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EMPLOYEE MOTIVATION IN SCCL KOTHAGUDEM

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)

ACKNOWLEDGEMENT

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)

DECLARATION

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)

CONTENTS
Page nos CHAPTER-I INTRODUCTION.

CHAPTER-II

COMPANY PROFILE

CHAPTER-III

DATA ANALYSIS.

CHAPTER-IV

WELFARE MEASURES.

CHAPTER-V

CONCLUSIONS AND SUGGESTIONS.

CHAPTER-VI

LIMITATIONS & ANALYSIS.

APPENDICES:

APPENDIX-1

BIBLIOGRAPHY.

APPENDIX-2

QUESTIONARIES.

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

INTRODUCTION MOTIVATION
The success of any organization depends on the ability of manager to provide a motivating environment for its employees. Motivated employees are more productive, happy and stay with the organization longer. The motivation is psychological process. Many people equate the causes of behavior with motivation. The cause of behavior is much broader and more complex which can be explained by motivation alone. Along with perception, personality, attitude, and learning, it is very important process in understanding behavior. It interacts with and it acts in conjunction with other mediating processes and the environment. Motivation is a hypothetical construct that is used to help explain about behavior, it should not be equated to behavior. MEANING AND DEFINITION: Motivation is a Latin word Mover which means, to move. 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. The meaning of motivation is tending to initiate motion, power, that which include a person to act. Ex: Desire, fear and circumstances. Motivation can also be associated from having

enthusiasm to do or be something. NEED AND IMPORTANCE OF THE STUDY: Motivation can be defined as A willingness to expand energy to achieve a goal or reward. It is a force that activates dormant energies and sets in motion the action of the people. It is the function that kindles a burning passion among the human beings of an organization.

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, known as intrinsic motivation and gained from factors external to work, known as extrinsic motivation. Intrinsic motivation emphasizes valued outcomes or benefits that come from with ion the individual itself. This may include feeling of accomplishment, selfesteem and competence. Extrinsic motivation is a form of motivation that emphasizes valued outcomes or benefits granted by other in form of promotion, pay increases, praise and recognition. An unsatisfied need creates tension that stimulates drives with in an individual. 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. Unsatisfied need Tension Drives

Searc h behav

Reduction of need

Satisfaction of need

PROCESS OF MOTIVATION

Motivation consists of three interacting and interdependent elements of needs, drives and goals: NEEDS: Needs are the deficiencies and are created whenever there is a physiological and psychological imbalance. DRIVES: Drives are section oriented and provide an energizing thrust towards goal accomplishment. They are the very hearts of a motivational process. GOALS: Goals are anything, which will alleviate and reduce a drive. NATURE OF MOTIVATION: Motivation is a psychological concept. It is concerned with the intrinsic force operating with in an individual, which impel him to act or not to act in a particular way. A motive is a personal and internal feeling. Motivation is a hypothetical construct, which is defined in terms of antecedent conditions consequent behavior. Motivation and satisfaction are related, but these are distinct behavioral forces with different determinants and different out comes. Motivation is a circular process. Motivation is behavioral fore that.

IMPORTANCE OF MOTIVATION:

Every person in todays workforce is motivated. With the level of motivation they retain varies with each individual. Providing strong leadership in which you practice open communication, goal setting, employee development, as well as promoting encouragement, initiative and personal drive is for creating and maintaining harmonious, trusting and highly motivated work environment. HIGHER EFFICIENCY: A good motivational system releases the immense latent talents, abilities of the employees. It converts the ability to work into work. Motivated employees make higher contribution towards the realization of the organizational goals. LOWER ABSENTEEISM AND TURNOVER: Motivation leads to job satisfaction and high morale due to which labor unrest, absenteeism and turnover are reduced. HUMAN RELATIONS: A high level of motivation results in harmonious relations between employee and employers. Sound industrial relations ensure industrial harmony and peace. 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. Motivation helps to utilize and develop creative talent of employees. In the words of Rens Likert, Motivation is the core of management. OBJECTIVE OF MOTIVATION: The purpose of motivation is to create conditions in which people are willing to work with zeal, initiative, interest and enthusiasm, with a high personal and group moral

satisfaction, with the sense of responsibility, loyalty and discipline and with pride and Confidence in a most cohesive manner so those goals of an organization are achieved effectively. CLASSIFICATION OF MOTIVES: PRIMARY MOTIVE: Psychologists acknowledged that some motives are unlearned and physiologically based. Such motives are called physiological, biological, unlearned or primary motives. The classification must be unlearned and it must be physiologically based. Thus the primary motives include hunger, thirst, sleep, avoidance of pain and marital concern. GENERAL MOTIVE: General motive also called, as competence or capacity motive is the one, which receive substantial contributions from activities, which through playful and exploratory in character, at the same time show direct selectivity and persistence in interacting with environment. Such motives include drive for curiosity, manipulation, activity and affection. SECONDARY MOTIVE: As human society develops economically and become complex, the primary drives give way to the secondary drives in motivating behavior. The learning principle of reinforcement is conceptually and practically related to motivation. A motive must be learned in order to be included in secondary classification. Important ones are need for achievements, affiliation, power, security and status.

1. NEED OF ACHIEVEMENT: Doing better than competitors. Attaining or surpassing a difficult goal. Solving a complex problem. Carrying out a challenging assignment successfully. Developing a better way to do something. 2. NEED OF AFFILIATION: Being liked by many people. Being accepted as a part of a group or a team. Working with people who are friendly and co-operative. Maintaining harmonious relationships avoiding conflicts. Participating in pleasant social activities. 3. NEED OF POWER: Influencing people to change their attitudes or behavior. Controlling people or their activities. Being in a position of authority over others. Gaining control over information and resources. Defeating an opponent or enemy. 4. NEED OF SECURITY: Having a secure job. Being protected against loss of income or economic disaster. Having protected against physical harm or hazardous condition. Avoiding tasks or decisions with a risk of failure and blame. 5. NEED OF STATUS: Having the car and wearing the clothes.

Working in the right company in the right job. Living in the right neighborhood and belonging to the country club. Having the degree from right university. Having executive privileges.

MOTIVATION APPROACHES
Since the age of the industrial revolution, psychologists and social scientists have been trying to decode this extremely complicit specimen called the employees. 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. During the last seven decades numerous thinkers, experts and researchers have studied different aspects and theories of organization behavior. There are two main categories that are used to propose motivation theories; they are content theories and process theories. Content theories explain the dynamics of employee needs, and the process theories described the way the need deficiencies are translated into behavior. THE CONTENT THEORIES OF WORK MOTIVATION: The content theory of work motivation attempts to determine what motivates people at work. The content theorists are concerned with identifying the needs/drives that people have and how these needs are prioritized. They are concerned with the types of incentives or goals that people strive to attain in order to be satisfied and performed well. Maslows needs hierarchy, Frederick Herzbergs two-factor theory and David McClellands need for achievement theory belong to this category.

