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Project report Submitted in partial fulfillment for the award of the MASTER OF BUSINESS ADMINISTRATION BY S. VENKATA SIVA KUMAR (HT.No. 07002C1002) UNIVERSITY P.G. COLLEGE, SUBEDARI HANAMKONDA, WARANGAL - 506001 (2006 - 2008)
I take this opportunity to offer my sincere feelings of gratitude to a number of helping hands for their co-operation and best advice to enable me to make an end to this Project Work. I am much obliged to SRI P. CHANDRAKANTH SHARMA, Chief General Manager (HRD), and SRI V. KHADARENDRA BABU, Dy. P. M. for giving me an opportunity and valuable suggestions to undertake this Project Work on "EMPLOYEE MOTIVATION". I am thankful to Mr. G. NARASIMHA MURTHY, Professor in MARKETING who guided me and Co-operated me from time to time. Last but not least I would like to express my heart full thanks to my Parents and my friends for extending their great cooperation towards completion of my Project Work in time.
(S.VENKATA SIVA KUMAR)
This is to declare that the Project Work entitled “A STUDY ON EMPLOYEE MOTIVATION" in employees of "SINGARENI COLLIERIES COMPANY LIMITED", Kothagudem is a original and bonafide work done by me for the requirement of partial fulfillment for the award of "Master Degree in Business Administration" in University P.G College, Warangal for Post Graduation. I also declare that this is an original one and not submitted to any other University.
(S. VENKATA SIVA)
CHAPTER-IV WELFARE MEASURES. CHAPTER-VI LIMITATIONS & ANALYSIS.CONTENTS Page no’s CHAPTER-I INTRODUCTION. APPENDIX-2 QUESTIONARIES. APPENDICES: APPENDIX-1 BIBLIOGRAPHY. CHAPTER-II COMPANY PROFILE CHAPTER-III DATA ANALYSIS. . CHAPTER-V CONCLUSIONS AND SUGGESTIONS.
CHAPTER-1 INTRODUCTION: Need and Importance of the study Objectives of the study Scope of the study Sources of Data • Primary Data • Secondary Data Period of Study Methodology Data Analysis Chapterization Scheme .
Along with perception. The motivation is psychological process. Motivation is a hypothetical construct that is used to help explain about behavior. Many people equate the causes of behavior with motivation. and learning. It interacts with and it acts in conjunction with other mediating processes and the environment. Motivation is a process that starts with a psychological and physiological deficiency or need that activates behaviors or drive that is aimed at a goal or incentive. it should not be equated to behavior. “to move”. MEANING AND DEFINITION: “Motivation” is a Latin word “Mover” which means. fear and circumstances. personality. that which include a person to act.INTRODUCTION MOTIVATION The success of any organization depends on the ability of manager to provide a motivating environment for its employees. . It is a force that activates dormant energies and sets in motion the action of the people. The cause of behavior is much broader and more complex which can be explained by motivation alone. The meaning of motivation is tending to initiate motion. Motivation can also be associated from having enthusiasm to do or be something. happy and stay with the organization longer. attitude. it is very important process in understanding behavior. power. Ex: Desire. Motivated employees are more productive. It is the function that kindles a burning passion among the human beings of an organization. NEED AND IMPORTANCE OF THE STUDY: Motivation can be defined as “A willingness to expand energy to achieve a goal or reward”.
pay increases. Extrinsic motivation is a form of motivation that emphasizes valued outcomes or benefits granted by other in form of promotion. An unsatisfied need creates tension that stimulates drives with in an individual. known as extrinsic motivation. This may include feeling of accomplishment. praise and recognition. known as intrinsic motivation and gained from factors external to work. selfesteem and competence. Unsatisfied need Tension Drives Searc h behav Reduction of need Satisfaction of need PROCESS OF MOTIVATION .Motivation is complex of forces starting and keeping a person at work in an organization. Research and analysis from organization all psychologists has allowed a link between motivation and the forming of a predicted satisfaction from work. Intrinsic motivation emphasizes valued outcomes or benefits that come from with ion the individual itself. These drives generate a search behavior to find particular goals that if attained will satisfy the need and lead to reduction of tension. Motivation then is stimulating condition either external or internal or both by which a process of behavior is initiated and continued until a state of equilibrium is restored.
It is concerned with the intrinsic force operating with in an individual. drives and goals: NEEDS: Needs are the deficiencies and are created whenever there is a physiological and psychological imbalance. Motivation is a circular process. Motivation is behavioral fore that. A motive is a personal and internal feeling. Motivation is a hypothetical construct. which will alleviate and reduce a drive. DRIVES: Drives are section oriented and provide an energizing thrust towards goal accomplishment.Motivation consists of three interacting and interdependent elements of needs. which impel him to act or not to act in a particular way. They are the very hearts of a motivational process. NATURE OF MOTIVATION: Motivation is a psychological concept. but these are distinct behavioral forces with different determinants and different out comes. IMPORTANCE OF MOTIVATION: . Motivation and satisfaction are related. GOALS: Goals are anything. which is defined in terms of antecedent conditions consequent behavior.
as well as promoting encouragement. OBJECTIVE OF MOTIVATION: The purpose of motivation is to create conditions in which people are willing to work with zeal. with a high personal and group moral . HIGHER EFFICIENCY: A good motivational system releases the immense latent talents. HUMAN RELATIONS: A high level of motivation results in harmonious relations between employee and employers. initiative and personal drive is for creating and maintaining harmonious. It converts the ability to work into work. interest and enthusiasm. CORPORATE IMAGE: A Company that provides adequate opportunities to its employees for the satisfaction of physical and psychological needs has a better image in public. goal setting. employee development. In the words of Rens Likert. Providing strong leadership in which you practice open communication. Motivation helps to utilize and develop creative talent of employees. With the level of motivation they retain varies with each individual.Every person in today’s workforce is motivated. trusting and highly motivated work environment. abilities of the employees. LOWER ABSENTEEISM AND TURNOVER: Motivation leads to job satisfaction and high morale due to which labor unrest. Sound industrial relations ensure industrial harmony and peace. Motivated employees make higher contribution towards the realization of the organizational goals. “Motivation is the core of management”. absenteeism and turnover are reduced. initiative.
power. loyalty and discipline and with pride and Confidence in a most cohesive manner so those goals of an organization are achieved effectively. security and status.satisfaction. CLASSIFICATION OF MOTIVES: PRIMARY MOTIVE: Psychologists acknowledged that some motives are unlearned and physiologically based. biological. SECONDARY MOTIVE: As human society develops economically and become complex. avoidance of pain and marital concern. Such motives are called physiological. activity and affection. which through playful and exploratory in character. at the same time show direct selectivity and persistence in interacting with environment. Important ones are need for achievements. sleep. thirst. GENERAL MOTIVE: General motive also called. the primary drives give way to the secondary drives in motivating behavior. with the sense of responsibility. Such motives include drive for curiosity. A motive must be learned in order to be included in secondary classification. The classification must be unlearned and it must be physiologically based. manipulation. which receive substantial contributions from activities. unlearned or primary motives. as competence or capacity motive is the one. Thus the primary motives include hunger. The learning principle of reinforcement is conceptually and practically related to motivation. . affiliation.
• Participating in pleasant social activities. NEED OF POWER: • Influencing people to change their attitudes or behavior. 3. . • Being accepted as a part of a group or a team. 4. • Being in a position of authority over others. • Avoiding tasks or decisions with a risk of failure and blame. • Being protected against loss of income or economic disaster. • Defeating an opponent or enemy. • Maintaining harmonious relationships avoiding conflicts. NEED OF AFFILIATION: • Being liked by many people. NEED OF ACHIEVEMENT: • Doing better than competitors. 5. 2. NEED OF STATUS: • Having the car and wearing the clothes. • Solving a complex problem. NEED OF SECURITY: • Having a secure job. • Developing a better way to do something. • Gaining control over information and resources.1. • Carrying out a challenging assignment successfully. • Attaining or surpassing a difficult goal. • Controlling people or their activities. • Working with people who are friendly and co-operative. • Having protected against physical harm or hazardous condition.
• Having executive privileges. MASLOW’S HIERARCHY OF NEEDS If motivation is driven by the existence of unsatisfied needs. psychologists and social scientists have been trying to decode this extremely complicit specimen called the “employees”. THE CONTENT THEORIES OF WORK MOTIVATION: The content theory of work motivation attempts to determine what motivates people at work. experts and researchers have studied different aspects and theories of organization behavior. They are concerned with the types of incentives or goals that people strive to attain in order to be satisfied and performed well. There are two main categories that are used to propose motivation theories. What makes the employee motivated to work hard? The problem of motivating the employee in the organization has been the engaging attention of the management ever since the organized activities started. low level needs . MOTIVATION APPROACHES Since the age of the industrial revolution. • Having the degree from right university. • Living in the right neighborhood and belonging to the country club. Frederick Herzberg’s two-factor theory and David McClelland’s need for achievement theory belong to this category. During the last seven decades numerous thinkers. Maslow’s needs hierarchy. they are content theories and process theories.• Working in the right company in the right job. In this regard. then it is worthwhile for a manager to understand which needs are important for the individual employees. Content theories explain the dynamics of employee needs. Abraham Maslow developed a model in which the basic. and the process theories described the way the need deficiencies are translated into behavior. The content theorists are concerned with identifying the needs/drives that people have and how these needs are prioritized.
family etc. In this hierarchical model. however. It refers to the need to feel safe from physical and emotional harm. Second. Human have a desire to belong to groups. . According to Maslow’s theory. there’s the attention and recognition that comes from others. work groups.such as physiological needs must be satisfied before higher-level needs such as selffulfillment are pursued. Once the physiological needs and safety needs are satisfied they no longer motivate. Higher needs such as social needs and esteem are not felt unit one has met the needs basic to one’s bodily function. which results from competence or mastery of a task. ESTEEM NEEDS: There are two types of esteem needs. if such needs are not satisfied then one’s motivation will arise from the quest to satisfy them. such as air. SOCIAL NEEDS: This level corresponds need to affection and affiliation. nourishment and sleep. water. SAFETY NEEDS: This second level of needs is roughly equivalent to the security needs. when a need is mostly satisfied in no longer motivates and next higher need takes its place. This is similar to the belongings level. to be accepted by others. PHYSIOLOGICAL NEEDS: Physiological needs are those required to sustain life. First is self-esteem. performers appreciate applause. wanting admiration has to do with the need for power. We need to feel loved by others. The whole organism may become a safety seeking mechanism.
which implies control over environmental factors. MASLOW’S HIERARCHY OF NEEDS FREDERICK HERZBERG’S TWO FACTOR THEORY: Frederick Herzberg is a well . technical supervision. These factors cause much dissatisfaction when they are not presents. They produce no growth in the worker’s output. peace. They can seek knowledge. growth. there are ten maintenance or hygiene factors. job but they are related to conditions under which a job is performed. BASIC NEEDS PSYCHOLOGICAL NEEDS . they only prevent losses in worker’s performance due to work restrictions. SECURITY NEEDS HYGIENE FACTORS: According to Herzberg. Any increase beyond this level will dissatisfy them. contributed the two-factor hygiene and motivation theory.known behavioral scientist. It is related to the development of intrinsic capabilities. structure and regulations. This includes competence. the culture and interpersonal relations and the ESTEEM NEEDS like. recognition SOCIAL NEEDSAccording to Herzberg both theories and the like. but do not provide strong motivation. The motivation theory includes things that directly pertain to the job such as achievement. The hygiene theory includes the work environment like SELF ACTUALIZATION the organization. These are company policy and administration. self-fulfillment and oneness with God etc. interpersonal relationship with subordinates. As such they are also called as dissatisfies.NEED FOR SELF-ACTUALISATION: This level represents the need to maximize one’s potential. both physical and achievement needs. must be applied simultaneously to build employee motivation. and esthetic experiences.
Herzberg includes six factors that motivate employees. the maintenance seekers ten to be more concerned with factors surrounding the job such as TWO FACTOR THEORY . possibility of growth and responsibility. a decrease in these factors will not affect their level of satisfaction. Herzberg maintains that potency of various factors is not entirely a function of factors themselves. On the other hand. and work it-self.MOTIVATIONAL FACTORS: These factors are capable of having a positive effect on job satisfaction often resulting in an increase in one’s total output. The motivation seekers are generally individuals who are primarily motivated by the “satisfiers” such as advancement achievement and other factors associated with the work itself. However. recognition.HERZBERG HYGIENE EMPLOYEES DISSATISFIED AND MOTIVATED FACTORS EMPLOYEES NOT DISSATISFIED BUT UNMOTIVATED MAINTENA NCE FACTORS EMPLOYEES SATISFIED AND MOTIVATED . individuals may be classified into two types “motivation seekers and maintenance seekers”. An increase in these factors will satisfy the employees. these can be used in motivating them for higher output. It is also influenced by the personality characteristics of the individuals. Most of these factors are related with job contents. advancement. From this point of view. Since these factors increase level of satisfaction in the employees. These are achievement.
