, it broadly envisaged not to run the firm as a departmental undertaking.
Although initially Steel project administration was directly under a ministry of the
central government, Hindustan Steel was formed as a limited company, with
president of India owning the shares on behalf of the people of India. Thus Hindustan
steel limited was set up on January 19, 1954.

3.1.2 Growth of Hindustan Steel Limited:

To start with, Hindustan steel was designed to manage with only one plant
that was coming up at Rourkela. For Bhilai & Durgapur plants the preliminary work
was done by officials in iron & steel ministry. From April 1957, the supervision and
control of the Bhili & Durgapur plants were also transferred to Hindustan steel. The
registered office was originally in New Delhi, moves to Calcutta in July 1956 and
ultimately shifted to Ranchi in December 1959. Initially Bokaro steel project was
also under HSL. A new steel company Bokaro steel limited was incorporated in
January 1964 to construct and operate the steel plant Bokaro. The 1 MT phases of
Bhili & Rourkela steel plants were completed by end of December 1961. The 1MT
phase of Durgapur was completed in January 1962 after commissioning of wheel and
axel plant. As a result, the crude steel production of HSL went up from 158 thousand
tones (in 1959-60) to 1.6 MT in (1961-62). 2.5MT phase of Bhilai was completed on
2nd September, 1967 after commissioned on 17th February, 1986 and 1.6 MT phase of
Durgapur was completed on 6th august 1969 after commissioning of furnace in SMS.
Thus, with the completion of 2.5 MT stage in Bhilai, 1.8 MT in Rourkela and 1.6
phase of Durgapur, the total crude steel output from HSL was raised to 3.7 MT in
1968-69 and 4MT in 1972-73.

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3.1.3 Formation of Steel Authority of India Limited (SAIL):

The committee of public undertaking of the Fifth Lok Sabha was the first
parliamentary committee to undertake a significant review of the question of setting
up a holding company for steel. It was first consider in the department of steel in
1971 with the following two objectives:

• Rapid growth of the industrial sector, of the economy, of the state as a

leading agent of the growth process; and

• Ability of the government to divert investment into areas which are strategic
from the point of view of future development.

In this context, it was recognized that the public sector had to be made more
efficient in order that it might be able to contribute far more than it had to the
common pool of investible surplus in the economy.

Further, such a holding company could perform a number of other important

functions like coordination and control of constituent units, planning long term
programmes, introduction of necessary technological changes, setting up of an R&D
organization and training of managerial personnel for the public sector as a whole.

Based on the above considerations, the proposal to set up a holding company for
steel and associated input industries were approved by the government in January
1972. Accordingly, the formation of steel authority of India limited was approved by
the government in December, 1972. The company was incorporated on January 24,
1973 with an authorized capital of Rs. 2, 000 corers. In 1978 SAIL was restructured
as an opening company.

Today, SAIL is one of the largest corporate entities. Its innate strength lies in its
technologists and professionals and a trained manpower of over 2.18 Lakh as on
1.1.2017 including subsidiary. It had a sales turnover of Rs. 52375.70 corers during
2016-17.

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3.1.4 Present Status of Sail:

According to claims, SAIL has produced 10.18 million tons of saleable steel
in April to December period of the current fiscal, registering a 15 per cent growth
over the year-ago period.

“SAIL produced 10.18 Million Tons (MT) of saleable steel during Apr-Dec
‘16 period, of which 1.18 MT alone came in December ‘16, registering a 15%
growth in saleable steel production over Apr-Dec ‘15,” the company said in a
statement.

Steel Authority of India Limited (SAIL) posted a sales growth of 16 per cent
during the April-December FY’16 period over the corresponding period last
year.”The improved domestic sales as well as expanding exports, with the latter
recording a remarkable rise of around more than double during this period,
contributed to the improved sales numbers,” the statement said, adding that “the
company’s exports rise is in keeping pace with the SAIL’s focus to expand its global
foot prints.”