MASLOWS HIERARCHY OF NEEDS


If motivation is driven by the existence of unsatisfied needs, then it is worthwhile for a manager to understand which needs are important for the individual employees. In this regard, Abraham Maslow developed a model in which the basic, low level needs

such as physiological needs must be satisfied before higher-level needs such as selffulfillment are pursued. In this hierarchical model, when a need is mostly satisfied in no longer motivates and next higher need takes its place. PHYSIOLOGICAL NEEDS: Physiological needs are those required to sustain life, such as air, water, nourishment and sleep. According to Maslows theory, if such needs are not satisfied then ones motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt unit one has met the needs basic to ones bodily function. SAFETY NEEDS: This second level of needs is roughly equivalent to the security needs. It refers to the need to feel safe from physical and emotional harm. The whole organism may become a safety seeking mechanism. Once the physiological needs and safety needs are satisfied they no longer motivate. SOCIAL NEEDS: This level corresponds need to affection and affiliation. Human have a desire to belong to groups, work groups, family etc. We need to feel loved by others, to be accepted by others, performers appreciate applause. ESTEEM NEEDS: There are two types of esteem needs. First is self-esteem, which results from competence or mastery of a task. Second, theres the attention and recognition that comes from others. This is similar to the belongings level; however, wanting admiration has to do with the need for power.

NEED FOR SELF-ACTUALISATION: This level represents the need to maximize ones potential. It is related to the development of intrinsic capabilities. They can seek knowledge, peace, and esthetic experiences, self-fulfillment and oneness with God etc. This includes competence, which implies control over environmental factors, both physical and achievement needs.

MASLOWS HIERARCHY OF NEEDS

FREDERICK HERZBERGS TWO FACTOR THEORY: Frederick Herzberg is a well - known behavioral scientist, contributed the two-factor hygiene and motivation theory. The hygiene theory includes the work environment like
SELF ACTUALIZATION the organization, structure and regulations, the culture and interpersonal relations and the ESTEEM NEEDS like. The motivation theory includes things that directly pertain to the job such as

achievement, growth, recognition SOCIAL NEEDSAccording to Herzberg both theories and the like. must be applied simultaneously to build employee motivation.
SECURITY NEEDS

HYGIENE FACTORS: According to Herzberg, there are ten maintenance or hygiene factors. These are company policy and administration, technical supervision, interpersonal relationship with subordinates, job but they are related to conditions under which a job is performed. They produce no growth in the workers output; they only prevent losses in workers performance due to work restrictions. Any increase beyond this level will dissatisfy them. As such they are also called as dissatisfies. These factors cause much dissatisfaction when they are not presents, but do not provide strong motivation.
BASIC NEEDS PSYCHOLOGICAL NEEDS

MOTIVATIONAL FACTORS: These factors are capable of having a positive effect on job satisfaction often resulting in an increase in ones total output. Herzberg includes six factors that motivate employees. These are achievement, recognition, advancement, and work it-self, possibility of growth and responsibility. Most of these factors are related with job contents. An increase in these factors will satisfy the employees. However, a decrease in these factors will not affect their level of satisfaction. Since these factors increase level of satisfaction in the employees, these can be used in motivating them for higher output. Herzberg maintains that potency of various factors is not entirely a function of factors themselves. It is also influenced by the personality characteristics of the individuals. From this point of view, individuals may be classified into two types motivation seekers and maintenance seekers. 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. On the other hand, the maintenance seekers ten to be more concerned with factors surrounding the job such as

TWO FACTOR THEORY - HERZBERG

HYGIENE

EMPLOYEES DISSATISFIED AND MOTIVATED

FACTORS

EMPLOYEES NOT DISSATISFIED BUT UNMOTIVATED

MAINTENA NCE FACTORS

EMPLOYEES SATISFIED AND MOTIVATED

CRITICISM:
In fact, job satisfaction and dissatisfaction are two opposite points on a single continuum. Individuals on the job are affected by any change either in the job environment or in the job content. This theory undergoes the importance of satisfying the upper level needs. Lastly, Hertzbergs study has been criticized as being methodology bound, based on faculty research, it over simplifies the relationship between motivation and satisfaction and is inconsistent with past evidence.

THE PROCESS THEORIES OF WORK MOTIVATION:


The Content model attempts to identify what Motivates people at work. Content theories, 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. In the process theory of motivation, the ideas are based on factors of translation of needs of the employees to behavior. A little motivation can go a long way and is always helpful to the employee.

VROOMS EXPECTANCY THEORY OF MOTIVATION:


Victor H. Vroom Proposed his expectancy theory as an alternative to content models, which he felt were inadequate explanations of the complex process of work motivation. It views motivation as a process of governing choice. Vroom model is built around the concept of valence; Vroom means the strength of individuals preference for

a particular outcome. Other terms that might be used include values, incentives, attitude, and expected utility. In order for valence to be positive, the person must prefer in attaining the outcome to not attaining it. 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. Another major output into the valence is the instrumentality of the first level outcome in obtaining a desired second level outcome. The superior performance is seen as being instrumental in obtaining a promotion. Another major variable is the Vrooms motivational process is expectancy. Expectancy is the probability that a particular action will lead to a particular first level outcome.

INSTRUMENTALITY
2ND Level outcome OUTCOME 1A 1ST Level outcome

OUTCOME 1
EXPECTANC Y

OUTCOME 1B

MOTIVATIO OUTCOME NAL

OUTCOME 2B 2C OUTCOM

ADAMS EQUITY THEORY: This theory argues, A major input into job performance and satisfaction is the degree of equity (or inequity) that people perceive in their work situation. In other words, it is another cognitively based motivation theory, and Adams depicts how this motivation occurs. Inequality occurs when a person perceives that the ratio of his or her outcomes to inputs and the ration of a relevant others outcome to inputs are unequal. This is represented as follows: Persons outcomes _________________________ Persons inputs Persons outcomes _________________________ Persons inputs Persons outcomes _________________________ Persons inputs Others outcomes

<

_______________________ Others inputs Others outcomes

>

_______________________ Others inputs Others outcomes

_______________________ Others inputs

But the inputs and outputs of the person and others are based upon the persons perceptions, age, sex, education, social status, organizational position, qualification and how hard the person works are the examples of perceived input variables. Outcomes consist of primarily records such as pay, status, promotion, and intrinsic interest in the job. In essence the ratio is based on the persons perception of what the person is given (inputs) and receiving (outcomes) versus the ratio of what the relevant other is giving and receiving. If the persons perceived ratio is not equal to the others, he/she will strive to restore the ratio to equity. This striving to restore equity is used as explanation of work motivation.