Content theories. Vroom Proposed his expectancy theory as an alternative to content models. • This theory undergoes the importance of satisfying the upper level needs. job satisfaction and dissatisfaction are two opposite points on a single continuum. VROOM’S EXPECTANCY THEORY OF MOTIVATION: Victor H. In the process theory of motivation. Hertzberg’s study has been criticized as being methodology bound. A little motivation can go a long way and is always helpful to the employee. • Lastly. Individuals on the job are affected by any change either in the job environment or in the job content. It views motivation as a process of governing choice. the ideas are based on factors of translation of needs of the employees to behavior. based on faculty research. THE PROCESS THEORIES OF WORK MOTIVATION: The Content model attempts to identify what Motivates people at work. it over simplifies the relationship between motivation and satisfaction and is inconsistent with past evidence. Vroom means the strength of individual’s preference for . on the other hand are more concerned with the cognitive antecedents that go into motivation or effort and are more important with the way they relate with one another. which he felt were inadequate explanations of the complex process of work motivation.CRITICISM: • In fact. Vroom model is built around the concept of valence.
Another major variable is the Vroom’s motivational process is expectancy. and expected utility. The superior performance is seen as being instrumental in obtaining a promotion.a particular outcome. Another major output into the valence is the instrumentality of the first level outcome in obtaining a desired second level outcome. INSTRUMENTALITY 2ND Level outcome OUTCOME 1A 1ST Level outcome OUTCOME 1 EXPECTANC Y OUTCOME 1B MOTIVATIO OUTCOME NAL OUTCOME 2B 2C OUTCOM . A valence of zero occurs when the individual is indifferent towards the outcome and the valence is negative when the individual prefers not attaining the outcome to attaining it. the person must prefer in attaining the outcome to not attaining it. Expectancy is the probability that a particular action will lead to a particular first level outcome. incentives. attitude. Other terms that might be used include values. In order for valence to be positive.
ADAM’S EQUITY THEORY: This theory argues. it is another cognitively based motivation theory. In other words. Inequality occurs when a person perceives that the ratio of his or her outcomes to inputs and the ration of a relevant other’s outcome to inputs are unequal. “A major input into job performance and satisfaction is the degree of equity (or inequity) that people perceive in their work situation”. This is represented as follows: Person’s outcomes _________________________ Person’s inputs Person’s outcomes _________________________ Person’s inputs Person’s outcomes _________________________ Person’s inputs Other’s outcomes < _______________________ Other’s inputs Other’s outcomes > _______________________ Other’s inputs Other’s outcomes = _______________________ Other’s inputs . and Adam’s depicts how this motivation occurs.
This “striving” to restore equity is used as explanation of work motivation. age. social status.But the inputs and outputs of the person and others are based upon the person’s perceptions. organizational position. promotion. Outcomes consist of primarily records such as pay. sex. status. He formulated a new category model that was more in line with in line with the existing empirical evidence. and intrinsic interest in the job. ALFRED’S ERG THEORY: An extension of Hertzberg and especially the Maslow’s content theories of work motivation come from the work of Clayton Alfred. The related needs stress the importance of the interpersonal. he/she will strive to restore the ratio to equity. relatedness and growth (hence ERG theory). social relationships. Thus Alfred identified three groups of core needs – existence. . The growth needs are concerned with the individual’s intrinsic design personal development. education. If the person’s perceived ratio is not equal to the others. The existence needs are concerned with the survival (physiological). qualification and how hard the person works are the examples of perceived input variables. In essence the ratio is based on the person’s perception of what the person is given (inputs) and receiving (outcomes) versus the ratio of what the relevant other is giving and receiving.
COMPARISION OF ERG NEEDS THEORY WITH ANDTWO FACTOR THEORIES: ALDERFER’S NEEDS MASLOW’S NEED HIERARCHY MASLOW HERZBERG’S TWO ERG FACTORTHEORY SELF ACTUALIZATION NEEDS GROWTH MOTIVATORS ESTEEM NEEDS RELATED NEEDS SOCIAL NEEDS SAFETY NEEDS EXISTENCE HYGIENE FACTORS .
Objectives of the study: • The main objective of the study is to critically examine how effectively the employees are motivated in the companies like Singareni Collieries Company Limited. • To study whether the employees are having the personal growth. • To study about the employee participation in the decision making of the organization. • To study about the work conditions of the employees in the organization. • To study how the motivation is helpful in increasing the job performance of the employees. development and satisfaction in the organization. • To find out employees satisfaction towards the management response to their suggestions. • To find out whether the motivation among the employees increase the productivity of the company. .
and behavior. Motivation is such a vast topic that requires a lot of time in order to be able to go through each and every aspect of motivation. they cannot be operated like a machine or shifter and altered like a template in room layout. They need a tactful handling by management. No. Limitations of the study: The major limitation of the study has been availability of sufficient time. traditions. They feel. The response may be biased due to the fear of reprisal from the top management. sentiments. .Scope of the study: The management of men is a very important and it’s a challenging job. think and act therefore. People are responsive. two persons are similar in mental abilities. They differ widely also as groups and are subject to money and valued influences. Since SCCL is a very large organization there are various incentive plans that have been introduced to motivate the employees in the organization. it was a great opportunity for us to study the aspect in detail within the time frame available and make a report. The project work entitled “WORK MOTIVATION IN EMPLOYEES” Covers various levels of employees in the organization.
which shows that every human being earnestly seeks a friendly and supportive relationship. It is the core of the management. Gregor has stated that the “the task of the management is to arrange the organizational conditions and methods of operations so that people can achieve their own goals best by directing their own efforts towards organizational objective”. Successful supervisors are those who integrate the goal-oriented actions of the individuals with the pursuit of organizational goals. Mr. It attracts and imitates action and also serves as a factor in the contribution of activity until the objective have been attained. Motivation is a process of arousing action. MOTIVATING PERFORMANCE Motivating performance is one of the key elements of the personnel management. The study cannot be generalized for all the companies because different companies follow different motivational techniques to improve the performance of the employees. Designing jobs can have a positive impact on both employee’s satisfaction and quality of . which gives him a sense of worth in face-to-face groups. The goals of the individuals and the organization can be achieved through stimulating workers towards productive performance called as motivational process. A superior should strive to treat individuals with dignity and recognition of personal work. which are most important for him. sustaining the activity in progress and regulating the pattern of the activity. Motivating performance is examined as job design and goal setting.
. job enrichment. The job design has various dimensions and approaches. Job design is based on extensive and still growing theoretical base. it had considerable research attention in recent years. Initially.performance. The goal setting which has been held up as a prototypical model explains how theory should or can lead to application. quality of work life and social information process. the field of organizational behavioral paid attention only to job enrichment approaches to job design has taken broader perspective. and it has been widely applied to the actual practice of management. They are job engineering. job characteristics. JOB DESIGN: Job design emerged as an important application area for work motivation and the study of organizational behavior.
JOB ENGINEERING SCIENTIFIC MANAGEMENT INDUSTRIAL ENGINEERING APPROACH JOB ENGINEERING VERTICALLY LOADING THE JOB TO PROVIDE MORE RESPONSIBILITY JOB DESIG N QUALITY OF WORK LIFE CONCERNS ABOUT THE IMPACT OF WORK ON PEOPLE AS WELL AS ON ORGANIZATIONAL EFFECTIVENESS JOB CHARACTERISTIC S BUILDING SKILL VARIETY. TASK SIGNIFICANCE AUTONOMY & FEEDBACK INTO THE JOB SOCIAL INFORMATION PROCESSING A COMPLEX THEORITICAL MODEL SUGGESTING THE IMPORTANCE OF SOCIAL INFORMATION OR CAUSES AFFECTING THE JOB . TASK IDENTITY.
SET OVERALL OBJECTIVES AND ACTION PLANS CONDUCT FINAL DEVELOP THE ORGANIZATION CONDUCT PERIODIC APPRAISALS AND PROVIDED FEEDBACK ON PROGRESS. MAKE ADJUSTMENT SET INDIVIDUA L OBJECTIVES AND ACTION PLANS .GOAL SETTING: Goal setting is often given as an example of how the organizational behavior should progress from a sound theoretical foundation to sophisticated research to the actual application of more effective management practice. Finally goal setting has become an effective tool for the practice of human resource management and an overall performance system approach.
C. MOTIVATIONAL TECHNIQUES IN SCCL INCENTIVE SCHEMES IN SINGARENI COLLIERIES CO.C. Secondary Data: This secondary data was collected from the Company about its progress and the company’s development due to organizing various Motivational Techniques in the Company. labor. in order to motivate their employees.. workers.L.L. and labor to work actively in their work. Hence Company is motivating the employees by .SOURCES OF DATA: Primary Data: The major data is collected from the employees. So with these plans and techniques the company is gaining more turnover and moiré profits with the help of its motivated employees.C.: Coal industry is labor oriented and wage cost forms around 54% of the total cost of the company’s production. Performance of the Company depends upon the motivational levels of its Employees. This data indicates the various techniques aand plans performed by S. workers who are working in S.C. LTD.
Management is now planning to cover all employees under Wage Incentive Plans and it is going to be a major task to design in the coming days. Inter Seam Tunneling etc.10. 73575 persons covered Wage Incentive Plan. Wage Incentive Plans are broadly classified as follows: Regular Wage Incentive Plans – These are approved by Corporate Office and majority of the scheme are covered under this class.05.25 crores during 2006-07. Ex: Long wall Shifting. Local Incentive Plans – These are also like Project Incentive Plans.per month/mine will be sanctioned. All technologies at Underground mine (covering 79% of the employees in UG Mines) and Opencast mines (93% of the employees working in OC Mines) besides selected supporting departments. 42 Wage Incentive Plans are in operation.7. Rs. Financial Motivational Schemes were introduced more than 50 years back. Depending on the circumstances of the mine. which forms 2% of the Wage cost and 0m80% of the total cost of production. 000/. Industrial Engineering Dept (IED) will device different wage incentive plans for underground and opencast mines depending on the conditions of the mine. The pay out is about Rs. These helped the management to achieve marked improvement in production and productivity. Management is monitoring & revising and introducing new schemes to keep in pace with the changing needs. The wage implementation plans approved for implementation are of individual. group and both individual and group. As on date. . The incentive cost per tone is Rs. scheme will be announced.introducing various Wage Incentive Plans. Project Incentive Plans – They will be introduced as per the requirement of the project as approved by the competent authority. The incentive earnings are calculated on weekly/fortnightly basis for piece rated employees and on monthly basis for other designations. In all 715 of the total employees are covered under incentive schemes.
18. Long-wall faces shifting in UG Mechanized Mines. Conventional (Shovel/dumpers combustion). 16. UG Mines and CHPs. Wage Incentive Plans in Operations… 1. Drainage. Tipper Operations for Coal Transport. UG HS 2002 3. Departments ----Mines. Departments 14. . 17. UG MM 5. Road Header Technology. 11. Load Haul Dumpers. Executives Working in OC. 10. Blasting Gallery Technology. Opencast Mines 9. Departments 13. Special Incentive Plans – They are introduced on special occasions. UG MM 8. Opencast Mines ---------Time rated personnel in Hand Section Mines. UG MM 6. Side Dump Loader. Workshops. Power Houses. Prospecting Drilling Crew. Reward Incentive Plans – The schemes will be introduced for achieving high productivity levels. Tunneling Work in UG Mines. 15. Clerical Staff 12. Long-wall Technology. UG HS 2002 2. Coal Handling Plans. Piece rated personnel in Hand Section Mines. EX: Profit Linked Annual Incentive Scheme for sharing of part of Annual Profits amongst all the employees. UG MM 7. UG MM 4.
CL .C.MAN POWER STATUS IN S.
778 12 14.580 108 3357 2382 1475 11164 4246 2258 7577 2501 9934 12158 1937 58.193 1.008 776 989 2.111 14.340 14.734 8.224 55.806 4.432 3.076 8.989 8.498 98 5.891 7.950 3227 1909 1398 9242 4557 2650 963 677 1997 456 1464 2377 UG OC Depts.276 78.223 12.384 11.504 14.498 98 1.039 799 1.033 3.949 82.112 5.766 Total 2.160 3.001 1.580 111 5.198 3.198 560 720 714 456 393 2.603 8.406 1.303 4.000 2.890 11. 2.383 7679 2516 9357 13068 148 422 481 952 1. 2.362 4.549 13.091 702 Total 2.469 65 329 1454 2362 907 870 2074 408 1.770 4.051 4.Area CRP HYD KGM YLD MNG RG1 RG2 RG3 RG4 BHP BPA MMR SRP IKC SCCL MANPOWER STATUS Men on roll as on 31/3/2007 Men on roll as on 30/06/2007 UG OC Depts.729 .754 1.