With enhanced performance from the modernized units, the techno-economic

parameters also exhibited improvement during the first nine months of FY 2016-
2017.

“This is conforming to the company’s constant endeavors to attain most

effective utilization of all resources as SAIL recognizes that its business activities
have direct and indirect impact on the society,” the statement said.

The company further said that it realizes that water is a vital resource and
should be judiciously utilized.”In this endeavor, SAIL is observing January 2017 as
‘Water Conservation Month’ across all its Plants and Units with a target to reduce
water consumption by 25 per cent,” it said.

Page | 22
3.2 Rourkela Steel Plant Profile:
Rourkela Steel Plant (RSP), the First Temple of Modern India is the pride of
Odisha. Rourkela Steel Plant is located in the north-western tip of Odisha and at the
heart of a rich mineral belt. Being situated on the Howrah-Mumbai rail mainline,
Rourkela is very well connected with most of the important cities of India. The
nearby airports are Ranchi (173 km), Bhubaneswar (378 km) and Kolkata (413 km).
Rourkela also has an airstrip maintained by RSP.

A major producer of diversified range of sophisticated steel products, RSP is

an integral part of the Steel Authority of India Limited (SAIL) – a Navratna
Company. Built in the late 50’s with West German collaboration, RSP was the first
integrated steel plant to be set up in th public sector. RSP also pioneered the adoption
of the sophisticated LD process of steel making in Asia.

Rourkela Steel Plant (RSP), the first integrated steel plant in the public sector
in India, was set up with German collaboration with an installed capacity of 1 million
tons. Subsequently, its capacity was enhanced to 1.9 million tons.
The plant was modernized in the mid-1990s with a number of new units having state-
of-the-art facilities. Most of the old units were also revamped for effecting
substantial improvement in the quality of products, reducing cost and ensuring
cleaner environment.
RSP was the first plant in India to incorporate LD technology of steel making. It is
also the first steel plant in SAIL and the only one presently where 100% of slabs are
produced through the cost-effective and quality-centric continuous casting route.
RSP presently has the capacity to produce 2 million tons of hot metal, 1.9 million
tons of crude steel and 1.67 million tons of saleable steel. It is SAIL’s only plant that
produce silicon steels for the power sector, high quality pipes for the oil & gas sector
and tin plates for the packaging industry. Its wide and sophisticated product range
includes various flat, tubular and coated products.
RSP is in the last leg of implementation of a massive modernization and expansion
project being implemented with capital investment of around of Rs 12,000 cores that
will more than double its present capacity.

Page | 23
3.2.1 Guiding principles of RSP:
Vision:-

To be a respected world- Class Corporation and the leader in the Indian steel
business in quality, productivity profitability and customer satisfaction.

Mission:-

The future of our steel plant lies in our own hands. It is our individual and collective
responsibility to rebuild our plant into a profitable, harmonious and vibrant
organization. We will do whatever things are necessary which are good for our plant.
We shall never do anything that’s hurts our plant.

Quality policy:-

We shall build and sustain a world- class organization, where quality is the hall mark
of every process and activity. With involvement and dedication of our human
resource, we committed to achieve satisfaction of our all our stake holders, through
innovations and continual improvement.

3.2.2 Production Capacity: (in million tons per annum)

Pre-expansion Post-expansion
Hot Metal 2 4.5
Crude Steel 1.9 4.2
Saleable Steel 1.67 3.9

RSP is the only plant in SAIL to produce silicon steels for the power sector, high
quality pipes for the oil and gas sector and tin plates for the packaging industry.
Another uniqueness of RSP is that it does not produce semis. The use of its Plates in
ship building & high pressure vessels, Silicon Steel in the electrical machine
manufacturing industries, corrugated galvanized sheets for roofing including
industrial roofing, pipes in the oil & gas sectors.