ALFREDS ERG THEORY:


An extension of Hertzberg and especially the Maslows content theories of work motivation come from the work of Clayton Alfred. He formulated a new category model that was more in line with in line with the existing empirical evidence. Thus Alfred identified three groups of core needs existence, relatedness and growth (hence ERG theory). The existence needs are concerned with the survival (physiological). The related needs stress the importance of the interpersonal, social relationships. The growth needs are concerned with the individuals intrinsic design personal development.

COMPARISION OF ERG NEEDS THEORY WITH ANDTWO FACTOR THEORIES:


ALDERFERS NEEDS MASLOWS NEED HIERARCHY

MASLOW

HERZBERGS 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 find out whether the motivation among the employees increase the productivity of the company. To study how the motivation is helpful in increasing the job performance of the employees. To study about the work conditions of the employees in the organization. To study about the employee participation in the decision making of the organization. To study whether the employees are having the personal growth, development and satisfaction in the organization. To find out employees satisfaction towards the management response to their suggestions.

Scope of the study:


The management of men is a very important and its a challenging job. No, two persons are similar in mental abilities, traditions, sentiments, and behavior. They differ widely also as groups and are subject to money and valued influences. People are responsive. They feel, think and act therefore; they cannot be operated like a machine or shifter and altered like a template in room layout. They need a tactful handling by management. The project work entitled WORK MOTIVATION IN EMPLOYEES Covers various levels of employees in the organization. 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.

Limitations of the study:


The major limitation of the study has been availability of sufficient time. 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. The response may be biased due to the fear of reprisal from the top management.

The study cannot be generalized for all the companies because different companies follow different motivational techniques to improve the performance of the employees.

MOTIVATING PERFORMANCE
Motivating performance is one of the key elements of the personnel management. It is the core of the management, which shows that every human being earnestly seeks a friendly and supportive relationship, which gives him a sense of worth in face-to-face groups, which are most important for him. A superior should strive to treat individuals with dignity and recognition of personal work. Mr. 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. The goals of the individuals and the organization can be achieved through stimulating workers towards productive performance called as motivational process. Motivation is a process of arousing action, sustaining the activity in progress and regulating the pattern of the activity. It attracts and imitates action and also serves as a factor in the contribution of activity until the objective have been attained. Motivating performance is examined as job design and goal setting. Designing jobs can have a positive impact on both employees satisfaction and quality of

performance. The goal setting which has been held up as a prototypical model explains how theory should or can lead to application.

JOB DESIGN:
Job design emerged as an important application area for work motivation and the study of organizational behavior. Job design is based on extensive and still growing theoretical base, it had considerable research attention in recent years, and it has been widely applied to the actual practice of management. Initially, the field of organizational behavioral paid attention only to job enrichment approaches to job design has taken broader perspective. The job design has various dimensions and approaches. They are job engineering, job enrichment, job characteristics, quality of work life and social information process.

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 IDENTITY, 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

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.
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

SOURCES OF DATA: Primary Data:


The major data is collected from the employees, labor, workers who are working

in S.C.C.L. This data indicates the various techniques aand plans performed by S.C.C.L, in order to motivate their employees, workers, and labor to work actively in their work.. So with these plans and techniques the company is gaining more turnover and moir profits with the help of its motivated employees.

Secondary Data:
This secondary data was collected from the Company about its progress and the companys development due to organizing various Motivational Techniques in the Company.

MOTIVATIONAL TECHNIQUES IN SCCL


INCENTIVE SCHEMES IN SINGARENI COLLIERIES CO. LTD.: Coal industry is labor oriented and wage cost forms around 54% of the total cost of the companys production. Performance of the Company depends upon the motivational levels of its Employees. Hence Company is motivating the employees by

introducing various Wage Incentive Plans. Financial Motivational Schemes were introduced more than 50 years back. These helped the management to achieve marked improvement in production and productivity. Industrial Engineering Dept (IED) will device different wage incentive plans for underground and opencast mines depending on the conditions of the mine. The wage implementation plans approved for implementation are of individual, group and both individual and group. Management is monitoring & revising and introducing new schemes to keep in pace with the changing needs. As on date, 42 Wage Incentive Plans are in operation. 73575 persons covered Wage Incentive Plan. 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. In all 715 of the total employees are covered under incentive schemes. The pay out is about Rs.25 crores during 2006-07. The incentive cost per tone is Rs.7.05, which forms 2% of the Wage cost and 0m80% of the total cost of production. The incentive earnings are calculated on weekly/fortnightly basis for piece rated employees and on monthly basis for other designations. 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.

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.

Project Incentive Plans They will be introduced as per the requirement of


the project as approved by the competent authority. Ex: Long wall Shifting, Inter Seam Tunneling etc.

Local Incentive Plans

These are also like Project Incentive Plans.

Rs.10, 000/- per month/mine will be sanctioned. Depending on the circumstances of the mine, scheme will be announced.

Reward Incentive Plans The schemes will be introduced for achieving


high productivity levels.

Special Incentive Plans They are introduced on special occasions. EX:


Profit Linked Annual Incentive Scheme for sharing of part of Annual Profits amongst all the employees.

Wage Incentive Plans in Operations


1. UG HS 2002 2. UG HS 2002 3. UG MM 4. UG MM 5. UG MM 6. UG MM 7. UG MM 8. Opencast Mines 9. Opencast Mines ---------Time rated personnel in Hand Section Mines. Piece rated personnel in Hand Section Mines. Road Header Technology. Long-wall Technology. Blasting Gallery Technology. Load Haul Dumpers. Side Dump Loader. Drainage. Conventional (Shovel/dumpers combustion).

10. Executives Working in OC, UG Mines and CHPs. 11. Clerical Staff 12. Departments 13. Departments 14. Departments ----Mines. Coal Handling Plans. Power Houses. Workshops.

15. Tipper Operations for Coal Transport. 16. Prospecting Drilling Crew. 17. Long-wall faces shifting in UG Mechanized Mines. 18. Tunneling Work in UG Mines.