410 41.224 78.470 41.053 93.627 99.936 17.374 2.970 17.722 91.516 3.381 2.516 48.604 Monthly Rated Staff 17.751 43.460 18.003 17.051 14.509 2.018 17.613 14.371 2.463 2.868 2007-08(Current Year): 41.520 2.241 44.341 2.568 14.823 PERIOD OF STUDY: .260 23.678 3.596 26.494 18.626 3.383 43.518 2.MANPOWER Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 April'07 May'07 june'07 Executives 2.617 25.025 82.023 44.089 49.970 86.435 2.688 17.473 1.511 78.821 18.065 Badli Fillers 5.082 3.786 2490 Badli Workers 322 299 231 189 170 162 154 146 146 145 Total 105.886 1.055 Piece Rated Workers 26.941 17.628 78.262 14.442 97.924 25.SCCL-MANPOWER STATUS FROM LAST 7 YEARS SCCL.164 17.691 3.372 2.808 Daily Rated Workers 54.
DATA COLLECTION METHOD: The research study is based on both primary and secondary data. The secondary data has been collected from the company manual. was held in summer vacation from 27-06-2007 to 11-08-2007(6 WEEKS) METHODOLOGY RESEARCH DESIGN: An attempt has been made to study the various motives that guide the work force and their impact on the work behavior of employees in SCCL. . For the purposes of primary data a questionnaire was designed and administered to the employees of the organization.This is top inform that the project work entitled “A Study on EMPLOYEE MOTIVATION” in employees of “Singareni Collieries Company Limited” Kothagudem. A survey has been done to explore the views and options of the employees working in the organization to know their level of motivation and their satisfaction regarding the motivation aspects of the company.
Main Workshop. Industrial Relations Wing. The questionnaire consists of both open ended and close-ended questions. The questionnaire was administered to Supervisors. The data collected was analyzed to opt necessary information with the help of tabulation and scaling techniques. The opinions of the respondents to these questions have been fitted on a five point ordinal scale as given: Strongly Agree Agree Don’t know Disagree Strongly Disagree +2 +1 0 -1 -2 A subjective question was presented at the end for employees to list out the important factors that make them to work. The various departments include Industrial Engineering Department. and 25 workers. Main Hospital. Electronic Data Processing Wing. Welfare Wing. 50 clerks.RESEARCH INSTRUMENT USED: For the purpose of collecting data from the employees a structured questionnaire has been used where the listing of questions are in pre-arranged order. . Clerks. Educational Society. Personnel management Wing and Mines. The questionnaire consists of 20 close-ended questions and the respondents were asked to rate their views on them. They are randomly selected from various departments of the organization. Human Resource Department Wing. SAMPLING: The size of sample was limited to 100 respondents only 25 supervisors. Executive Establishment Cell. The questionnaire was personally administered to the employees and the objective of the inquiry is also revealed to the respondents. and Workers.
workers.L.C.C. labor of S. APPROACHABLE AND FRIENDLY SUPERIOR CONGENIAL WORK ATMOSPHERE CO-OPERATIVE AND HELPFUL CO-WORKERS WAGES AND BONUS RECREATION AND ENTERTAINMENT FACILITIES SECURITY AND STABILITY OPERATIONAL AUTONOMY AND INDEPENDENCE VARIETY AND CHALLENGE DISPARITY BETWEEN THER ORGANIZATIONAL GOALS AND PERSONAL GOALS RECOGNITION OF HARDWORK AND EFFICIENCY FAVORITISM AND DISCRIMINATION SCOPE FOR ADVANCEMENT ENCOURAGEMENT OF TRAINING AND LEARNING INVOLVEMENT IN DECISION MAKING NEEDD FOR GREATER WELFARE MEASURES STANDARD OF LIVING PHYSICAL WORKING CONDITIONS NECESSITY OF REWARDS AND INCENTIVES . This data was formulated in twenty tables mentioned as below: DATA COLLECTION DETAILS: PERSONAL GROWTH ANDF DEVELOPMENT PERSONAL SATISFACTION AND SENSE OF ACCOMPLISHMENT.DATA ANALYSIS: The data analysis mentioned in this project is completely collected from the Questionnaires which were collected from the employees.
L Conclusions and Suggestions Limitations and Analysis Chapter I II III IV V VI Appendices Appendix-I Appendix-II Bibliography Questionnaires .Chapterization Scheme: The study is divided into 5 chapters Title Introduction Company profile Data Analysis Welfare Measures in S.C.C.
CHAPTER-2 COMPANY PROFILE & INDUSTRIAL BACKGROUND .
Singareni Colleries Company Limited. Mahanandi Coal Fields Limited (MCL. Singarauli (Madhya Pradesh). During the last ten years the coal production in India has increased from 1896 Million tons in 1990-91 to 289 million tons in 1999-2000 by registering growth of 5% in India. Sanctoria (West Bengal). Paper Industries are the main consumers of the coal for their major input as fuel or energy requirement process. Despite the development of alternate fuel sources like Electricity. Northern Coal Field Limited (NCL).Dhanbad (Bihar). 06 07. Steel. Shipping and construction Industries etc. The following public sector undertakings are dealing with coal production: A) B) Coal India Limited. 01. Fertilizers. Ranchi (Bihar). 04. 05. Iron. Petrol and solar energy. Nagpur (Maharastra). Chemicals. . Bharat Coking Coal Limited (BCCL). COAL INDIA LIMITED (CIL): Coal India Limited have head quarter at kolkata is the holding company with seven producing subsidiaries and planning and design subsidiary viz. in addition. Central Mine Planing and Designing Institute Limited (CMPDIL). Ranchi. other industries like Cement. Central Coal Field Limited (CCL). Western Coal Fields Limited (WCL). Railways.. Coal Mining Industry occupies a vital place because coal is the basic input for power and fuel to many basic and important industries like Power House. Coal producing companies are in public sector and they are under the direct Administrative of the ministry of coal. sambalpur (Orissa). coal continue to be a major fuel material in any country. 02 03.COMPANY PROFILE In a developing economy like India. Eastern Coal Field Limited (ECL).
The Hyderabad (Deccan) Company its Coal Mining activities in Yellandu village in the year 1921 and the company was converted into a public limited company with the name as the “SINGARENI COLLERIES COMPANY LIMITED”. The origin of the SCCL may be tracked back to the year 1871. In those days.SINGARENI COLLERIES COMPANY LIMITED Among the coal producing companies Singareni Colleries Company Limited (SCCL) is an important one. ORIGIN OF SCCL: The Singareni Colleries Company Limited is the oldest public sector coal company in India. piligrims going to Bhadrachalam used to reveal by road. when the coal was first discovered in the Nizam state at Yellandu. carrying the coal mining activities in the Godavari valley of Andhra Pradesh and catering to the needs of the consumers in Southern India. The Company has a history of more then hundred and seven year since its origin. appointed by the central . Based on their report the authorities concerned. arranged though investigation and deposits were found to be quite huge around the village of Singareni. after getting down at Yellandu Railway station. Many of the piligrims used to cook their food with firewood in the vicitiny of the Railway Station before continuing their journey. One such party arranged the fire place for cooking by lighting the firewood between them they observed that the stones were also burning sending out (emitting) heat even obtain the firewood was consumed. In 1961 it become an public sector undertaking being managed by board of directors.
and state government. the SCCL started its mining activity at Kothgudem (1937). Presently operating its coal mining activities in underground mines and 1 Opencast Mines spread over in the Districts.e. Kothagudem. and Srirampur. Bellampally. Yellandu. For administrative convenience the company is broadly divided into three regions i.Ramakrishnapur . OPERATING AREAS: SCCL is the company manager the coal mining operations in Andhra Pradesh keeping in pace with the increased demand. The share capital of the company in financial by the Government of Andhra Pradesh and Government of India is in the ratio of 51:49 respectively. Bhupalpalli.Mandamarri. Ramakrishnapur (1963).. Ramagundam. In the process of expansion. Mandamarri (1958). The SCCL has always been accelerating its production by opening new mines in all the Coal bearing areas in the State.and Bhupalpalli (1998) apart from carrying its mining activities at Yellandu. and Manuguru. Ramagundam (1961). Manuguru (1974). : : Ramagundam. The operational areas in SCCL are: KHAMMAM DISTRICT ADILABAD DISTRICT : KARIMNAGAR DISTRICT WARANGAL DISTRICT : Kothagudem. and Bhupalpalli and KOTHAGUDEM as the HEAD QUARTER.
The board of SCCL is composed of 10 members including the chairman and managing director. which lays down the general policies of the company.ORGANISATION STRUCTURE The successful performance of any institution depends on a large extent upon its organization structure. . In structural sense. authority & establishing of relationship for purpose of enabling people to work most effectively together in accomplishing organizational objectives”. delegating responsibility. defining. A sound organization structure is a pre-requisite for efficient Management. it provides the frame-work for carrying the activities of the organization and fulfillment of its objectives. The organization structure of SCCL has been briefly discussed three phases as named mentioned below: A) ORGANIZATION STRUCTURE AT CORPORATE LEVEL: The SCCL is a public sector undertaking jointly managed by both state and Central Government. For the purpose of understanding the organization structure of SCCL an attempt has been here to discuss briefly its organization structure. the functioning of organization becomes difficult & ineffective. The overall authority for the management of the SCCL is vested with the Board of directors. an organization may be defined as “The process of identifying & grouping of work to be performed. If the organization structure is not designed.
The Chairman &Managing Director, who is executed head of the SCCL is appointed by the Government of Andhra Pradesh from among the senior officers by the India in Administrative Service from Andhra Pradesh. He is the administrative Head of the SCCL and responsible for the overall performance of the SCCL. In discharging his function he is assisted by the various executives like Director (Operations), Director (Projects & Planning), Director (Finance), Director (Personnel, Administration and Welfare), E.D (Forest), Chief Medical Officer, Chief Security Officer &Company Secretary. B) ORGANIZATIONAL STRUCTURE AT AREA LEVEL: In SCCL, an area comprises of group of mines. For Production & Administrative purpose, the SCCL divided into 10 decentralized areas. Batch area is under the administrative control of a General Manager, who is responsible for achievement of production targets, maintenance of industrial relations, provisions of welfare activities and safety measures in mines. The general matter is in charge of area with centralized power & administrative control over production, safety, transport, stores, medical & health states of area. He is assisted by Deputy General Manager (Electric & Mechanical), Deputy General Manager (Mining), Finance Manager (Training), Superintendent Engineer (Civil), Personnel Manager in discharging his responsibilities. C) ORGANIZATION STRUCTURE AT MINE LEVEL: The organization structure of mining activities at the mine level shows that the colliery manager is the overall in charge of the operations of the mine. He is accountable to the General Manager of the area through the Deputy General Manager (Mining Agent) of the Mine. He is responsible for all activities in the mine. The colliery Manager is assisted by the Deputy Manager, Welfare Officer, Under Manager, Safety Officer, Survey Officer & Executive Engineer/Assistant Engineer, Pit Officer.
MANPOWER STATUS AS ON 11TH JULY, 2007
CATEGORY DIRECTOR LEVEL(TOP EXECUTIVES) EXECUTIVES SUPERVISORY STAFF SECRETARIAL STAFF TECHNICAL STAFF SKILLED (DAILY RATED) SEMI SKILLED(DAILY RATED) UNSKILLED (DAILY RATED) UNSKILLED (PIECE RATED) APPRENTICES TOTAL
POPULATION 6 2598 3873 2345 9643 18700 5278 19482 16451 7 78383
PRODUCTIVITY STATUS AS ON MAY 31ST ,2007
TECHNOLOGY HAND STATION TOTAL MACHINE/MINING OC (OPENCAST) UG (UNDER GROUND) MINES MINES & DEPARTMENTS
MONTH 0.68 1.51 6.86 1.02 2.58 2.08
PROGRESSIVE ( up to the month ) 0.67 1.50 8.32 1.00 2.55 2.04
Discovery of coal 1871 1989 1948 1951 1953 1954 1975 1981 1983 1984 1986 1986 1989 02. Introduction of Walking dragline in Opencast Mines 13.LAND MARKS/MILESTONES OF SCCL: 1. Introduction of Computers 12. Commencement of Mining Operation 03. Introduction of Incentive Scheme 05. Introduction of French Blasting Gallery Technology . Introduction of Electric Lamps 06. Commencement of Opencast mining projects 08. side dump loaders. Long Wall Face 10. Introduction of first 132/33 KVA Substation 11. Introduction of frame proof mining machine 07. load have dumpers 09. Introduction of Machine Mining 04. Road Headers.
Welfare Wing. The department s its functions and their organization structures are included here. Executive Establishment Cell. Main Workshop . Elections for recognition of Trade union 18. Introduction of Hi-tech information system The departments that are concerned with the work motivation of the employees are allotted as a part of the project work. Introduction of Re-structuring capital base 1994 1994 1998-99 1998-99 1999-00 1999-00 1999-00 16.556 million tones 19. Safety. Personnel Management. All time record of 302 crores 20. Industrial Relations. Main Hospital. Electronic Data Processing. All time record production of 29. Re-structuring package 17. Introduction of input crushing & conveying technology In opencast mining 15. THE DEPARTMENTS ARE: Human Resource Development.14. SC Education Society. Transport.
and physical arrangement for training. . feedback and evaluating the training. Training Programs as per statutory and non-statutory. correspondence to internal and external authorities. Processing Training programs include approval. organizing. Processing Training Programs. unfolding tapping potentialities of people in the presence in the future. they feel secured and the employees are well motivated to perform their job efficiently. HRD provides statutory books by arranging telugu translation for supervisors. The functions are: Identify Trade Unions. As this department is concerned with present as well as future prospects of the employee. Central Workshop HUMAN RESOURCE MANAGEMENT The focus of HRD is on enabling people to self actualize through a systematic process of developing their existing potentialities and creation of New ones.