3.2.3 Modernization and Expansion of Rourkela Steel Plant:

Page | 24
 Rourkela steel plant has completed a massive modernization and expansion
program truly historic. With this the Steel Plant has doubled its capacity and
augmented it to the level of 4.5 MTPA (million tons per annum) of hot metal from
the previous level of 2 MTPA. The crude steel making capacity has simultaneously
increased from the level of 1.9 MTPA to 4.2 MTPA and production of saleable steel
is all set to zoom from the level of 1.671 MTPA to 3.99 MTPA.

It is worth mentioning here that, apart from increasing the volume the other benefits
envisaged from this phase of modernization and expansion are increased economy of
scale, enlarged customer base, enhanced quality, reduced cost of production, better
market compatibility, improved labor productivity, stricter adherence to environment
norms and superior techno-economics.

3.2.4 Raw Materials Handling Facilities:

Post expansion, the new raw material recruitment of RSP has to go up to about 12
MTPA from the previous requirement of 5 MTPA. The augmentation facilities that
have been added include:

 Receiving, unloading, reclaiming and finally transporting of raw materials

required for blast furnace 5
 Base mix preparation for the new sintering complex
 Transportation of flue dust, mill scale etc.
 Transportation of crushed fuel and flux for trimming addition to the new
sinter unit
 Conveyor line for transportation of claiming plant grade limestone and
dolomite to consuming units
 Automatic sampling system

In the year 1988, a new era was started with modernization in RSP. This
was necessary in order to overcome technological obsolescence and to continue to
remain competitive in the market place. The modernization of the plant was
completed in two phase from 1994 to 1999. With this, the production capacity of
steel plant increased to 2 million tons of hot metal and 1.9 million tons of crude steel.

Page | 25
Phase-1 was completed in the tear 1994 which emphasized on improving the quality
of raw materials consisting of a new oxygen plant, upgardation schemes for blast
furnaces, dolomite brick plant, cast house slag granulation plant at blast furnace # 4,
raw materials handling system, coal handling plant in coke ovens and power
generation and distribution system. Phase-II consisted of a new sinter plant, basic
oxygen furnace and slab casting shop in steel melting shop-II, except for hot strip
mill. Except hot strip mill, which was completed in the year 1997? Rourkela steel
plant has carved a name for itself as unique producer of special purpose steel in the
flat steel segment. Plates, hot rolled coils, cold rolled sheets and coils, ERW pipes,
spiral weld pipes and silicon steel sheets are the products in RSP’s repertoire. RSP
has many firsts to its credit. It was first plan in India to incorporate LD
technology of steel making. It is also the first steel plant in SAIL and the only one
presently, where 100% of the slabs rolled are produced through the cost effective and
quality centered continuous casting route.

3.2.5 Expansion of Rourkela Steel Plant:

As a part of SAIL corporate plan-2012 to enhance the hot metal production

capacity of RSP from 2 MTPA to 4.5 MTPA, crude steel production to 4.2 MTPA
and saleable steel production to 3.9 MTPA by the tear 2012, expansion projects were
approved by SAIL board on 21st may, 2007 and work is in progress. Project
consultancy job for iron & steel zone has been awarded to M/s MECON with a role
of integrating the entire expansion and that of rolling mill zone to M/s M N Dastur &
co., CET/SAIL is the consultant for CO battery No.6 & auxiliaries.

Some key units coming up under the Expansion programmes are:

 Augmentation of Ore Bedding and Blending Facilities:

The Raw Material circuit of the Ore Bedding and Blending Plant Phase-II
commissioned and inaugurated by Chairman, SAIL on 11 th August. The
augmentation facilities include:

 Receiving, unloading, reclaiming and finally transporting of raw materials

required for Blast Furnace-5

Page | 26
Base mix preparation for the New Sintering Complex

 Transportation of Flue dust, Mill scale etc.

 Transportation of crushed fuel and flux for trimming addition to SP-III
 Automatic sampling system

The unloading activities will be carried out through a wagon tippler and a track
hopper, while the stacking and reclaiming will be carried out in 4 beds. A
twin boom stacker, a Stacker-cum-Reclaimed, 2 Barrel Reclaimers and a Bucket
Wheel Reclaimer will be engaged to bed, blend and reclaim the raw material from
the beds.