MAN POWER STATUS IN S.C.CL

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. 2,580 108 3357 2382 1475 11164 4246 2258 7577 2501 9934 12158 1937 58,989 8,469 65 329 1454 2362 907 870 2074 408 1,039 799 1,000 2,198 560 720 714 456 393 2,406 1,778 12 14,766 Total 2,580 111 5,303 4,051 4,549 13,770 4,806 4,432 3,076 8,033 3,223 12,340 14,001 1,949 82,224 55,603 8,504 14,276 78,383 7679 2516 9357 13068 148 422 481 952 1,754 1,734 8,160 3,890 11,111 14,950 3227 1909 1398 9242 4557 2650 963 677 1997 456 1464 2377 UG OC Depts. 2,498 98 1,008 776 989 2,193 1,091 702 Total 2,498 98 5,198 3,362 4,384 11,891 7,112 5,729

SCCL-MANPOWER STATUS FROM LAST 7 YEARS


SCCL- MANPOWER
Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 April'07 May'07 june'07 Executives 2,374 2,381 2,341 2,371 2,372 2,463 2,509 2,518 2,520 2,604 Monthly Rated Staff 17,164 17,003 17,018 17,460 18,821 18,494 18,941 17,970 17,936 17,808 Daily Rated Workers 54,089 49,516 48,023 44,751 43,241 44,055 Piece Rated Workers 26,596 26,617 25,924 25,260 23,688 17,065 Badli Fillers 5,082 3,626 3,516 3,691 3,678 3,786
2490

Badli Workers 322 299 231 189 170 162 154 146 146 145

Total 105,627 99,442 97,053 93,722 91,970 86,025 82,224 78,628 78,511 78,383

43,262 14,868 2007-08(Current Year): 41,470 41,410 41,568 14,051 14,613 14,435

2,473 1,886 1,823

PERIOD OF STUDY:

This is top inform that the project work entitled A Study on EMPLOYEE MOTIVATION in employees of Singareni Collieries Company Limited Kothagudem, 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. 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. DATA COLLECTION METHOD: The research study is based on both primary and secondary data. For the purposes of primary data a questionnaire was designed and administered to the employees of the organization. The secondary data has been collected from the company manual.

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. 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 questionnaire was administered to Supervisors, Clerks, and Workers. The questionnaire consists of 20 close-ended questions and the respondents were asked to rate their views on them. The opinions of the respondents to these questions have been fitted on a five point ordinal scale as given: Strongly Agree Agree Dont 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 data collected was analyzed to opt necessary information with the help of tabulation and scaling techniques.
SAMPLING:

The size of sample was limited to 100 respondents only 25 supervisors, 50 clerks, and 25 workers. They are randomly selected from various departments of the organization. The various departments include Industrial Engineering Department, Human Resource Department Wing, Electronic Data Processing Wing, Main Hospital, Executive Establishment Cell, Main Workshop, Educational Society, Welfare Wing, Industrial Relations Wing, Personnel management Wing and Mines.

DATA ANALYSIS:
The data analysis mentioned in this project is completely collected from the Questionnaires which were collected from the employees, workers, labor of S.C.C.L. This data was formulated in twenty tables mentioned as below:

DATA COLLECTION DETAILS:


PERSONAL GROWTH ANDF DEVELOPMENT PERSONAL SATISFACTION AND SENSE OF ACCOMPLISHMENT. 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

Chapterization Scheme:

The study is divided into 5 chapters Title Introduction Company profile Data Analysis Welfare Measures in S.C.C.L Conclusions and Suggestions Limitations and Analysis

Chapter I II III IV V VI Appendices Appendix-I Appendix-II

Bibliography Questionnaires

CHAPTER-2 COMPANY PROFILE & INDUSTRIAL BACKGROUND

COMPANY PROFILE
In a developing economy like India, 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, Iron, Steel, Railways, Shipping and construction Industries etc., in addition, other industries like Cement, Fertilizers, Chemicals, 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, Petrol and solar energy, coal continue to be a major fuel material in any country. 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, Coal producing companies are in public sector and they are under the direct Administrative of the ministry of coal. The following public sector undertakings are dealing with coal production: A) B) Coal India Limited. Singareni Colleries Company Limited.

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. 01. 02 03. 04. 05. 06 07. Eastern Coal Field Limited (ECL), Sanctoria (West Bengal). Bharat Coking Coal Limited (BCCL),Dhanbad (Bihar). Central Coal Field Limited (CCL), Ranchi (Bihar). Northern Coal Field Limited (NCL), Singarauli (Madhya Pradesh). Western Coal Fields Limited (WCL), Nagpur (Maharastra). Mahanandi Coal Fields Limited (MCL, sambalpur (Orissa). Central Mine Planing and Designing Institute Limited (CMPDIL), Ranchi.

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, 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. The origin of the SCCL may be tracked back to the year 1871, when the coal was first discovered in the Nizam state at Yellandu. In those days, piligrims going to Bhadrachalam used to reveal by road, 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. Based on their report the authorities concerned, arranged though investigation and deposits were found to be quite huge around the village of Singareni. 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. In 1961 it become an public sector undertaking being managed by board of directors, appointed by the central

and state government. 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. OPERATING AREAS: SCCL is the company manager the coal mining operations in Andhra Pradesh keeping in pace with the increased demand. The SCCL has always been accelerating its production by opening new mines in all the Coal bearing areas in the State. In the process of expansion, the SCCL started its mining activity at Kothgudem (1937), Mandamarri (1958), Ramagundam (1961), Ramakrishnapur (1963), Manuguru (1974),and Bhupalpalli (1998) apart from carrying its mining activities at Yellandu. Presently operating its coal mining activities in underground mines and 1 Opencast Mines spread over in the Districts. For administrative convenience the company is broadly divided into three regions i.e., Kothagudem, Ramagundam, and Bhupalpalli and KOTHAGUDEM as the HEAD QUARTER.

The operational areas in SCCL are:


KHAMMAM DISTRICT ADILABAD DISTRICT : KARIMNAGAR DISTRICT WARANGAL DISTRICT : Kothagudem, Yellandu, and Manuguru. and Srirampur. : : Ramagundam. Bhupalpalli. Bellampally,Mandamarri,Ramakrishnapur

ORGANISATION STRUCTURE The successful performance of any institution depends on a large extent upon its organization structure. In structural sense, an organization may be defined as The process of identifying & grouping of work to be performed, defining, delegating responsibility, authority & establishing of relationship for purpose of enabling people to work most effectively together in accomplishing organizational objectives. 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. If the organization structure is not designed, the functioning of organization becomes difficult & ineffective. For the purpose of understanding the organization structure of SCCL an attempt has been here to discuss briefly its organization structure. 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. The overall authority for the management of the SCCL is vested with the Board of directors, which lays down the general policies of the company. The board of SCCL is composed of 10 members including the chairman and managing director.

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

LAND MARKS/MILESTONES OF SCCL:


1. Discovery of coal

1871 1989 1948 1951 1953 1954 1975 1981 1983 1984 1986 1986 1989

02. Commencement of Mining Operation 03. Introduction of Machine Mining 04. Introduction of Incentive Scheme 05. Introduction of Electric Lamps 06. Introduction of frame proof mining machine 07. Commencement of Opencast mining projects 08. Road Headers, side dump loaders, load have dumpers 09. Long Wall Face 10. Introduction of first 132/33 KVA Substation 11. Introduction of Computers 12. Introduction of Walking dragline in Opencast Mines

13. Introduction of French Blasting Gallery Technology

14. Introduction of input crushing & conveying technology In opencast mining 15. Introduction of Re-structuring capital base

1994 1994 1998-99 1998-99 1999-00 1999-00 1999-00

16. Re-structuring package 17. Elections for recognition of Trade union 18. All time record production of 29.556 million tones 19. All time record of 302 crores 20. 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. The department s its functions and their organization structures are included here.