Types of training programs are in house. Cadre of persons Trained Non Executives Executives Trainers Electrical Section Heavy Earth Moving Machine Operators Number 10852 1588 132 203 190 Total presentations given by the trainees in one year Project work facilities provided as on date In house training programs Executives sent to foreign countries Computer Training given for Executives Computer Training given for non-executives Practical Training given to students on mining degree/diploma 286 12 254 4 23 181 762 PERSONNEL MANAGEMENT The Personnel Management is that part of management function. external. Its objective is managing all those relationships on a basic by consideration of well being of the individual and to enable all those engaged in the undertaking to make Maximum personal contribution in effective working of the undertaking. and foreign. which is primarily concerned with the human relationships within the organization. Thus motives of the functions are: .
• Sanction of allowance. • Reversion of NCWA employees. • Departmental promotions of NCWA employees. • Participating in the departmental enquiries. ..• Recruitment of NCWA employees and Executives. • Attending union representations. • Maintenance of records of staff members. • Verification of certificates provided by the employees for appointment/ promotion with the concerned. • Verification of character and antecedents of employees on appointments. • Forwarding applications of employees for outside employment and issue of No objection Certificates/ Service Certificates etc. • Pay fixation and rectification of pay anomalies. • Issue of circulars on policy matters. MLA’s on various matters. MPs. • NCWA – National Coal Wage Agreement • Issue of clarifications on the maters dealt at personal management section. • Court matters. • Correspondence with Central Government and State Government including Honorable Ministers. • Maintenance of roster registers as per rule of reservation by the Government and sending periodical returns to the Government. • Vacancy and time bound promotions. • Confirmation of NCWA employees on appointments/ promotions/ placement/ up-gradations. • Attending to the AP Legislative Committees on welfare of SC/ST and BC from time to time.
Conveyance allowance. Internal facility is available at corporate office only. sThis department took assistance of CMC in Hyderabad for computers. regulating allowance i.Computers are first introduced at Kothagudem in 1986.e. There are 2346 executives on roll as on 28-02-2003. Salary administration. All Software Developments are made at corporate office only. Total recruitment is computerized. There are executives on roll of the company. hence motivating the employees to perform their job easily. The executives are motivated to perform their job efficiently as they are given a separate cell to look after their service matters. EXECUTIVE ESTABLISHMENT CELL EEC deals with the service matters of executives in the company. the advantage of conservation of time is availed from this department. Underground allowance. The functions are: • • Maintenance of personal files and records of all executives. Officiating allowance.ELECTRONIC DATA PROCESSING Electronic data processing department is established in 1976 at Kothagudem.. fixation of pay. After completion of training. The main computerized activities of EDP are: ● ● ● Payroll. executive trainees are appointed as regular executives in their respective disciplines and since then their service matters are looked after by executive establishment cell. Material Managements system. Financial accounting system. .
Forwarding applications of the executives for outside employment executives. There are 17 schools and 3 colleges under SCCL Education Society. The Manpower in Educational Society is 20.000 students and 750 teaching and non-teaching staff. issue of No objection certificates and Service Certificates. Maintenance of property returns being submitting annually.• • • • Processing resignations and unauthorized absenteeism of the Annual performance appraisal reports. Karimnagar. There are 17. EDUCATIONAL SOCIETY Education facility is provided to the children of the SCCL Employees. and special leave. • • Maintenance of records pertaining to leave availed by executives. and Warangal Districts. issue of No objection Certificates for obtaining passports. recommendations of Chief/Head of the Department. . Issue of office orders of transfers of executives on the basic of grand of study leave. They are in Khammam. This is provided to that the employees are motivated to perform more efficiently as the company is taking care of them and their family: • • • • • Educational Society was started in 1975 to provide quality education. disability leave.
Nursing School is under the Main Hospital. There are 3 Ambulances and total beds in the hospital are 230. 5 Telugu Medium Schools apart from the 17 Schools are Company gives 10 crores to run the Schools. This is provided so that the employees are motivated to perform more efficiently as the company is taking care of them and their family. Food facility is under the Main Hospital.• • In 1990. Main Hospital was started in 1942. The services are provided for 24 hours. DIVISION KOTHAGUDEM RAMAGUNDAM RAMAKRISHNAPUR BELLAMPALLI BHUPALPALLI NO:OF DISPENSARIES 9 11 13 6 1 SAFETY . MAIN HOSPITAL Hospital facility is provided to the SCCL Employees. Manpower is 43 of them General Duty Medical Officers are 22. Hospital is mainly environmental friendly. started in Godavarikani. Specialists are 18 and one specialist and biochemist and one Microbiologist and one Senior Personnel Officer.
Age limit of the workers is 20 years – 50 years. For each mine one safety officer is present.Employees feel secured if the company looks after the safety of the employees. other machine. Training is given for Workers who volunteer. fall of objects. co-detectors. 1. 02 meters which working in UG Mines. . Risk Management Technique. Kothagudem Rescue Station was started in 1985. KOTHAGUDEM RESCUE STATION This station is helpful to rescue the workers of there is any accident in the mine. All Mines of Singareni are covered by kothagudem rescue station. Hence they are motivated to work more efficiently. Workers are provided within helmet . rope fall. safety lamps. Serious & Fatal accidents. Initial Training Refresh Training s14 Days. One rescue team covers 3 areas.. dumps. 8 Practices. If a worker is found to be unfit then monetary compensation is provided. rescue training is given for workers. Sanitation facility is also provided for workers both in OC & UG Mines. shoes. 2. Total Manpower at kothagudem Rescue Station is 26. explosion. Exgratia of 2 Lakhs is given for workers killed in accidents in mines. 3. electrical etc. The cause of accidents are due to roof fall. side fall. 4. For one day there are 3 shifts. Maximum working hours are 8 hours. At each rescue station.
one worker is to be trained. including wages and working conditions and the measures are to be taken for safeguarding the interest of Employees. • The Union recognized at company level may represent and discuss any issue on behalf of the workers either at company level or area level. This policy received the approval of the board of directors on 17-08-1991. SCCL industrial relations policy aims at the objective of “one industry – one union”. the problems arising among employees. • Only one Union will be recognized at company level. The equipment is BG 174 closed circuit breathing apparatus. • The recognition/representative status is for 2 years. The salient features of the industrial relations policy are as follows: • Verification of the strength of the Unions functioning in the company will be done through the secret ballot once in 2 years by the appropriate authority. As the company is concerned about maintaining industrial peace by negotiating with the workers if there exists any problem. For a long standing emergency. production and productivity. • There will be one representative union in each area. the workers are well motivated to perform their job efficiently. and the board made certain amendments on 28-08-98. In the long term. INDUSTRIAL RELATIONS IR is the branch of personnel management which is concerned with the study of people in relation to their work. . rescue station sends persons. Out of every 100 workers. 26-09-98 and 0505-99. The objective of SCCL industrial relations policy is to ensure industrial peace and hormony in the company with consequent improvement in discipline.
supply of water.894 quarters existing in all the areas of company. Education to workers children. The housing satisfaction is 48. SCCL is having 6 area hospitals.37%. Medical & Health: Every worker seeking employment in the company is subjected to through medical examination at the time of initial employment. he undergoes periodical medical examination once in a block of every 5 years. 1 Main Hospital at Kothagudem and 43 dispensaries having 1. WELFARE WING The SCCL is taking all possible measures to provide Welfare amenities to its Employees. These are provided in order to motivate the employees to work more efficiently. The ratio between employees and beds is 100:1 . particularly in the fields of health. sports.006 bed and 57 no: of ambulances provided. and games to provide recreation in addition to various social security schemes. illegal strikes or violation of code of discipline shall render the recognized representative unions liable to forfeit the status of ‘recognition’. Thereafter. Housing: As on 31-03-2003 there are 46. • Any indulgence in or any encouragement of violence.• The representative union for an area can represent the issues pertaining exclusively to that area. 620 quarters are under construction. sanitation. residential accommodation. improving health awareness among employees and their families through communication cell. immedatory tactics. laying of roads.
000/Rs. There are 6 sections in the Mechanical Cadre: Tub Manufacturing Section. 12% (Equal contribution). Employer employees: An amount equivalent to two one third contribution present of salary of the employee.10.00.5% is paid from 2001-2002 on the accumulation per annum). .000/- (Compound Interest 9.per Employee @ Rs. Premium Payable @ Rs. COAL MINES PENSION SCHEME --1998: Employee contribution: 2% of salary from 01-04-1989 to 31-03-1996 and 2% of the Nation salary from 01-04-1996 an amount equivalent to one increment calculated on the basic salary as on 01-07-1985 of employee appointed after 01-07-1995 or the date of joining whichever is later. Central Government Contribution: An amount equivalent to one and two third percent of the salary of employee.200/.SOCIAL SECURITY SCHEMES: INSURANCE SCHEME: Name of the Schemes JPAIS FBIS Group Insurance Group Service Linked Insurance Scheme for Executives COAL MINES PROVIDENT FUND SCHEME: Employees Contribution Employees Contribution : : 12% of Wages.per Month Amount Payable Rs. The Manpower in Mechanical Section is 156 and Electrical Section is 60.230/.10.000/Rs. MAIN WORKSHOP There are 2 sections in the Main Workshop – Mechanical Cadre and Electrical Cadre.20.10/. Haulers and Fabrication. Carpentry and Lorry bodybuilding.Years @ Rs. Cast Iron Foundry.
Motors repairs and rewinding. • Colony Maintenance. Transmission of Oil Filtration. Electrical Cadre Services contains two functions – Outdoors and indoors. Machine shop. • Power Distribution Transformer. Repairs and Overhauling . HT & LT Switches/Circuit breakers. • Erection Transformer. The Indoor Functions are: Transformer Servicing and Overhauling. Outdoor Functions are: • Transmission and Distribution line repairs.
CHAPTER-3 DATA ANALYSIS METHODOLOGY RESEARCH DESIGN: An attempt has been made to study the various motives that guide the work force and their impact on the work behavior of employees in SCCL. A survey has been done to explore the views and options of the employees working in the .
For the purposes of primary data a questionnaire was designed and administered to the employees of the organization.organization to know their level of motivation and their satisfaction regarding the motivation aspects of the company. The questionnaire consists of both open ended and close-ended questions. The questionnaire was personally administered to the employees and the objective of the inquiry is also revealed to the respondents. The opinions of the respondents to these questions have been fitted on a five point ordinal scale as given: Strongly Agree Agree Don’t know Disagree Strongly Disagree +2 +1 0 -1 -2 . The secondary data has been collected from the company manual. The questionnaire consists of 20 close-ended questions and the respondents were asked to rate their views on them. RESEARCH INSTRUMENT USED: For the purpose of collecting data from the employees a structured questionnaire has been used where the listing of questions are in pre-arranged order. and Workers. Clerks. DATA COLLECTION METHOD: The research study is based on both primary and secondary data. The questionnaire was administered to Supervisors.
50 clerks.A subjective question was presented at the end for employees to list out the important factors that make them to work. Personnel management Wing and Mines. Electronic Data Processing Wing. The job must . organization. Main Workshop. Human Resource Department Wing. The data collected was analyzed to opt necessary information with the help of tabulation and scaling techniques. Main Hospital. Industrial Relations Wing. They are randomly selected from various departments of the DATA COLLECTION DETAILS: 1. Educational Society. Welfare Wing. SAMPLING: The size of sample was limited to 100 respondents only 25 supervisors. and 25 workers. The various departments include Industrial Engineering Department. Executive Establishment Cell. PERSONNEL GROWTH AND DEVELOPMENT: Jobs should be aimed at expanding the employee’s capabilities and at developing of self and using their skills and creative abilities.
Table No. 1. This question was to find out whether their jobs provided them opportunity for personal growth and development. 1 Categories Supervisors Clerks Workers Total Strongly Agree 15 15 13 43 PERSONNEL GROWTH AND DEVELOPMENT Agree 10 30 10 50 Don’t know 0 0 1 1 Disagree 0 5 0 5 Strongly Disagree 0 0 1 1 Source: Questionnaires INTERPRETATION: 68.4% of Supervisors strongly agree. 62. opportunity for advancement and self-improvement.provide development self-esteem. Personal Growth and Development: .8% of Clerks and 50% of workers agree the statement that their job provides them an opportunity for personal growth and development. a sense of identity.