 New Coke Oven Battery # 6:

The New Coke Oven Battery # 6 was inaugurated on 1stJune 2013 by the Chairman,
SAIL. The battery is top charged having compound twin flue, under jet, regenerative
heating with partial recirculation of waste gases. The 7 meter tall battery of 67 ovens
has been installed to produce run of oven Coke (Dry) of 0.768 MT/Year. The
Computerized Heating Control System (COHC) is being installed for the battery
operation for the process management system to improve reduction in
environmental emission, improve coke quality and productivity. A coal tower of
4000-ton useful capacity for storing coal, Leak Proof Doors, Water Sealed AP
Covers, HPLA (High Pressure Ammonical Liquor Aspiration), Door & Frame
cleaner, High Pressure Water Jet door cleaner, Land based Pushing Emission
Control (PEC) System and Effluent Disposal and Coke Dry Cooling Plant
(CDCP) are being provided for efficient environment management. Some
important components of the package are:

 New Coke Dry Cooling Plant

The principle of coke dry quenching is based on cooling of hot coke with
inert gas circulating in close loop between the chamber of hot coke and the
waste heat Boiler. Apart from ensuring environment friendly operation, the CDCP
will also enhance the coke quality.

 New Coal Handling Plant

Page | 27
The new Coal Handling Plant can hold 15 days stock of Coking Coal for COB #6 (@
3500 T/day) and CDI Coal of 10 days stock @ 1500 T/day). There are 24 Nos. of
RCC silos for

stocking of Coking Coal and for CDI Coal, 6 no’s of RCC silos, each of
capacity 2500 Tons.

 New Coal Chemical Department

The new CCD is being installed to process coke oven gas generated from the new
Coke Oven Battery # 6. This will clean the raw coke oven gas by removing
Tar, Ammonia, Hydrogen, Sulphur , Sulphide and Naphthalene. The coke oven gas
shall also be cooled finally to 300C at the outlet of final gas cooler. There are
Naphthalene Washer and Benzole Scrubber to have clean coke oven gas for use of
the Plant.

 New Sinter Unit # 3

The New Sinter Unit # 3 has been commissioned and sinter production started from
1st April 2012. The new single strand Sinter Plant having an effective suction area
of 360 m3hasan annual production capacity of 3.70 MT of gross sinter with sinter
productivity of 1.3 T/m2/hr. The output stack emission is less than 50 mg/Nm3,
thereby making the unit an environment friendly unit. The sinter plant is being
provided with Eirichtype mixer and noduliser instead of the conventional mixing &
balling drum. A circular cooler is being provided for sinter cooling.

 New Blast Furnace # 5

One of the biggest Blast Furnaces of the country, the new Blast Furnace # 5
with a useful volume of 4060 Cubic meters is designed for a production capacity of
2.8 MTPA with a daily hot metal production of 7924 T (avg.). The Furnace will
be operated at high intensification level and for a campaign life of 20 years.
Equipped with modern features such as pulverized coal injection system, cast
house fume extraction system, cast house slag granulation system, top gas
recovery turbines of 14 MW capacities, Twin material bin BLT system, Waste

Page | 28
Heat Recovery System, Plate/Stave Coolers and Conveyor Belt Charging
System, this Blast Furnace will have Level II Automation.

 Pig Casting Machine

The twin strand 1500 TPD capacity Pig Casting Machine with average strand speed 9
m/min.

 Slab Caster # 3 - Conventional (1 x 1 Strand)

The new slab caster-3 shall be of latest design with state-of-the-art

technology and equipped with modern features such as ladle to tundish slag
detection system, vertical high speed mould with automatic width adjustment,
hydraulic mould oscillator, automatic mould level controller, break-out
prediction system, air mist spray cooling system, dynamic spray cooling
system, continuous straightening, automatic torch cutting machine cooling
system, continuous straightening, automatic torch cutting machine.