THE DEPARTMENTS ARE:


Human Resource Development. Personnel Management. Electronic Data Processing. Executive Establishment Cell. SC Education Society.
Main Hospital.

Safety. Transport. Industrial Relations. Welfare Wing. Main Workshop

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, unfolding tapping potentialities of people in the presence in the future. As this department is concerned with present as well as future prospects of the employee, they feel secured and the employees are well motivated to perform their job efficiently. The functions are: Identify Trade Unions. Training Programs as per statutory and non-statutory. Processing Training Programs. Processing Training programs include approval, correspondence to internal and external authorities, and physical arrangement for training, organizing, feedback and evaluating the training. HRD provides statutory books by arranging telugu translation for supervisors.

Types of training programs are in house, external, and foreign. 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, which is primarily concerned with the human relationships within the organization. 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, Thus motives of the functions are:

Recruitment of NCWA employees and Executives. Departmental promotions of NCWA employees. Vacancy and time bound promotions. Reversion of NCWA employees. Confirmation of NCWA employees on appointments/ promotions/ placement/ up-gradations. Pay fixation and rectification of pay anomalies. Maintenance of roster registers as per rule of reservation by the Government and sending periodical returns to the Government. Attending to the AP Legislative Committees on welfare of SC/ST and BC from time to time. Verification of character and antecedents of employees on appointments. Verification of certificates provided by the employees for appointment/ promotion with the concerned. Sanction of allowance. Forwarding applications of employees for outside employment and issue of No objection Certificates/ Service Certificates etc. Issue of circulars on policy matters. NCWA National Coal Wage Agreement Issue of clarifications on the maters dealt at personal management section. Participating in the departmental enquiries. Court matters. Correspondence with Central Government and State Government including Honorable Ministers, MPs., MLAs on various matters. Attending union representations. Maintenance of records of staff members.

ELECTRONIC DATA PROCESSING


Electronic data processing department is established in 1976 at Kothagudem, the advantage of conservation of time is availed from this department, hence motivating the employees to perform their job easily. The main computerized activities of EDP are: Payroll. Material Managements system. Financial accounting system.

sThis department took assistance of CMC in Hyderabad for computers.Computers are first introduced at Kothagudem in 1986. Total recruitment is computerized. All Software Developments are made at corporate office only. Internal facility is available at corporate office only.

EXECUTIVE ESTABLISHMENT CELL


EEC deals with the service matters of executives in the company. There are executives on roll of the company. After completion of training, executive trainees are appointed as regular executives in their respective disciplines and since then their service matters are looked after by executive establishment cell. The executives are motivated to perform their job efficiently as they are given a separate cell to look after their service matters. There are 2346 executives on roll as on 28-02-2003. The functions are: Maintenance of personal files and records of all executives. Salary administration, fixation of pay, regulating allowance i.e.,

Underground allowance, Conveyance allowance, Officiating allowance.

Processing resignations and unauthorized absenteeism of the Annual performance appraisal reports. Maintenance of property returns being submitting annually. Forwarding applications of the executives for outside employment

executives.

issue of No objection certificates and Service Certificates, issue of No objection Certificates for obtaining passports. Maintenance of records pertaining to leave availed by executives, Issue of office orders of transfers of executives on the basic of grand of study leave, disability leave, and special leave. recommendations of Chief/Head of the Department.

EDUCATIONAL SOCIETY
Education facility is provided to the children of the SCCL Employees. 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. There are 17 schools and 3 colleges under SCCL Education Society. The Manpower in Educational Society is 20. They are in Khammam, Karimnagar, and Warangal Districts. There are 17,000 students and 750 teaching and non-teaching staff.

In 1990, 5 Telugu Medium Schools apart from the 17 Schools are Company gives 10 crores to run the Schools.

started in Godavarikani.

MAIN HOSPITAL
Hospital facility is provided to the SCCL Employees. This is provided so that the employees are motivated to perform more efficiently as the company is taking care of them and their family. Main Hospital was started in 1942.
Manpower is 43 of them General Duty Medical Officers are 22, Specialists

are 18 and one specialist and biochemist and one Microbiologist and one Senior Personnel Officer. There are 3 Ambulances and total beds in the hospital are 230. The services are provided for 24 hours. Hospital is mainly environmental friendly. Food facility is under the Main Hospital. Nursing School is under the Main Hospital. DIVISION KOTHAGUDEM RAMAGUNDAM RAMAKRISHNAPUR BELLAMPALLI BHUPALPALLI NO:OF DISPENSARIES 9 11 13 6 1

SAFETY

Employees feel secured if the company looks after the safety of the employees. Hence they are motivated to work more efficiently. For each mine one safety officer is present. Maximum working hours are 8 hours. For one day there are 3 shifts. Age limit of the workers is 20 years 50 years. If a worker is found to be unfit then monetary compensation is provided. One rescue team covers 3 areas. Exgratia of 2 Lakhs is given for workers killed in accidents in mines. At each rescue station, rescue training is given for workers. Workers are provided within helmet , shoes, safety lamps, co-detectors, 02 meters which working in UG Mines. Sanitation facility is also provided for workers both in OC & UG Mines. The cause of accidents are due to roof fall, side fall, rope fall, dumps, other machine, fall of objects, explosion, electrical etc., Serious & Fatal accidents. Risk Management Technique.

KOTHAGUDEM RESCUE STATION


This station is helpful to rescue the workers of there is any accident in the mine.
1. All Mines of Singareni are covered by kothagudem rescue station.

2. Kothagudem Rescue Station was started in 1985. 3. Total Manpower at kothagudem Rescue Station is 26. 4. Training is given for Workers who volunteer. Initial Training Refresh Training s14 Days. 8 Practices.

Out of every 100 workers, one worker is to be trained. For a long standing emergency, rescue station sends persons. The equipment is BG 174 closed circuit breathing apparatus.

INDUSTRIAL RELATIONS
IR is the branch of personnel management which is concerned with the study of people in relation to their work, the problems arising among employees, including wages and working conditions and the measures are to be taken for safeguarding the interest of Employees. As the company is concerned about maintaining industrial peace by negotiating with the workers if there exists any problem, the workers are well motivated to perform their job efficiently. The objective of SCCL industrial relations policy is to ensure industrial peace and hormony in the company with consequent improvement in discipline, production and productivity. In the long term, SCCL industrial relations policy aims at the objective of one industry one union. This policy received the approval of the board of directors on 17-08-1991, and the board made certain amendments on 28-08-98, 26-09-98 and 0505-99. 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. Only one Union will be recognized at company level. There will be one representative union in each area. The recognition/representative status is for 2 years. The Union recognized at company level may represent and discuss any issue on behalf of the workers either at company level or area level.