P E RS O NAL G RO W T H AND D EVE LO PM ENT 50 40 30 20 10 0 Supervisors Clerks Workers Total s t r o n g ly agre e Agre e D o n 't k n o w D is a g r e e S t r o n g ly d is a g r e e 02. Through this question an attempt is made to .PERSONAL SATISFACTION AND SENSE OF ACCOMPLISHMENT: Whenever a job provides personal satisfaction and a sense of accomplishment. they are motivated to do the job efficiently.
50% of workers strongly agree and 54. 2. Table No.7% of Supervisors. 2 Categories PERSONAL SATISFACTION AND SENSE OFACCOMPLISHMENT Strongly Agree 10 28 11 49 Don’t Know 0 2 0 2 Disagree 0 5 1 6 Strongly Disagree 0 0 0 0 Agree Supervisors 15 Clerks 15 Workers 13 Total 43 Source: Questionnaires INTERPRETATION: 66. Personal Satisfaction and Sense of Accomplishment: .find out whether the job provides personal and a sense of accomplishment to the respondents.2% of Clerks agree to the statement that their job provides them personal satisfaction and sense of accomplishment.
listens to the employee’s opinion and shows . offers praise and recognition for good performance.P E R S O N A L S A T IS F A C T IO N 50 40 30 20 10 0 Clerks Workers Total Supervisors s t r o n g ly ag re e A gre e D o n 't k n o w D is a g r e e S t r o n g ly d is a g r e e 3. Employee motivation increases when immediate supervisor understand and friendly. APPROACHABLE AND FRIENDLY SUPERIOR: Supervisory styles have a great impact on motivation.
this question is a friendly relationship with the supervisors. Therefore. APPROACHABLE AND FRIENDLY SUPERIOR: . 3 APPROACHABLE AND FRIENDLY SUPERIOR Categories Strongly Agree Agree Don’t Know Disagree Strongly Disagree Supervisors 15 Clerks 20 Workers 15 Total 50 Source: Questionnaires INTERPRETATION: 10 30 10 50 0 0 0 0 0 0 0 0 0 0 0 0 66. 3.personal interest in them. 54.7% of Supervisors strongly agree.5% of clerks and 60% of Workers agree that there is superior which is approachable and understanding. Table No.
AP P RO AC HAB L E AND F RIEND L Y S UP E RIO R 50 40 30 20 10 0 Clerks Supervisor Workers Total s tr o n g ly ag r e e Agre e Do n 't k n o w Dis ag r e e Str o n g ly d is ag r e e 4. CONGENIAL WORK ATMOSPHERE: .
4 Congenial Work Atmosphere Categories Supervisors Clerks Workers Total Strongly Agree 9 15 9 33 Agree 16 25 11 52 Don’t Disagree Know 0 0 0 0 0 8 2 10 Stongly disagree 0 2 3 5 Source: Questionnairess INTERPRETATION: 72% of Supervisors strongly agree.5% of Clerks and 46% of workers agree that there is congenial atmosphere in their organization. 46. The work atmosphere must be such that it will arouse the motivational level of employees of the organization. Table No. if properly motivated.The management should provide work atmosphere in which everyone has a chance to grow and mature as an individual and as a member of a group. basic assumption being that man can be self directed and creative at work. .
5. CONGENIAL WORK ATMOSPHERE: CONGENIAL WORK ATMOSPHERE 60 50 40 30 20 10 0 strongly agree Agree Supervisors Workers Clerks Total Don't know Disagree Strongly disagree .
This question was posed to find out to which there is co-operation among the workers. Having friendly and supportive co-workers leads to increased motivation and job satisfaction. CO-OPERATIVE AND HELPFUL CO-WORKERS: In any organization it is important that the people working together act as motivators for one another.05. 5 Categories Co-operative and Helpful Co-workers Don’t Know 0 0 0 0 Disagree 0 2 1 3 Strongly Disagree 0 0 2 2 Strongly Agree Agree Supervisors 16 9 Clerks 24 24 Workers 9 13 Total 49 46 Source: Questionnaires INTERPRETATION: 66. 62.7% of supervisors strongly agree. Table No. .8% of clerks and 40% of workers agree that their co-workers are co-operative and helpful.
CO-OPERATIVE AND HELPFUL CO-WORKERS: CO-OPERATIVE AND HELPFUL CO-WORKERS 50 40 30 20 10 0 strongly agree Agree Don't know Supervisor s Workers Disagree Strongly disagree .5.
. The wage structure should be such that it motivates the present and prospectus employees of the organization. The organization offers wages. The question tries to elicit information about the respondent’s feelings towards the wage and bonus they receive. WAGES AND BONUS: Money can never be overlooked as motivation. Table No. 6 Wages and Bonus Strongly Agree Supervisors 15 Clerks 16 Workers 9 Total 40 Source: Questionnaires INTERPRETATION: Categories Agree 10 30 11 51 Don’t Know 0 0 0 0 Disagree 0 4 2 6 Strongly Disagree 0 0 3 3 66% of supervisors strongly agree. 63% of clerks and 43% of Workers agree that their current wages and bonus are commensurate to their job.06. which become incentives for individuals to join the organization.
6. WAGES AND BONUS: W AG E S AND B O NUS 60 50 40 30 20 10 0 Clerks Workers Total Supervisors s tr o n g ly ag r e e Agre e Do n 't k n o w Dis ag r e e Str o n g ly d is ag r e e .
7 Recreation and Entertainment Facilities Categories Strongly Agree Agree Supervisors 17 8 Clerks 21 24 Workers 10 8 Total 48 40 Source: Questionnaires INTERPRETATION: Don’t Know 0 0 4 4 Disag ree 0 5 2 7 Strongly Disagree 0 0 1 1 80% of supervisors and 35% of Workers strongly agree.07. Table No. Thus question was posed to find out whether some kind of entertainment and recreation facilities could motivate the respondent to work with more vigor and enthusiasm. RECREATION AND ENTERTAINMENT FACILITIES: . RECREATION AND ENTERTAINMENT FACILITIES: Provision of recreation and entertainment facilities to employees can help them to overcome boredom. monotony and fatigue caused by the work and to relax and rejuvenate. shrink work and his performance level. In the absence of any kind of relaxation and recreation. efficiency and productivity level may drop. 07. the workers may become inefficient. Clerks agree that the recreation and entertainment is necessary after working hours.
RE C RE AT IO N AND E NT E RT AINM E NT F AC IL IT IE S 50 40 30 20 10 0 Clerks Workers Total Supervisor s tr o n g ly ag r e e Agre e Do n 't k n o w Dis ag r e e Str o n g ly d is ag r e e 08. SECURITY AND STABILITY: .
One’s attitude towards security is an important consideration in choosing a job. This question tries to probe if the respondents feel that their job provides them security and stability in life. The employees want certain stability about their income and work so that they do not feel worried on these aspects and can work with greater zeal.8% of Clerks strongly agree and 48% of Workers agree that their job provides them security and stability in life. . Table No. 8 Security and Stability Categori Strongly Agree es Supervisors Clerks Workers 17 32 7 Agree 8 1 5 1 2 35 Don’t Know Disagree Strongly Disagree 0 2 0 2 0 0 3 3 0 1 3 4 Total 56 Source: Questionnaires INTERPRETATION: 68% of supervisors and 64.
08. SECURITY AND STABILITY: S E C U R IT Y A N D S T A B IL IT Y 60 50 40 30 20 10 0 Supervisors Clerks Workers Total s t r o n g ly ag r e e Agre e Do n 't k n o w Dis a g r e e S t r o n g ly d is a g r e e .
Table No. 49% of Clerks agree that there is operational autonomy and independence in the organization. OPERATIONAL AUTONOMY AND INDEPENDENCE: Autonomy means the extent to which a job gives freedom and independence to the workers and discretion to the individuals in scheduling the work and determining the procedures to be used in carrying it out which acts as a motivating factor for the employees. 9 Operational Autonomy and Independence Categori e Strongly Agree Agree 15 24 5 44 Don’t Know 0 6 5 11 Disagree 2 8 7 17 Strongly Disagree 0 2 1 3 s Supervisors 8 Clerks 10 Workers 7 Total 25 Source: Questionnaires INTERPRETATION: 60% of supervisors and 28% of workers strongly agree.09. . This question was posed to the respondents to find out if there is enough autonomy and independence in the organization.
VARIETY AND CHALLENGE: .09. OPERATIONAL AUTONOMY AND INDEPENDENCE: O P E R AT IO NA L AU T O NO M Y A N D IN D E P E N D E N C E 50 40 30 20 10 0 Supervisor Clerks Workers Total s tr o n g ly ag r e e Agre e Do n 't k n o w Dis ag r e e Str o n g ly d is ag r e e 10.
Variety and challenge in a job can be very effective motivator to employees of most of the organizations and at most levels. Most people prefer challenging, creative and interesting jobs rather than monotonous and routine type of jobs. Employees tend to prefer jobs that give them an opportunity to use their skills and abilities. An attempt has been made to find out if these two factors are present in the organization.
Table No. 10 Variety and Challenge
Strongly Agree Agree
Don’t Know 0 3 0 3
Strongly Disagree 0 5 2 7
s Supervisors 6 15 Clerks 5 30 Workers 9 12 Total 20 57 Source: Questionnaires
4 7 2 13
INTERPRETATION: 62.7% of supervisors strongly agree, 60.4% of Clerks and 45% of Workers agree that there is variety and challenge in their job.
10. VARIETY AND CHALLENGES:
V A R IE T Y A N D C H A L L E N G E
60 50 40 30 20 10 0 Supervisors Clerks Workers Total
s t r o n g ly ag re e Agree Do n 't k n o w Dis a g r e e S t r o n g ly d is a g r e e
11. DISPARITY BETWEEN THE ORGANIZATION GOALS AND THE PERSONAL GOALS:
The organization needs its people to have serious organizational commitment. Every employee has his/her aspirations to have a good carrier. When there is no disparity between the personal goals of the employees and the organizational goals, the attempts of the employees, which are in their best interests, are also in the interests of the organization. The question tries to probe if there exists any disparity between the respondent’s personal goals and the organizational goals.
Table No. 11
Disparity between the Organization Goals and the Personal Goals
Categorie s Supervisors Clerks Workers Total
Strongly Agree 7 5 7 19
Agree 5 21 9 35
Don’t Know 0 6 3 9
Disagree 13 12 3 28
Strongly Disagree 0 6 3 9
Source: Questionnaires INTERPRETATION: 63% of Supervisors, 45.2% of Clerks and 40% of workers agree that there is disparity between their personal goals and organization goals.
11. DISPARITY BETWEEN ORGANIZATIONAL AND PERSONAL GOALS:
O RG ANIZAT IO NAL AND P E RS O NAL G O AL S
40 30 20 10 0 Clerks Workers Total Supervisor
s tr on g ly agr e e Agr e e Do n 't k now Dis ag r e e Str on g ly dis ag r e e
12. RECOGNITION OF HARDWORK AND EFFICIENCY:
When he does his work well, the employees naturally wants it to be praised and recognized by his superior and co-workers. Recognition satisfies human needs for esteem by others and self-esteem. When such appreciation is given to the work performed by the employees, they feel motivated to work. This question was posed to the respondents with a view to find out the degree to which there is recognition of efficiency and hard work present with in the organization.
Table No. 12 Recognition of Hard work and Efficiency
Categori es Supervisors Clerks Workers Total
Strongly Agree Agree 8 6 7 21 10 23 10 43
Don’t Know 2 5 0 7
Disagree 5 13 3 21
Strongly Disagree 0 3 5 8
Source: Questionnaires INTERPRETATION: 42% of Supervisors and 46% of Clerks and 40% of Workers agree that efficiency and hard work is recognized and suitably rewarded.
RECOGNITION OF HARD WORK AND EFFICIENCY: HARD WO RK AND E FFIC IE NC Y 50 40 30 20 10 0 Clerks Workers Total Supervisors s tr on gly agr e e Agr e e Do n't k now Dis ag r e e Str on gly dis ag r e e .12.
13. this leads to find out if these kinds of motivators are present in the organization. Table No. 13 Favoritism and Discrimination Categori e Strongly Agree Agree 6 20 5 31 Don’t Know 8 7 3 18 Disagree Strongly Disagree 2 5 7 14 s Supervisors 0 Clerks 6 Workers 5 Total 11 Source: Questionnaires 9 12 5 26 INTERPRETATION: 46% of Supervisor. These can create misunderstanding and conflict and may also lead to unpleasant interpersonal relationships in the organization. Therefore. . They can demoralize the employees. FAVORITISM AND DISCRIMINATION: Existence of discrimination and favoritism in any organization is not a healthy sign. 32% of workers strongly disagree and 40% of Clerks agree that there is favoritism and discrimination operating in the organization.
13. FAVORITISM AND DISCRIMINATION: F AV O RIT IS M AND D IS C RIM INAT IO N 40 30 20 10 0 Clerks Workers Total Supervisor s tr o n g ly ag r e e Agre e Do n 't k n o w Dis ag r e e Str o n g ly d is ag r e e .