 New 4.3 m wide Plate Mill

The new 4.3 meter wide Plate Mill is being installed having initial capacity of 1.0
MT (0.92 MT saleable), which can be augmented to a capacity of 1.8 MT (1.674 MT
saleable). The Plate Mill shall have equipment with state of art technology to
produce wide range of plates with close tolerances to meet stringent international
standards. The 4-HI reversing mill is designed for roll force up to 90 MN, with
hydraulic automatic gauge control, roll bending and shifting facilities and provision
of on-line thickness, profile and width measurement.

The Plate Mill shall have advanced computerized control system for Plan View
Rolling (PVR) process to maximize yield and an accelerated cooling system to
produce high strength TMCP(Thermo Mechanical Controlled Process) rolled plates
including for pipe grades up to API 5LX 100 with lower cost. The mill is designed
with High capacity levelers with hydraulic control and under load positioning
system, high capacity Trimming and Cross-cut-shears up to50 mm capacity to
produce distortion free plates. For operation with a lean manpower and to avoid loss

Page | 29
 of material identity throughout the production process, the Plate Mill will be
equipped with advanced control systems and material tracking facilities.

3.2.6 Special Features of Rourkela Steel Plant:

a) It is the first Plant in Asia to adopt LD process of steel making.

b) It is the only Plant producing large diameter ERW/SW Pipes conforming to most
rigid standards of API.

c) It is the first steel Plant in India to adopt external desulphurization of hot metal by
calcium carbide injection process.

d) It is the only Plant in SAIL producing Cold Rolled Non Oriented (CRNO)Steel
sheets for use in the electrical industries with installed capacity of73,000 Ton/year.

e) Rourkela is the first in vacuum degassing metallurgy. This system has been
adopted primarily for production of silicon steel for the cold rolled non oriented
sheets. The system consists of vacuum arc refining and vacuum oxygen refining units
and a degassing facility.

f) It is the first integrated Steel Plant of SAIL which adopted the cost effective and
quality centered continuous casting route to process 100% of steel produced.

g) All the major production departments and some service departments’ certified to
ISO 9001:2008 QMS.

h) Silicon Steel Mill, Environmental Engineering Department and Sinter Plant– II,
HSM, PM, SPP, ERWPP, SWPP & Township certified to ISO 14001:2004 EMS.

3.2.7 Motivational Schemes in RSP:

Page | 30
Employee service is utmost priority among managerial commitments in any
organization. Rourkela Steel Plant is not an exception to this. Based on a pragmatic
need based approach than on a paternalistic & legalistic approach, RSP has gone a
long way for looking after its employees. It has recognized the important of the three
core aspects of employee’s service. They are:

 Compensation
 Welfare / Safety / Wealth
 Social security for better employee – employer relations and has taken
maximum care in fulfillment on those things in best possible way.
RSP basically has two types of motivational schemes, they are

 Monetary Schemes
 Non-Monetary Schemes

Page | 31
 CHAPTER-04
4.1 Sources:
The data were collected through primary and secondary sources.

Primary Sources: The primary sources are discussion with employees, data’s
collected through questionnaire.

Secondary Sources: The secondary data mainly consists of data and information
collected from records, company websites and also discussion with the management
of the organization. Secondary data was also collected from journals, magazines and
books.

4.2 Sampling Method:

The researcher had adopted simple random sampling technique. The sampling unit
was chosen randomly from executives and non-executives working in RSP of the
organization.

4.3 Sample Size:

Number of the sampling units selected from the population is called the size of the
sample. Sample of 30 respondents were obtained from the population.

4.4 Variables:
The direct variable of the study is the employee motivation and indirect variables are
the incentives, interpersonal relations, career development opportunities and
performance appraisal system.

4.5 Unit of Study:

Employees who are working in the Rourkela steel plant are the unit of study, to
whom the interview schedule was administered and data collected.