The representative union for an area can represent the issues pertaining exclusively to that area. Any indulgence in or any encouragement of violence, immedatory tactics, illegal strikes or violation of code of discipline shall render the recognized representative unions liable to forfeit the status of recognition.

WELFARE WING
The SCCL is taking all possible measures to provide Welfare amenities to its Employees, particularly in the fields of health, sanitation, residential accommodation. Education to workers children, supply of water, laying of roads, improving health awareness among employees and their families through communication cell, sports, and games to provide recreation in addition to various social security schemes. These are provided in order to motivate the employees to work more efficiently.

Housing:
As on 31-03-2003 there are 46,894 quarters existing in all the areas of company. 620 quarters are under construction. The housing satisfaction is 48.37%.

Medical & Health:


Every worker seeking employment in the company is subjected to through medical examination at the time of initial employment. Thereafter, he undergoes periodical medical examination once in a block of every 5 years, SCCL is having 6 area hospitals, 1 Main Hospital at Kothagudem and 43 dispensaries having 1,006 bed and 57 no: of ambulances provided. The ratio between employees and beds is 100:1

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. 12% (Equal contribution). Premium Payable @ Rs.230/- Years @ Rs.10/- per Employee @ Rs.200/- per Month Amount Payable Rs.10,00,000/Rs.10,000/Rs.20,000/-

(Compound Interest 9.5% is paid from 2001-2002 on the accumulation per annum). 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. Employer employees: An amount equivalent to two one third contribution present of salary of the employee. Central Government Contribution: An amount equivalent to one and two third percent of the salary of employee.

MAIN WORKSHOP
There are 2 sections in the Main Workshop Mechanical Cadre and Electrical Cadre. The Manpower in Mechanical Section is 156 and Electrical Section is 60. There are 6 sections in the Mechanical Cadre: Tub Manufacturing Section. Carpentry and Lorry bodybuilding. Haulers and Fabrication. Cast Iron Foundry.

Machine shop. Electrical Cadre Services contains two functions Outdoors and indoors. Outdoor Functions are: Transmission and Distribution line repairs. Power Distribution Transformer. Erection Transformer. Colony Maintenance. The Indoor Functions are: Transformer Servicing and Overhauling. Transmission of Oil Filtration. Motors repairs and rewinding. HT & LT Switches/Circuit breakers. Repairs and Overhauling

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

organization to know their level of motivation and their satisfaction regarding the motivation aspects of the company. DATA COLLECTION METHOD: The research study is based on both primary and secondary data. For the purposes of primary data a questionnaire was designed and administered to the employees of the organization. The secondary data has been collected from the company manual.

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. 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 questionnaire was administered to Supervisors, Clerks, and Workers. The questionnaire consists of 20 close-ended questions and the respondents were asked to rate their views on them. The opinions of the respondents to these questions have been fitted on a five point ordinal scale as given:

Strongly Agree Agree Dont 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 data collected was analyzed to opt necessary information with the help of tabulation and scaling techniques.

SAMPLING: The size of sample was limited to 100 respondents only 25 supervisors, organization. The various departments include Industrial Engineering Department, Human Resource Department Wing, Electronic Data Processing Wing, Main Hospital, Executive Establishment Cell, Main Workshop, Educational Society, Welfare Wing, Industrial Relations Wing, Personnel management Wing and Mines. 50

clerks, and 25 workers. They are randomly selected from various departments of the

DATA COLLECTION DETAILS: 1. PERSONNEL GROWTH AND DEVELOPMENT: Jobs should be aimed at expanding the employees capabilities and at developing of self and using their skills and creative abilities. The job must

provide development self-esteem, a sense of identity, opportunity for advancement and self-improvement. This question was to find out whether their jobs provided them opportunity for personal growth and development. Table No. 1 Categories Supervisors Clerks Workers Total Strongly Agree 15 15 13 43
PERSONNEL GROWTH AND DEVELOPMENT

Agree 10 30 10 50

Dont 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, 62.8% of Clerks and 50% of workers agree the statement that their job provides them an opportunity for personal growth and development.

1. Personal Growth and Development:

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.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. Through this question an attempt is made to

find out whether the job provides personal and a sense of accomplishment to the respondents. Table No. 2 Categories
PERSONAL SATISFACTION AND SENSE OFACCOMPLISHMENT

Strongly

Agree 10 28 11 49

Dont 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:

66.7% of Supervisors, 50% of workers strongly agree and 54.2% of Clerks agree to the statement that their job provides them personal satisfaction and sense of accomplishment.

2. Personal Satisfaction and Sense of Accomplishment:

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. APPROACHABLE AND FRIENDLY SUPERIOR:

Supervisory styles have a great impact on motivation. Employee motivation increases when immediate supervisor understand and friendly, offers praise and recognition for good performance, listens to the employees opinion and shows

personal interest in them. Therefore, this question is a friendly relationship with the supervisors.

Table No. 3

APPROACHABLE AND FRIENDLY SUPERIOR

Categories

Strongly Agree

Agree

Dont 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

66.7% of Supervisors strongly agree, 54.5% of clerks and 60% of Workers agree that there is superior which is approachable and understanding.

3. APPROACHABLE AND FRIENDLY SUPERIOR:

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:

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, if properly motivated. The work atmosphere must be such that it will arouse the motivational level of employees of the organization.
Table No. 4 Congenial Work Atmosphere

Categories Supervisors Clerks Workers Total

Strongly Agree 9 15 9 33

Agree 16 25 11 52

Dont Disagree Know 0 0 0 0 0 8 2 10

Stongly disagree 0 2 3 5

Source: Questionnairess INTERPRETATION: 72% of Supervisors strongly agree, 46.5% of Clerks and 46% of workers agree that there is congenial atmosphere in their organization.

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

05. CO-OPERATIVE AND HELPFUL CO-WORKERS: In any organization it is important that the people working together act as motivators for one another. Having friendly and supportive co-workers leads to increased motivation and job satisfaction. This question was posed to find out to which there is co-operation among the workers. Table No. 5 Categories Co-operative and Helpful Co-workers Dont 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:

66.7% of supervisors strongly agree, 62.8% of clerks and 40% of workers agree that their co-workers are co-operative and helpful.

5. 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

06. WAGES AND BONUS: Money can never be overlooked as motivation. The organization offers wages, which become incentives for individuals to join the organization. The wage structure should be such that it motivates the present and prospectus employees of the organization. The question tries to elicit information about the respondents feelings towards the wage and bonus they receive.
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

Dont 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.

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

07. 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. In the absence of any kind of relaxation and recreation, the workers may become inefficient, shrink work and his performance level, efficiency and productivity level may drop. 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.
Table No. 7 Recreation and Entertainment Facilities

Categories Strongly Agree Agree Supervisors 17 8 Clerks 21 24 Workers 10 8 Total 48 40 Source: Questionnaires INTERPRETATION:

Dont 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, Clerks agree that the recreation and entertainment is necessary after working hours.