Promotion provides opportunity for personal growth. more responsibility and increases social status. . people will try for that if avenues for promotion exist. SCOPE FOR ADVANCEMENT: Promotions and other means of advancement have been effective and timetested motivators. which can influence work behavior greatly. Since promotion depends upon capabilities and good performance.8% of supervisors agree.14. Table No. 14 Categories Scope for Advancement Strongly Agree Don’t Disagree Agree Know Supervisors 8 17 0 0 Clerks 10 14 3 18 Workers 6 6 0 5 Total 24 37 3 23 Source: Questionnaires Strongly Disagree 0 5 8 13 INTERPRETATION: 74. 43% of clerks and 32% of workers strongly disagree that there are higher prospects for reaching higher position through hard work and efficiency.
14. SCOPE FOR ADVANCEMENT: SCO PE FO R ADVANCEM ENT 40 30 20 10 0 Workers Clerks Total Supervisors s tr ongly agr e e Agr e e Don't k now Dis agr e e Str ongly dis agr e e .
Table No. The question tries to find out if the employees at lower levels are involved in decision making process.5% of clerks and 46% of workers agree that they are provided encouragement for training and learning. However.45% of supervisors. . the subordinate does not feel very enthusiastic in implementing decisions. 15 Categori e Encouragement of Training and Learning Strongly Agree Agree 15 25 11 51 Don’t Know 0 3 0 3 Disagree Strongly Disagree 0 5 2 7 s Supervisors 8 Clerks 7 Workers 9 Total 24 Source: Questionnaires INTERPRETATION: 2 10 3 15 68. As such subordinate should also be associated with decision making process. 60. in such a decision making process. ENCOURAGEMENT OF TRAINING & LEARNING: The superior – subordinate relationship emphasizes that superior take decision and subordinates implement them.15.
15. ENCOURAGEMENT FOR TRAINING AND LEARNING: T RAINING AND L E ARNING 60 50 40 30 20 10 0 Total Clerks Supervisors Workers s tr o n g ly ag r e e Agre e Do n 't k n o w Dis ag r e e Str o n g ly d is ag r e e .
However.16. INVOLVEMENT DECISION MAKING: The superior – subordinate relationship emphasizes that superior take decision and subordinates implement them. Table No. the subordinate does not feel very enthusiastic in implementing decisions. in such a decision making process.4% of clerks and 40% of workers agree that they are involved in decision making. As such subordinate should also be associated with decision making process. . 46. The question tries to find out if the employees at lower levels are involved in decision making process. 16 Categori e Strongly Agree Involvement in Decision Making Agree Don’t Know 2 9 2 13 Disagree Strongly Disagree 0 6 3 9 s Supervisors 3 Clerks 0 Workers 8 Total 11 Source: Questionnaires INTERPRETATION: 20 23 10 53 0 12 2 14 86% of supervisors.
16. INVOLVEMENT AND DECISION MAKING: INVO LVEM E NT AND DEC ISIO N M AKING 60 50 40 30 20 10 0 Workers Clerks Total Supervisors s tr on gly agr e e Agr e e Do n't k now Dis ag r e e Str on gly dis ag r e e .
The question was posed to the respondents to know their feelings about the welfare amenities provided to them. 17 Categori e s Supervisors Clerks Workers Total Need for Greater Welfare Measures Strongly Agree Agree 9 15 9 33 10 27 10 47 Don’t Know 3 0 0 3 Disagree Strongly Disagree 0 0 3 3 3 8 3 14 Source: Questionnaires INTERPRETATION: . to improve his health. Table No. to relieve him of personal and family worries.17. NEED FOR GREATER WELFARE MEASURES: Welfare amenities are needed to combat the sense of frustration of the industrial worker. to afford him a means of self-expression and to help him see a wider conception of life.
7% of supervisors. NEED FOR GREATER WELFARE MEASURES: GREAT ER WELFARE M EASURES 50 40 30 20 10 0 Workers Clerks Total Supervisors s tr ongly agr e e Agr e e Don't k now Dis agre e Str ongly dis agre e . 60% of clerks agree and 45% of workers strongly agree that there is need for greater welfare measures.46. 17.
Table No. As labour production depends on provision for better standard of living. determine its standard of living. the organization can motivate and encourage the employees by providing them sufficient means to obtain the minimum necessaries of life.STANDARD OF LIVING: All those goods and services. which a particular class of society is accustomed to use. The question tries to elicit the respondent’s response regarding the standard of living. 18 Categorie Strongly Agree Agree s Supervisors 10 12 Clerks 5 36 Workers 8 10 Total 23 58 Standard of Living Don’t Know 0 6 0 6 Disagree 3 3 4 10 Strongly Disagree 0 0 3 3 .18.
18.32% of clerks agree and 40% of workers strongly agree that their job enables them to meet the needs of socially determined standard of living. 78.STANDARD OF LIVING: .Source: Questionnaires INTERPRETATION: 55% of supervisors.
S T AND ARD O F LIV ING 60 50 40 30 20 10 0 Clerks Workers Total Supervisors s tr on gly agr e e Agr e e Do n't k now Dis ag r e e Str on gly dis ag r e e 19. PHYSICAL WORKING CONDITIONS: .
noise and other environmental factors should not be either extreme.6% of supervisors. .Employees prefer physical surroundings that are not dangerous or uncomfortable. light. The question was posed to find out the respondent’s perception of the physical working conditions in the organization.3% of workers strongly agree that there is need for better physical working conditions. Also most employees prefer working relatively to home. Table No. 19 Categorie s Supervisors Clerks Workers Total Strongly Agree Agree 6 15 9 30 15 30 10 55 Physical Working Conditions Don’t Know 0 0 2 2 Disagree 2 5 2 9 Strongly Disagree 2 0 2 4 Sourcing: Questionnaires INTERPRETATION: 74. 68% of clerks agree and 47. in clean and relatively modern facilities and with adequate tools and equipment. Temperature.
PHYSICAL WORKING CONDITIONS: P HY SIC AL WO RK ING C O ND IT IO NS 60 50 40 30 20 10 0 Supervisors Workers Clerks Total s tr o n gly agr e e A gr e e Do n 't k n ow Dis ag r e e Str o n gly d is ag r e e .19.
. but also for obtaining social position and power. 66% of workers agree and 68.5% of clerks strongly agree that rewards and incentives are necessary to motivate a person at work. 20 Categorie s Supervisors Clerks Workers Total Necessity of Rewards and Incentives Strongly Agree Agree 5 26 9 40 17 18 10 45 Don’t Know 0 0 2 2 Disagree 0 6 2 8 Strongly Disagree 3 0 2 5 Sourcing: Questionnaires INTERPRETATION: 75. The importance of non-financial incentives is to provide psychological and satisfaction to the employee in the organization. NECESSITY OF REWARDS AND INCENTIVES: Money has become a means not only to satisfy the physical needs of daily life. Table No. the management provide non-financial incentives to motivate the people working in the organization.4% of supervisors. In addition to the financial incentives.20.
20.NECESSITY OF REWARDS AND INCENTIVES: REWARDS AND INCENT IVES 50 40 30 20 10 0 Workers Clerks Total Supervisors s tr o n gly ag r e e Ag r e e Do n 't k n o w Dis ag r e e Str o n gly dis ag r e e .
At the end in Questionnaires. Welfare facilities. Necessity. .21. Urge to learn something new and an opportunity to gain knowledge. This was an open-ended and the responses were noted down. Recognition and Appreciation. the employees are asked to list out 2 important factors that motivate them more effectively. Career. The important factors that motivate the employees to work are: Chance for personal growth and development. Working atmosphere. Status and Prestige. Facing challenges in the job.
CHAPTER-4 WELFARE MEASURES IN SCCL .
2006 there are 47. improving health awareness among employees and their families through communication cell.Every worker seeking employment in the Company is subjected to thorough medical examination at the time of initial employment. SCCL is having 6 Area Hospitals. Wherever specialized treatment is required either for the employees or their dependants. education to workers’ children. of ambulances provided.WELFARE MEASURES The SCCL is taking all possible measures to provide welfare amenities to its employees. 4596 quarters are under construction. sanitation. residential accommodation. Housing :. . 01. sports and games to provide recreation in addition to various Social Security Schemes. they are referred to Super Specialty Hospitals outside the Colliery areas. 125 quarters existing in all the areas of the Company. Thereafter.As on 30. Medical & Health:.79%. he undergoes Periodical Medical Examination once in a block of every 5 years. laying of roads. 1 Main Hospital at KGM and 40 Dispensaries having1008 beds and 37 nos. The Housing satisfaction is 58. 02. particularly in the fields of health. supply of water.11.
2002 April. Hyderabad which can accommodate 25 persons. 2005 April. 2002 to March.As Family members/attendants of employee patients are finding it difficult to have accommodation at Hyderabad. Hyderabad.800/-. 3) The details of Family Planning Operations (Vasectomy and Tubectomy) conducted in SCCL Company hospitals are furnished here under: Sl. SCCL has provided accommodation for them asunder: 1) 10 Rooms in Ramnath Ashram near Osmania General Hospital.551 1. This is in addition to the incentive amount given by Andhra Pradesh State Government.for Vasectomy. 2004 to March. 2003 to March. 2003 April. 2001 to March.000/.046 1. while retaining the cash incentive for Tubectomy at Rs.468 474 In view of the need to encourage Vasectomy. No 01 02 03 04 05 06 Period April. 2) One Hall in II Floor of Siva Ganesh Chowltry situated near NIMS. 2006 to July. it is decided to increase the Cash Incentive of Rs.1. 2006 No: of Family Planning Operations 2.474 1. 2005 to March. . 2006 April.543 1. 2004 April.
00.00.65.000/Rs.65/.200/.000/Rs.per month @Rs. JPAIS 2. per employee @Rs.100/. Group Service Linked Insurance Scheme (GSLIS) (b) Premium payable @Rs.60.per month @Rs. (a) Social Security Schemes:Insurance Schemes: Sl.000/Rs.1.03.000/Rs.40.p. FBIS 3.per month @Rs.1.00.000/Rs. Group Insurance 4.The Company is having Health Department in each area to look after the maintenance of sanitation.000/Rs.10/.280/.2.10. No 1. 03.for 2 years @Rs.1996 and 2% of the national salary from 01-04-1996 + an amount equivalent to one increment calculated .m.per month Amount payable Rs.000/- COALMINES PROVIDENT FUND SCHEME: Employees contribution Employers contribution (c) Employees contribution: : : 12% of wages 12% (equal contribution) COALMINES PENSION SCHEME – 1998: 2% of the salary from 01-04-1989 to 31.60/.
and assisted with two clerical staff.07. The . contribution : An amount equivalent to one and two-third percent of the salary of the employee.10. 04.on the basis of salary as on 1stday of July. CONSTITUTIONOF AREA TERMINAL BENEFITS CELLS: The management of SCCL has constituted Area Terminal Benefits (ATB) Cell in each Area to process all types of terminal benefits in the form of a single window for speedy settlement of Claims on receiving intimation about superannuation / leaving company’s service due to various reasons in respect of an employee. dated 05. Group Insurance Scheme 07. Gratuity 04. Coal Mines Pension Scheme 03.O and an Officer from F&A Dept.2002.P. FBIS (Death) Claim 05. Central Govt.1995 or the date of joining whichever is later. Refund of FBIS Accumulations 06. Employee and Employers: An amount equivalent to two and one third contribution percent of salary of the employee. Janatha Personal Accident Insurance Scheme The ATB Cell at each Area is functioning w.f.CRP/PER/WEL/ATB/3565. 01. The following terminal benefits can be processed by ATB Cell at the Area level as per the CircularNo. The Area Terminal Benefits Cell at each Area consisting of one P..e. Coal Mines Provident Fund 02. 1995 of employees appointed after01.PM / Sr.M / Dy. 15-10-2002.
b) c) Gratuity will be paid by LIC of India to employee / nominee for the period of service rendered by the employee as per the existing rules and limits. In addition. Group Gratuity Scheme with LIC of India: a) This Scheme is effective from 11.12.per month the same is being considered and settled on priority in lieu of Dependant Employment. 05. in case of unfortunate death of the employee. Settlement of terminal benefits in respect of Mine Accident Cases: Dependant Employment is being provided to the eligible dependants of exemployees died in Fatal Mine Accident cases at Area level immediately on receiving the claim for the same complying with the dependant employment guidelines. LIC would also pay gratuity for the service the employee would have rendered until retirement had he been alive.. .3.2003 and covers both Executives and non-executives and covers trainees in regular grade and other employees who are covered under the Gratuity rules of the company.3Lakhs or payment of Monthly Monetary Compensation @ Rs.50.000/. d) The total of (b) and (c) shall be restricted to Rs. If the claimant opts for lumpsum amount of Rs. 06.Terminal Benefits Cell will function under the charge of Head of the Area Personnel Dept.or the ceiling as prescribed in the Payment of Gratuity Act from time to time.4000/. and process all terminal benefits in the form of a single window for speedy settlement of all the terminal benefits.