Page | 32
4.6 Tools Used for Data Presentation:

 Tables
 Bar Diagrams
 Pie Diagrams

4.7 Software Tools Used for Data Presentation:

 Ms Excel
 Microsoft word
4.8 Research Question:

In this research basically two questions are taken that are

Research Question 1: How managers can inspire employee to improve their

working performance?

Research Question 2: which of the incentives given to the employees lead them to
higher performance and productivity?

4.9 Narrative Enquiry: An Introduction

Narrative research is an approach for different fields of study like literature, history,
anthropology, sociology, sociolinguistics, and education and is a specific type of
qualitative design in which narrative is understood as a spoken or written text giving
an account of an event/action or series of events/actions, chronologically connected.
Researchers may use paradigmatic reasons for a narrative study, such as how
individuals are enabled and constrained by social resources; socially situated in
interactive performances; and how narrators develop interpretations (Chase, 2005).
Procedurally, it focuses the studies on one or more individuals and gathers data from
collected stories based on real-life experiences in a chronological order. It
methodically represents an informal collection of topics, capturing the detailed
stories or life experiences of a single life or the lives of a small number of
individuals, spending considerable time with them, gathering their stories referred to
as “field texts” through multiple types of information, recording their stories in a
journal, diary, or field notes (Clandinin and Connelly, 2000). After recording life

Page | 33
experiences of respondents, the researcher has to logically restory. “Restoring” is the
process of reorganizing the stories into some general type of framework, which may
consist of gathering stories, analysing them for key elements of the story (such as
time, place, plot, and scene), and then rewriting the stories to place them within a
chronological sequence (Ollerenshaw and Creswell, 2000). This paper uses narrative
inquiry to identify and evaluate the impact of work motivation on employee
performance.

Page | 34
 CHAPTER-05
Q. 1. Are you satisfied with the support from the HR department?

No. of Percentage
Respondent
Highly satisfied 16 53
Satisfied 14 47
Neutral 0 0
Dissatisfied 0 0
Highly dissatisfied 0 0

60
53
50 47

40

30

20

10

0 0 0
0
highly satisfactory satisfied neutral dissatisfactory highly
dissatisfactory

percentage

Interpretation: From the above table it is found that 53% respondents are highly
satisfied, 47% respondents are satisfied by the supportive nature of the HR
department.

Page | 35
Q.2 Management is really interested motivating the employees?

No. of Percentage
Respondent
Strongly agree 12 40
Agree 17 57
Neutral 1 3
Disagree 0 0
Strongly disagree 0 0

60 57

50

40
40

30

20

10
3
0 0
0
strongly agree agree neutal disagree strongly disagree

percentage

Interpretation: From the above table it is found that 40% respondents are highly
satisfied, 57% respondents are satisfied, and 3% respondents are averagely agreed by
the management is interested motivating the employees.

Page | 36
Q.3 what factor de motives you at work place?

No. of Percentage
Respondent
Job profile 1 3
Rapport with seniors/minors 4 13
Work environment 7 24
others 2 7
None of the above 16 53

60
53
50

40

30
24

20
13
10 7
3
0
Job Profile Rapport with work environment others None of the above
seniors/minors

percentage

Interpretation: From the above table it is found that 3% respondents are de-motives
the job profile and 53% respondents said that no factor de-motives them.

Page | 37
Q.4 How far you satisfied with the incentives provided by the organization?

No. of Percentage
Respondent
Highly satisfied 15 50
Satisfied 11 37
Neutral 4 13
Dissatisfied 0 0
Highly dissatisfied 0 0

60

50
50

40 37

30

20
13
10

0 0
0
Highly satisfied satisfied neutral dissatisfied highly dissatisfied

percentage

Interpretation: From the above table it is found that 50% respondents are highly
satisfied, 37% employees are satisfied and 13% respondents are averagely satisfied
with the incentive provided by the organization.

Page | 38
Q.5 Have you been nominated for training and development programmers' in due
course of time periods?