07. RECREATION AND ENTERTAINMENT FACILITIES:

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:

Ones attitude towards security is an important consideration in choosing a job. 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. This question tries to probe if the respondents feel 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

Dont 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 64.8% of Clerks strongly agree and 48% of Workers agree that their job provides them security and stability in life.

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

09. 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. This question was posed to the respondents to find out if there is enough autonomy and independence in the organization.
Table No. 9 Operational Autonomy and Independence

Categori e Strongly Agree Agree 15 24 5 44 Dont 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, 49% of Clerks agree that there is operational autonomy and independence in the organization.

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:

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

Categori e

Strongly Agree Agree

Dont Know 0 3 0 3

Disagree

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 respondents 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

Dont 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

Dont 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.

12. 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

13. FAVORITISM AND DISCRIMINATION:


Existence of discrimination and favoritism in any organization is not a healthy sign. They can demoralize the employees. These can create misunderstanding and conflict and may also lead to unpleasant interpersonal relationships in the organization. Therefore, 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

Dont 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, 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

14. 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, people will try for that if avenues for promotion exist. Promotion provides opportunity for personal growth, more responsibility and increases social status. Table No. 14 Categories Scope for Advancement Strongly Agree Dont 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: 74.8% of supervisors agree, 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

15. ENCOURAGEMENT OF TRAINING & LEARNING:


The superior subordinate relationship emphasizes that superior take decision and subordinates implement them. However, in such a decision making process, the subordinate does not feel very enthusiastic in implementing decisions. As such subordinate should also be associated with decision making process. The question tries to find out if the employees at lower levels are involved in decision making process. Table No. 15 Categori e Encouragement of Training and Learning Strongly Agree Agree 15 25 11 51 Dont 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

68.45% of supervisors, 60.5% of clerks and 46% of workers agree that they are provided encouragement for training and learning.

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

16. INVOLVEMENT DECISION MAKING:


The superior subordinate relationship emphasizes that superior take decision and subordinates implement them. However, in such a decision making process, the subordinate does not feel very enthusiastic in implementing decisions. As such subordinate should also be associated with decision making process. The question tries to find out if the employees at lower levels are involved in decision making process. Table No. 16 Categori e Strongly Agree Involvement in Decision Making Agree Dont 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, 46.4% of clerks and 40% of workers agree that they are involved in decision making.

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

17. NEED FOR GREATER WELFARE MEASURES:


Welfare amenities are needed to combat the sense of frustration of the industrial worker, to relieve him of personal and family worries, to improve his health, to afford him a means of self-expression and to help him see a wider conception of life. The question was posed to the respondents to know their feelings about the welfare amenities provided to them. Table No. 17 Categori e s Supervisors Clerks Workers Total Need for Greater Welfare Measures Strongly Agree Agree 9 15 9 33 10 27 10 47 Dont Know 3 0 0 3 Disagree Strongly Disagree 0 0 3 3

3 8 3 14

Source: Questionnaires INTERPRETATION:

46.7% of supervisors, 60% of clerks agree and 45% of workers strongly agree that there is need for greater welfare measures.

17. 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

18.STANDARD OF LIVING:
All those goods and services, which a particular class of society is accustomed to use, determine its standard of living. As labour production depends on provision for better standard of living, the organization can motivate and encourage the employees by providing them sufficient means to obtain the minimum necessaries of life. The question tries to elicit the respondents response regarding the standard of living. Table No. 18 Categorie Strongly Agree Agree s Supervisors 10 12 Clerks 5 36 Workers 8 10 Total 23 58 Standard of Living Dont Know 0 6 0 6 Disagree 3 3 4 10 Strongly Disagree 0 0 3 3

Source: Questionnaires

INTERPRETATION: 55% of supervisors, 78.32% of clerks agree and 40% of workers strongly agree that their job enables them to meet the needs of socially determined standard of living.

18.STANDARD OF LIVING:

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:

Employees prefer physical surroundings that are not dangerous or uncomfortable. Temperature, light, noise and other environmental factors should not be either extreme. Also most employees prefer working relatively to home, in clean and relatively modern facilities and with adequate tools and equipment. The question was posed to find out the respondents perception of the physical working conditions in the organization. Table No. 19 Categorie s Supervisors Clerks Workers Total Strongly Agree Agree 6 15 9 30 15 30 10 55 Physical Working Conditions Dont Know 0 0 2 2 Disagree 2 5 2 9 Strongly Disagree 2 0 2 4

Sourcing: Questionnaires INTERPRETATION: 74.6% of supervisors, 68% of clerks agree and 47.3% of workers strongly agree that there is need for better physical working conditions.

19.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

20.

NECESSITY OF REWARDS AND INCENTIVES:

Money has become a means not only to satisfy the physical needs of daily life, but also for obtaining social position and power. In addition to the financial incentives, the management provide non-financial incentives to motivate the people working in the organization. The importance of non-financial incentives is to provide psychological and satisfaction to the employee in the organization. Table No. 20 Categorie s Supervisors Clerks Workers Total Necessity of Rewards and Incentives Strongly Agree Agree 5 26 9 40 17 18 10 45 Dont Know 0 0 2 2 Disagree 0 6 2 8 Strongly Disagree 3 0 2 5

Sourcing: Questionnaires INTERPRETATION: 75.4% of supervisors, 66% of workers agree and 68.5% of clerks strongly agree that rewards and incentives are necessary to motivate a person at work.

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

21. At the end in Questionnaires, the employees are asked to list out 2 important factors that motivate them more effectively. This was an open-ended and the responses were noted down.

The important factors that motivate the employees to work are:


Chance for personal growth and development. Status and Prestige. Recognition and Appreciation. Necessity. Career. Facing challenges in the job. Working atmosphere. Welfare facilities. Urge to learn something new and an opportunity to gain knowledge.

CHAPTER-4 WELFARE MEASURES IN SCCL

WELFARE MEASURES
The SCCL is taking all possible measures to provide welfare amenities to its employees, particularly in the fields of health, sanitation, residential accommodation, education to workers children, supply of water, laying of roads, improving health awareness among employees and their families through communication cell, sports and games to provide recreation in addition to various Social Security Schemes. 01. Housing :- As on 30.11.2006 there are 47, 125 quarters existing in all the areas of the Company. 4596 quarters are under construction. The Housing satisfaction is 58.79%. 02. Medical & Health:- Every worker seeking employment in the Company is subjected to thorough medical examination at the time of initial employment. Thereafter, he undergoes Periodical Medical Examination once in a block of every 5 years. SCCL is having 6 Area Hospitals, 1 Main Hospital at KGM and 40 Dispensaries having1008 beds and 37 nos. of ambulances provided. Wherever specialized treatment is required either for the employees or their dependants, they are referred to Super Specialty Hospitals outside the Colliery areas.