2005 is being paid to the bereaved family of the workmen died in mine accidents in accordance with the provisions of National Coal Wage Agreement. As per various settlement.as ex-gratia w. Out of which.12. of dependants provided employment during the year 2005-06 ( 31stMarch. Matching grant:.01. 2866 cases have been settled as on 31.15.f. 10.000/.e.1.2006 for payment of monetary compensation / lumpsum payment of 24 months’ wages last drawn in lieu of dependant employment.Management is giving matching grant subject to a maximum of Rs. In the financial year 2002-03. MONTHLY MONETARY COMPENSATION (MMC) / LUMPSUM PAYMENT: The Scheme of MMC has been implemented in lieu of Female Dependant Employment in respect of the cases of Death / Board Medical Unfit . 2006 is184.07. 09.2004) in case of death of a workman due to Mine Accident while in service and Rs.000/.f.There are about 3075 dependants waiting for employment under Company VRS. 344 nos.30.000/.(w. DEPENDANTEMPLOYMENT: Dependant Employment is being provided to the dependants of Ex-employees died in harness /declared medical unfit as per NCWA provisions subject to availability of vacancies.2002 with the Recognized Union on payment of Monetary Compensation in lieu of dependant employment under Company Voluntary Retirement Scheme (VRS on health grounds). 01.in case of death due to other than Mine Accident provided his co-workers do not resort to sympathetic strike and contribute their donation for the welfare of the bereaved family. 08.03. 01.00.e. 2006) and April to December.07. a settlement was arrived at on 08. Ex-gratia:-An amount of Rs.
the claims are being received from areas for settlement of MMC.000/.3Lakhs in lieu of Dependant Employment / MMC. of Settlement dated 31-071997.arose from 02-10-1991. Subsequently. of lumpsum claims have been settled as on 31.per month in case of Fatal / Mine Accident.12.12.2006. the scheme has been extended for those cases of death / BMU arose upto31-12-2005. 1798 claims have been settled and sanction of Payment Orders released to pay the beneficiaries @ Rs.000/.3. The details of MMC cases settled are as follows: YEAR Prior to 1999 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07(upt0 31st july) NO OF CASES SETTLED 297 477 430 255 95 80 83 73 As per the MOS dated 21-06-2001 we have been receiving the claims for payment of Lumpsum amount of Rs.per month in case of Death in harness and Rs.2000. The details of lumpsum cases settled are as follows: YEAR 2001-02 2002-03 2003-04 2004-05 NO OF CASES SETTLED 161 964 1019 721 . As per the guidelines of JBCCI implementation. as on 31.2006. in accordance with the Memo.4. As per the guidelines stipulated therein. in respect of the cases of Death / Board Medical Unfit pertaining to the period 01-01-1998to 31. 3394 Nos.12.
of Junior Colleges (Women) : : 1 1 : 18 The above educational institutions are running by S. Education Society. who are children of employees:In order to encourage the sons and daughters of employees (NCWA / Executives) to excel in their studies and to seek admission in Engineering and Medical courses.2005-06 2006-07 392 68 11.C. No. of students being granted scholarship year-wise are given hereunder. of High schools and Upper Primary Schools run by S.6000/. Educational Society b) No. EDUCATIONALFACILITIES: a) No. of Degree Colleges (Women) c) No. 12.C. a Scholarship of Rs. Grant of Scholarships to merit students. YEAR 1998-99 1999-00 2000-01 NO OF STUDENTS AWARDED SCHOLARSHIPS 14 12 22 .every year for the son / daughter of SCCL employees (NCWA employee / Executive cadre) is being sanctioned from the year 1998 in the event of he or she securing admission in the engineering and medical courses by getting a rank below 2000 in the EAMCET / IIT for a period of 4 / 5years.
8.4. Approval was accorded for awarding of 2merit scholarship @ Rs. 12 additional merit scholarships (6 engineering and 6 medicine) are sanctioned to the children of NCWA employees on company level basis on the basis of EAMCET examination.) / Executives (01 no. in each academic year.6000/.000/.per annum to any children of employees (NCWA / Executives) who will be securing admission in any course in Indian Institute of Management as a token of recognition.) / Supervisory staff (03 nos. Further.per year to the children of employees to those who got admission into BITS Pilani through BITSAT from 2005-06 onwards. Financial assistance to the children of SCCL employees who qualify for UPSC Main Exams: In order to encourage the employees children for excelling in Civil Services Examination. 13. for the children of workmen (06 nos.12. it is also approved to award a scholarship of Rs.000/-. a scheme was formulated for extending the financial assistance as a welfare measure from the year2004.2001-02 2002-03 2003-04 2004-05 2005-06 TOTAL 22 22 20 36 27 175 In addition to the above merit scholarships. The selection for these 12 additional scholarships would be made from among the qualified candidates (EAMCET ranks being below 2000) after the selection of candidates at the rate of 2 per Area has been completed. as the case may be. This will become operational from the academic year 2004 -2005.and Rs. from the year 2004-05. The candidate who qualifies in main examination will be considered for awarding financial assistance @Rs.6000/.000/-. Rs.) respectively .
08 1776.as per order of merit. The details of Area-wise funds allocated and utilized under SWAP-V Programmed as on 30.00 Expenditure(in Lakhs) 369. Further the said scheme is effective from 2005 onwards on the same guidelines.46 1154. Leprosorium:. sanitary lines. other Welfare schemes like (1) Tricyclescheme (2) Voluntary Sweeping (3) Development of Parks and maintenance of parksand play-grounds etc.69 2003. Oil etc. Under the special Welfare Measures. have been monitored.50 2370. roads. Special Welfare Amenities Programme:-The Company is providing several facilities in the workers colonies like Water supply.11.60 1491. sanitation.43 15. 14.2006. removal of garbage. . sulabh toilets.89 338. OTHERWELFARE SCHEMES: As instructed by the Director (PA&W). roads. Dal.57 373.Medicines and provisions (Rice. are furnished hereunder: Under SWAP SWAP-I SWAP-II SWAP-III SWAP-IV SWAP-V Sanctioned(In Lakhs) 455. power.) are being supplied for patients of Leprosy at Kothagudem (Hemachandrapuram) by the Main Hospital authorities once in a week. buildings repairs etc.14 1063.. 16. The special welfare amenities include drains. replacement of doors and windows. street lighting etc. drainage.
Further.1. . FREESUPPLY OF LPG TO THE EMPLOYEES: It has been made mandatory that all employees of SCCL including workers should go for LPG connection for their domestic use for which SCCL will reimburse the cost of 12 L. Employees Co-operative Credit Societies: The workmen of SCCL working in the mines and departments are encouraged to become members of "Employees Cooperative Credit Society" with a view to inculcate the culture of thrift and avoid our employees going to money lenders for obtaining loans. the maximum amount may varies from one Cooperative Society to another Cooperative Society as per their discretion. Gas cylinders in a year. 19. personal loan to a maximum of Rs. There are 49 Cooperative Credit societies functioning in the mines and departments of SCCL which grant loans to the member employees for the purpose of meeting expenditure on the education of their children.C. the workmen of SCCL are members. purchase of two wheelers etc.00. LPG Distribution Points in all over the Collieries Areas for the benefit of the employees through Singareni Super Bazar.. Singareni Collieries Cooperative Central Stores Limited: The Singareni Collieries Company Limited has established S. Credit society. A total 44 Sales Depots of Super bazar (including Gas Go downs and Distribution Points) are functioning in the coal field areas. The SCCL arranged 19 Nos. The infrastructure facilities like buildings and furniture are being provided by SCCL to the Super Bazar. the use of coal for cooking purposes in households is banned by not supplying coal to the SCCL employees.is being granted by the society to the member employee.000/. The Cooperative Credit Societies would also accept the deposits from the member employees.Co-operative Central Stores Limited (popularly known as Singareni Super Bazaar) in which. Depending upon the financial status of each Coop.17.P. 18. Thus.
The players from the Company have also participated in the National / International level Meets and won the medals. . (SAAP). The Company has also been encouraging the employees to participate in the Inter District. Work People Sports & Games Associations (WPS&GGA) are formed in all the areas. the company has constructed recreation clubs and community halls in the coal field areas. of Community halls No. a) Community Development Programmes:Community Buildings / Centers:In order to provide recreation facilities. State Level Tournaments conducted by Sports Authority of A. it is one of the participants in the Sports & Games being conducted on All India basis under the banner of “CIL Inter Company Tournaments”. leading to personality development. Canteen:-60 Canteens are maintained by the management at the mines and depts.P. No.20. SCCL teams are being sent to participate in All India Coal Fields Tournaments. Even though SCCL is not a subsidiary of CIL. 21. SCCL is encouraging the workmen and their children to participate in the sports and games events to keep up better health. of Recreation Clubs b) : : 10 32 Sports & Recreational Facilities:-The SCCL has a long history in encouraging its employees in the field of Sports and Games.
5Lakhs was sanctioned in the Sports budget for the year 2005-06 for the said purpose. Further. 2005 Traditional Games like Kabaddi. SCCL is giving financial assistance to the S. of Swimming pools : : : 10 8 16 Preparations for summer games: An amount of Rs. District Association for enrolling the Scouts. were organized in each Unit to promote the sporting spirit among the employees.No. for summer coaching camps to Employees children. Guides.00Lakhs has been sanctioned in the Sports Budget for the year 2005-06. The Bharath Scouts & Guides S. . District Association is undertaking voluntary services to provide assistance at the time of Eye Camp.C. of play grounds No. to ensure employee children do actively participate in the summer coaching camps to improve their skills. An amount of Rs. coaches will be arranged.C. besides rendering service to control the mobs at the time of Brahmothsavams at Tirumala Tirupathi Devasthanams and on Srirama Navami and Mukkoti Ekadasi at Bhadrachalam. Pulse Polio programme etc. of stadia No.2. Health Camp. Rovers and Rangers from among the employees and the school children in the coal field areas. SCOUTS & GUIDES: The SCCL has started Bharath Scouts & Guides Singareni Collieries District Association in the year 1977.. during December. 22. Tug-of-War Valleyball etc. In the coming summer in all the eleven areas sports and games will be organized in the stadiums provided for the employee children and necessary sports material.
Selfemployment Schemes. 24. As such. The unemployed children who are .The Baden Powel Crew and Singareni Rangers Team. the SCCL is organizing free coaching camps to the willing persons to enable them to participate in the Army & Police recruitments. Vocational Training for employees’ children:Singareni Seva Samithi (SSS) being registered under Andhra Pradesh Public Societies Act shall take up all Educational Training Programmes. Rajendra Nagar.employees only. two Crew (Rangers & Rovers Team). help for Army Recruitment etc. and other Educational Training programmes for the children of employees who have died in harness and unemployed youth which includes daughters and sons of employees & Exemployees and also to spouses of Ex.. have participated in the Rally and received the Award from the hands of Vice-President of India. In order to make the educated unemployed children of our employees as self employed. SCCL is organizing training programmes free of cost to the eligible unemployed children in photo lamination. dress making and electrical courses etc. New Delhi. Coaching Camps for children of employees /ex-employees for police / army recruitments:In order to help the unemployed children of our employees / ex-employees and also the unemployed youth in the vicinity of coal field area. Hyderabad under the aegis of Singareni Seva Samithi. in the coal field areas. 23. Kothagudem won the 9th and 10th Upa-Rashtrapati Award – 2005 and the rally camp held from 14th to 17th June. SCCL imparting training in 14 categories through Khadi Gramodyog Maha Vidyalaya.. Singareni District Association. 2005 at National Headquarters. screen printing.
given training in the coaching camps are being paid to & fro train fares from coal field area to the place of selection and other miscellaneous expenditure incurred for their stay at the place of selection. b) In all the Areas. The statement showing the No. Women’s welfare: a) No of candidates imparted training 152 261 146 655 625 385 537 448 419 3628 No of candidates selected 27 18 40 63 84 30 15 13 26 316 No of candidates under process for selection 0 1 0 2 4 0 3 7 2 19 The provisions of Maternity Benefit Act are being implemented benefiting the Women employees of the Company. of candidates imparted training and selected in Army / Police /Para-military recruitments.III&IV areas Bhoopalpalli Bellampalli Mandamarri Srirampur 25. Under this Act Women employees are sanctioned Maternity Benefit Leave. Women’s Cells has been constituted with the women employees for effective function and to redress problems of women employees . Area Corporate Kothagudem Yellandu Manuguru RG-I.II.
an association called “Singareni Employees Wives Association”(SEWA) has been constituted in all the Areas with the active participation of Wives of employees. children’s education. d) Quiz programme and elocution competitions were conducted for women employees. about 41310 nos.860 workmen were illiterate. safety. In order to achieve this objective. who cannot read or write in Telugu. 26. Ø SCCL took up literacy classes in coordination with the concerned District Literacy Mission to make the illiterate workmen literate on time bound basis. literacy. SCCL engaged a professional organization called M/s. Corporate Women’s Cell involving all the women employees of Corporate have been celebrating the International Day for Women on 8thMarch every year by conducting quiz.relating to their employment in writing to the Convener of Women’s Cell concerned. In the survey conducted in the year 2001. of spouses of workmen were also illiterate. SCCL also utilized the services of teachers working in the educational societies run by SC Educational Society and NSS Volunteers in this programme. health and hygiene. an hour before the beginning of the shift for the benefit of illiterate workmen. working in underground mines. c) In order to create awareness of the company as well as of the outside the world among workmen and their families about savings habit. cultural programmes etc. LITERACY PROGRAMME IN SCCL: Ø In SCCL there are thousands of unskilled workers. spouses of employees and children of employees in each Area and mementos were presented on the occasion of International Day for Women. The Convener of the Women’s Cell of the Area concerned was advised to conduct regular meetings with the Committee members for redressal of the grievances of the women employees. LEADS to conduct literacy classes at the work place. post retirement planning etc. it was found that about 33. Further. .