Opinion No. of respondents Percentage

Yes 21 70
No 9 30

percentage

30%

Yes
No

70%

Interpretation: From the above table it is found that 70% respondent are highly
agreed and rest 30% respondents are disagreed for training and development
programmers' in due course of time periods.

Q.6 Is job security in the existing company a good attribute to motivate employees?

Page | 39
 No. of Percentage
Respondent
Strongly agree 17 57
Agree 7 23
Neutral 6 20
Disagree 0 0
Strongly disagree 0 0

60 57

50

40

30
23
20
20

10

0 0
0
Strongly agree Agree Neutral Disagree Strongly disagree

percentage

Interpretation: From the above table it is found that 57% respondents are strongly
agree, 23% respondents are agree, and 20% respondents are averagely agreed for job
security in the existing company a good attribute to motivate employees.

Page | 40
Q.7 Does the management involve you in decision making which are connected to
your department ?

Opinion No. of respondents Percentage

Yes 15 50
No 9 30
Occasionally 6 20

percentage

20%

yes
no
occasionally
50%

30%

Interpretation: From the above table it is found that 50% respondents are agreed,
30% respondents are disagreed, and 20% respondents are averagely agreed for
management involve them in decision making which are connected to your
department.

Page | 41
Q.8 Does your departmental head plays any role to achieve the target level?

Opinion No. of respondents Percentage

Yes 25 83
No 5 17

percentage

17%

yes
no

83%

Interpretation: From this above table it is clear that 83% respondent are agreed and
17% respondent are disagreed that the departmental head pays a vital role to achieve
the target level.

Page | 42
Q.9 Are you satisfied with the target level of production in your department?

Opinion No. of respondents Percentage

Yes 18 60
No 12 40

percentage

40% yes
no

60%

Interpretation: From the above graph it is found that 60% employees are highly
satisfied,40% employees are dissatisfied by the target level of production in there
department.

Page | 43
Q.10 Do you think the incentives and other benefits will influence your performance?

Opinion No. of respondents Percentage

Influence 17 57
Does not influence 9 30
No opinion 4 13

60 57

50

40

30
30

20
13
10

0
influence does not influence no opinion

percentage

Interpretation: From the above graph it is found that 57% respondent are
influenced,30% respondents are does not influenced and 13% respondent are said no
opinion for the benefits will influenced your performance.

Page | 44
Q. 11 Do you think motivational schemes need improvement?

Opinion No. of respondents Percentage

Yes 25 83
No 5 17

percentage

17%

yes
no

83%

Interpretation: .From the above graph it is found that 83% respondent are highly
agreed and rest 17% respondent is disagreed that the motivational scheme need
improvement.

Page | 45
Q.12. Communication between senior leaders and employees is good in your
organization?

No. of Respondent Percentage

Highly satisfied 9 30
satisfied 12 40
neutral 9 30
dissatisfied 0 0
Highly dissatisfied 0 0

45
40
40

35
30 30
30

25

20

15

10

5
0 0
0
Highly satisfied satisfied neutral dissatisfied Highly dissatisfied

PERCENTAGE

Interpretation: From the above graph, it is clear that most of the respondents i.e. 40
% of respondent and 30% of respondent are satisfied & highly satisfied respectively
and 30% respondents are averagely satisfied for the communication between senior
leaders and employees is good in your organization

Page | 46
Q.13. Are you satisfied with the retirement plan offered by your organization?

Respondent Percentage
Highly satisfied 8 27
satisfied 16 53
neutral 5 17
dissatisfied 1 3
Highly dissatisfied 0 0

60
53
50

40

30 27

20 17

10
3
0
0
highly satisfied satisfied neutral dissatisfied highly dissatisfied

percentage

Interpretation: Here it is found that 27% respondents are highly satisfied, 53%
respondents are satisfied, 17% respondents are averagely satisfied and 3%
respondents are dissatisfied by the retirement plan offered by SAIL.

Page | 47
Q.14. Do you bring satisfied with medical facilities provided by the company?

No. of Respondent Percentage

Highly satisfied 14 47
satisfied 13 43
neutral 3 10
dissatisfied 0 0
Highly dissatisfied 0 0

50 47
45 43
40

35

30

25

20

15
10
10

5
0 0
0
Highly satisfied satisfied neutral dissatisfied Highly dissatisfied

PERCENTAGE

Interpretation: From the above graph it is found that 47% respondents are highly
satisfied, 43% respondents are satisfied, 10% respondents are averagely satisfied by
the medical facilities provided by SAIL.

Page | 48
Q.15 Do you feel satisfied by the workforce facilities provided by the company?

No. of Respondent Percentage

Highly satisfied 7 23
Satisfied 8 27
Neutral 12 40
Dissatisfied 3 10
Highly dissatisfied 0 0

45
40
40

35

30
27
25 23

20

15
10
10

5
0
0
Highly satisfied satisfied neutral dissatisfied Highly dissatisfied

PERCENTAGE

Interpretation: From the above graph, it is clear that most of the respondents i.e.
27% of respondents and 23% of respondents are satisfied & highly satisfied
respectively by the workforce facilities provided by SAIL. Very few respondents i.e.
40% are averagely satisfied and 10% respondents are dissatisfied by this facilities
provided by SAIL.

Page | 49
 CHAPTER-06
6.1 Findings of the Study:

The findings of the study are follows

 The training development and career of the organization is quiet

recommendable and the employees are also satisfied with the training and
development centre.
 The organization supports creativity and innovation of the employees which
is a good initiative as it increases the knowledge flow within the organization.
 The employees are really motivated by the management.
 The employees are satisfied with the present incentive plan of the company.
 The study reveals that there is a good relationship exists among employees.
 The rewards and recognition policies should be well designed according to
the employee organization values.
 Majority of the employees agreed that there job security to their present job.
 The company is providing good safety measures for ensuring the employees
safety.
 The feedbacks received by the employees should be taken on a positive note,
so that the effectiveness of the processes can be determined at all levels.
 From the study it is clear that most of employees agree to the fact that
performance.
 The study reveals that increase in the salary will motivates the employees
more.
 The incentives and other benefits will influence the performance of the
employees.
 Employees should be motivated to pursue their own personal projects, so that
new ideas and perspectives can be developed.

Page | 50
6.2 Conclusion:

Rourkela Steel Plant has got a vital human resource of more than 36,000 unmatched
in their skills and dedication. A healthy organization must manage the human
resources in such a way that they work with a high degree of satisfaction,
productivity and moral. Hence, the human beings need greater attention and care to
achieve the objectives and goals of the organization. The study on employee
motivation highlighted so many factors which will help to motivate the employees
and collected information through structured questionnaire. The study helped to
findings, which were related with employee motivational, programs which are
provided in the organization.

The performance appraisal activities really play a major role in motivating

the employees of the organization. It is a major factor that makes an employee feels
good in his work and results in his satisfaction too. The organization can still
concentrate on specific areas which are evolved from this study in order to make the
motivational programs more effective. Only if the employees are properly motivated-
they work well and only if they work well the organization is going to benefit out it.
Steps should be taken to improve the motivational programs procedure in the future.
The suggestions of this report may help in this direction.

6.2.1 Limitation of the study:

 As the respondents were busy with their work, it was difficult for the
researcher to meet the respondents and gain information.

 Some of the respondents have not given any answer to the questions which
may affect the analysis.

 Respondents were reluctant to disclose complete and correct information.

 The data depends totally on the respondents view, which may be biased.

Page | 51
 BIBLIOGRAPHY
JOURNALS AND BOOKS

a. Ali, Amjad and Zilli, Abu Sufiyan, (2013), “Influence of Quality of Work Life and Job
Attitude on Affective Commitment: A Study of managerial Personnel,” Artha J Soc
Sci, 12 (1), Pp.67-81.

b. Aswathappa, K., (2008). Human Resource Management: TEXT AND CASES, 5th ed.,
McGraw-Hill Publication.

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