N O 1 2 3 4 5 6 7 8 9 10 11 AREA NO OF ILLITERATE EMPLOYEE IDENTIFIED INITIALLY 1696 1432 1415 5960 2836 247 364 2575 1094 5964 10252 33835 KGM YLD MING RG. teachers and NSS volunteers who were involved in this programme were paid nominal amounts as a token of recognition.III RG. In order to motivate the illiterate workmen to attend the literacy classes.I RG. a household steel article worth about Rs.was presented to each of the workman who became literate. The officers.Ø The Officers and educated employees of SCCL like clerical staff came forward voluntarily to conduct special literacy classes for illiterate workmen at the work place itself. STATEMENT SHOWING AREA-WISESTATUS OF LITERACY PROGRAMME: A) Status about literacy of employees: SL.IV BHPL BPA MM SRP TOTAL NO OF EMPLOYEES BECOME LITERATE 1696 1432 1415 5604 2836 247 364 1975 1069 4086 9594 30318 NO OF EMPLOYEES TO BE LITERATE 356 600 25 1878 658 3517 . the educated clerical staff. Ø On conclusion of literacy classes for a period of 45 days. a test was conducted under the supervision of District Literacy Mission to test the proficiency of the workmen in reading and writing in Telugu. Those of the workmen who could attain the proficiency up to the standard fixed by District Literacy Mission were issued with certificates to that effect.150/.II RG.
II RG.IV BHPL BPA MM SRP IK&CH NR TOTAL 41310 27.I RG.NO AREA NO OF ILLITERATE EMPLOYEE SPOUSES 985 1970 1600 8544 4288 1351 702 3600 1000 6997 9462 811 NO OF PERSONS BECOME LITERATE 626 135 1600 271 211 27 473 452 272 1000 644 560 6271 NO OF NO OF PERSONS TO PERSONS BE LITERATE UNDER TRAINING 75 284 1835 0 0 0 7613 660 3507 570 1324 0 0 229 2848 300 689 39 4997 1000 6418 2400 251 0 29557 5482 1 2 3 4 5 6 7 8 9 10 11 12 KGM YLD MING RG.Communication Cells have also been established to bring about awareness among the workmen and their families about various welfare amenities provided to enhance their living conditions including Safety Awareness in the Mines and Departments. pamphlets.III RG.B) Status about Literacy of Spouses: SL. Using TV media for Safety Publicity: Communication Cell:. Communication through letters. .
00 PM to 5. As such.30 PM to be conducted by the Manager and all the executives with workmen and family members. 4) Cultural Programmes: The Area Communication Cell to organize cultural programme in the colonies on 20thof every month for about 1to 1 1/2 hour starting from 6.30 PM to be conducted by the HODs and the executives as in the case of Mines. Telecasting through SITI cable.00 Noon indifferent colonies by rotation with appropriate banners/play cards etc. best workmen..CRP/PER/IR/G/234/1025.5. Monthly News letter type poster (Singareni Samachara Prabha).30PM.00 PM to 5..V. Programme on various subjects including Safety awareness of interest dispelling doubts and darkness from the minds of the workmen are telecast every week through “Singareni Tarangalu” in local Cable T. 3) Sadassuin Departments: On 15th and last day of the month from 4. Singareni House Magazine (Singareni Varthalu).00 AM to 12.2003. Singareni Tarangalu through SITI Channel (quality programmes to be produced). member of SSS&SEWA etc. on 1stof every month from 9. NEW COMMUNICATION POLICY IN SCCL:-With a view to bring more awareness in the workmen and their family members and to inculcate the culture of "SINGARENISM" and to feel a "SINGARENEAN" the new communication policy is designed vide circular No. the following works are implementing 1) Padayatras:-A team of about 30 members consisting of executives.e. "Singareni Sravanthi" through AIR (FM) Kothagudem . 5) 6) 7) 8) 9) Weekly Press Meet.posters and through electronic media i. dated13. 2) Mine Sadassu: On15thand last day of the month from 4.
There is very good response for the Karmika Mitra from all walks ofpeople. are being displayed in the colonies. Industrial Relations. Welfare. teleplays.00 am to 12. are telecasted in Live and Officials talk to the Singarenian scallers and clarify the doubts. Dated1stJanuary.2004 at Srirampur and moving around Singareni at 2 days in each Area. This programme is telecasted from 11. During its stay for the days in each Area various Audio-Visual Programmes like safety songs. MANATV : To further have effective communication among the Singarenians Mana Singareni programmes in MANA TV Channel was launched to telecast the Programmes all over the Collieries in Live from 01-05-2006 by our C&MD. songs on Paryavaranam. tele-films tele skits and Burrakattas. Singareni SevaSamithi (SSS) and Singareni Employees Wife’s Association ( SEWA) etc. 2007 . Oggukattas etc.00 Noon every Sunday.Singareni Karmika Mitra (a Mobile Audio-Visual Van): Under New Communication Policy to bring more awareness in the workmen and their families and to go still nearer to nearer to the workmen a mobile Audio-Visual Van “Singareni Karmika Mitra” was introduced. The van was inaugurated by Director (PA&W) on 20thJune. In this programme Safety.
CHAPTER-5 CONCLUSIONS & RECOMMENDATIONS .
There are many factors in this organization. There is operational autonomy and independence in the organization.. it is even important to the management to make the employees participate in the decision making process. work itself and responsibility are adequately present in the organization. wages. responsibility. recognition and appreciation.CONCLUSIONS The level of performance of an employee is a function of abilities and motivation. The first determines what he can do and the second determines what he will do. The employees are satisfied by factors like security. possibility of personal growth and development. the employee’s output increases. but factors like work atmosphere. . Motivation is always necessary for all the employees. advancement. The zeal to learn something new also motivates the employees of SCCL. The hygiene factor that is job dissatisfies as explained by Herzberg. like physical & working conditions requires improvement in the organization. Where there is a strong positive motivation. Employees are not just motivated by money factors. The motivators. Motivation is closely related with the micro perspective of organizational behavior. For building confidence in the employees. interpersonal relations and supervision in the organization. as stated by Herzberg in his “Two factor theory” like recognition. The findings from responses have thrown light on the degree to which motivators and de-motivators are present in the organization.
RECOGNITIONS: A progressive organization like SCCL can pursue its goals more vigorously if it should make some mid-course corrections in its personnel policy. The superiors should try to find out the causes for dissatisfaction among the employees and solve their problems through counseling and discussions. identify their need patterns. The employees are satisfied with the encouragement provided by the management for training and learning. there is no disparity between the personal goals of the employees and the organizational goals. their qualities.. In SCCL. Work should be assigned in such a way that the employee find it creative as well as challenging by giving him some target in the shortest period and the possible easier method. The employee should be made to participate in Yoga. Cultural activities. . and also provide them suggestions for achieving the goal of an organization as well as individual goals. More recreation and entertainment facilities should be provided. to make them relieve from stress and tension. Towards this end the following recommendations are made: The superior should try to understand the employees. physical exercises etc. The employees should be provided opportunities for self-motivation in order to serve the organization better.
CHAPTER-6 LIMITATIONS & ANALYSIS OF THE STUDY .
Heavy reliance is placed on information provided by the respondents i.. only primary data is emphasized. In the process of translation of the questionnaire into the language by the interviewer. giving rise to the possibility that they may have not understood the questionnaire fully. ANALYSIS: As the company is providing means for developing the skills of the employees by giving training. . there is a possibility of misinterpretation on the part of the respondents and therefore misinterpretations of their actual answers. Executives and workers feel that their job provides them an opportunity for personal growth and development. Respondents in the workers cadre are not adequately qualified.e. The superior – subordinate relationship is good in Singareni. All the employees fell that their job gives them personal satisfaction as they are contributing their efforts for attaining the desired production targets leading for profit making to the organization.LIMITATIONS OF THE STUDY The response may be biased due to the fear of reprisal from top management.
designation and experience of the employees. freedom and feedback on how well they are performing in their job. the employees feel that co-workers are cooperative and helpful. So the employees feel that their job provides them security and stability in life. As there is friendly and supportive atmosphere. As the company is providing wages according to the qualification. As entertainment recreation facilities are necessary to overcome boredom. the employees feel that the wages are commensurate to their job. Most of the employees feel that there is a congenial atmosphere in the organization as there are no indifference among the employees. thus in turn fulfilling personal goals of the employee. the employees feel that there is no disparity between their personal goal and organizational goal. and fatigue caused by the work. so most of the employees feel that there is operational autonomy and independence in the organization. As SCCL is a government company and the security of the job is more provided they work hard and dedicatedly. which in turn make the employees to work efficiently. the employees feel that there is need for recreation and entertainment. monotony. As these are present in Singareni. As the company is providing training for upgrading the skills of employees in order to find means to attain organizational goals. Every employee has his/her own aspiration to have a good career. To some extent the employees are given freedom in scheduling the work and determining the procedures to be used. Employee tend to prefer jobs that give opportunity to use their skills and abilities and offer a variety of tasks. . employees feel that there is vide variety and challenging in their job.
Some of the employees feel that there is need for greater welfare measures. Most of the employees feel that they are involved in decision making. They feel that up gradation of knowledge is also necessary to reach higher position in the organization. Hence most of the employees feel that there is encouragement for training and learning. The company is providing training classes for the employees. Recognition means acknowledgement with a show of appreciation. . To some extent. SCCL employees are satisfied with the physical working conditions. they are motivated to work efficiently. As the company is providing wages according to the designation (position in the hierarchy of the jobs) and also providing facilities accordingly. the employees feel that their job enables them to meet the needs of socially determined standard of living. There is no favoritism and discrimination operating in the organization as all the employees are treated equally by the top management and harmonious interpersonal relationship is present in the organization. Most of the employees feel that efficiency and hard work is recognized and suitably rewarded. they are not satisfied with the canteen facilities available. The employees agree to the fact that rewards and incentives are necessary to motivate a person at work. employees of the clerical cadre are not satisfied with the prospects for reaching higher position in the organization through hard work and efficiency. For example. To some extent employees are given opportunity in the decision making process so that they are motivated to take prompt and proper action on decision implementation and also makes him responsible for anything that goes wrong. As the company is providing various incentive schemes for the employees.
APPENICES Appendix-1.Bibliography Appendix2-Questionnaires .
Sultan Chand & Sons. Bhawan. Organizational Behavior. McGraw-Hill .1999. Seventh Edition. Bhagoliwal T. Mamoria. Third Edition.B. Luthans Fred. Organizational Behavior. 1933. Personal Management and Industrial Relations. L.M Prasad.Appendix-1 BIBLIOGRAPHY * * * * C.N. III Edition. Himalaya Publishing house. Sahitya International Editions. Personnel Management.
Does your job provide an opportunity for personal growth and development? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree .Appendix-2 QUESTIONNARIES QUESTIONNAIRE Name Age Qualification Time of service Designation : : : : : Please mark one of the five responses: 01.
Are the wages and bonus u receive commensurate to your job? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 07. Do you think there is a need for entertainment and recreation after working hours? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 08. Does two factors variety as well as challenge present in the organization?[ ] . Is your superior (Executive/superior) approachable and understandable? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 04. Does your job provide you personal satisfaction and sense of accomplishment?  a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 03. Is there a congenial atmosphere in your organization? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 05.02. Are you co-operative and helpful? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 06. Is there operational autonomy and independence in your organization? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 10. Does your job provide security and stability in your life? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 09.
Are you satisfied with the welfare amenities provided by the organization? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 17. Is there any recognition for your hard work and efficiency in the organization? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 13.a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 11. Are the employees at lower levels involved in the decision making? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree . Is there any disparity between your personal goals and the organization goals? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 12. Are there any prospects for reaching higher positions through hard work and efficiency? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 15.Does your organization provide you an encouragement for training and learning? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 16. Are de-motivators like favoritism and discrimination present in the organization? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 14.
Do you think rewards and incentives are necessary to motivate a person at work? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 21.18. Does your job enables you to meet the needs of socially determined standarad of living? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 19. List out two important factors that motivate a person to work. [ ] a) b) . Is there a need for better physical work conditions in the organization? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 20.
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