As Family members/attendants of employee patients are finding it difficult to have accommodation at Hyderabad, SCCL has provided accommodation for them asunder: 1) 10 Rooms in Ramnath Ashram near Osmania General Hospital, Hyderabad. 2) One Hall in II Floor of Siva Ganesh Chowltry situated near NIMS, Hyderabad which can accommodate 25 persons. 3) The details of Family Planning Operations (Vasectomy and Tubectomy) conducted in SCCL Company hospitals are furnished here under: Sl. No 01 02 03 04 05 06 Period April, 2001 to March, 2002 April, 2002 to March, 2003 April, 2003 to March, 2004 April, 2004 to March, 2005 April, 2005 to March, 2006 April, 2006 to July, 2006 No: of Family Planning Operations 2,046 1,474 1,551 1,543 1,468 474

In view of the need to encourage Vasectomy, it is decided to increase the Cash Incentive of Rs.1,000/- for Vasectomy, while retaining the cash incentive for Tubectomy at Rs.800/-. This is in addition to the incentive amount given by Andhra Pradesh State Government.

The Company is having Health Department in each area to look after the maintenance of sanitation. 03. (a) Social Security Schemes:Insurance Schemes: Sl. No 1. JPAIS 2. FBIS 3. Group Insurance 4. Group Service Linked Insurance Scheme (GSLIS) (b) Premium payable @Rs.280/- for 2 years @Rs.10/- p.m. per employee @Rs.200/- per month @Rs.100/- per month @Rs.65/- per month @Rs.60/- per month Amount payable Rs.1,00,000/Rs.10,000/Rs.40,000/Rs.2,00,000/Rs.1,00,000/Rs.65,000/Rs.60,000/-

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 31.03.1996 and 2% of the national salary from 01-04-1996 + an amount equivalent to one increment calculated

on the basis of salary as on 1stday of July, 1995 of employees appointed after01.07.1995 or the date of joining whichever is later.

Employee and Employers:

An amount equivalent to two and one third contribution percent of salary of the employee.

Central Govt. contribution : An amount equivalent to one and two-third percent of the salary of the employee. 04. 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 companys service due to various reasons in respect of an employee. The following terminal benefits can be processed by ATB Cell at the Area level as per the CircularNo.CRP/PER/WEL/ATB/3565, dated 05.10.2002. 01. Coal Mines Provident Fund 02. Coal Mines Pension Scheme 03. Gratuity 04. FBIS (Death) Claim 05. Refund of FBIS Accumulations 06. Group Insurance Scheme 07. Janatha Personal Accident Insurance Scheme The ATB Cell at each Area is functioning w.e.f. 15-10-2002. The Area Terminal Benefits Cell at each Area consisting of one P.M / Dy.PM / Sr.P.O and an Officer from F&A Dept., and assisted with two clerical staff. The

Terminal Benefits Cell will function under the charge of Head of the Area Personnel Dept., and process all terminal benefits in the form of a single window for speedy settlement of all the terminal benefits.

05.

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. If the claimant opts for lumpsum amount of Rs.3Lakhs or payment of Monthly Monetary Compensation @ Rs.4000/- per month the same is being considered and settled on priority in lieu of Dependant Employment.

06.

Group Gratuity Scheme with LIC of India: a) This Scheme is effective from 11.12.2003 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. 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, in case of unfortunate death of the employee, LIC would also pay gratuity for the service the employee would have rendered until retirement had he been alive. d) The total of (b) and (c) shall be restricted to Rs.3,50,000/- or the ceiling as prescribed in the Payment of Gratuity Act from time to time.

07.

Ex-gratia:-An amount of Rs.30,000/- as ex-gratia w.e.f. 01.01.2005 is being paid to the bereaved family of the workmen died in mine accidents in accordance with the provisions of National Coal Wage Agreement.

08.

Matching grant:- Management is giving matching grant subject to a maximum of Rs.1,00,000/- (w.e.f. 01.07.2004) in case of death of a workman due to Mine Accident while in service and Rs.15,000/- 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.

09.

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. As per various settlement, 344 nos. of dependants provided employment during the year 2005-06 ( 31stMarch, 2006) and April to December, 2006 is184. In the financial year 2002-03, a settlement was arrived at on 08.03.2002 with the Recognized Union on payment of Monetary Compensation in lieu of dependant employment under Company Voluntary Retirement Scheme (VRS on health grounds).There are about 3075 dependants waiting for employment under Company VRS. Out of which, 2866 cases have been settled as on 31.12.2006 for payment of monetary compensation / lumpsum payment of 24 months wages last drawn in lieu of dependant employment.

10. 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

arose from 02-10-1991, in accordance with the Memo. of Settlement dated 31-071997. As per the guidelines of JBCCI implementation, the claims are being received from areas for settlement of MMC, as on 31.12.2006, 1798 claims have been settled and sanction of Payment Orders released to pay the beneficiaries @ Rs.3,000/- per month in case of Death in harness and Rs.4,000/- per month in case of Fatal / Mine Accident.

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.3Lakhs in lieu of Dependant Employment / MMC, in respect of the cases of Death / Board Medical Unfit pertaining to the period 01-01-1998to 31.12.2000. As per the guidelines stipulated therein, 3394 Nos. of lumpsum claims have been settled as on 31.12.2006. Subsequently, the scheme has been extended for those cases of death / BMU arose upto31-12-2005. 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

2005-06 2006-07

392 68

11.

EDUCATIONALFACILITIES: a) No. of High schools and Upper Primary Schools run by S.C. Educational Society b) No. of Degree Colleges (Women) c) No. of Junior Colleges (Women) : : 1 1 : 18

The above educational institutions are running by S.C. Education Society. 12. Grant of Scholarships to merit students, 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, a Scholarship of Rs.6000/- 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. No. of students being granted scholarship year-wise are given hereunder. YEAR 1998-99 1999-00 2000-01 NO OF STUDENTS AWARDED SCHOLARSHIPS 14 12 22

2001-02 2002-03 2003-04 2004-05 2005-06 TOTAL

22 22 20 36 27 175

In addition to the above merit scholarships, from the year 2004-05, 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. 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, in each academic year. Further, it is also approved to award a scholarship of Rs.6000/- 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. This will become operational from the academic year 2004 -2005. Approval was accorded for awarding of 2merit scholarship @ Rs.6000/- per year to the children of employees to those who got admission into BITS Pilani through BITSAT from 2005-06 onwards.
13. 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, a scheme was formulated for extending the financial assistance as a welfare measure from the year2004. The candidate who qualifies in main examination will be considered for awarding financial assistance @Rs.12,000/-, Rs.8,000/- and Rs.4,000/-, as the case may be, for the children of workmen (06 nos.) / Supervisory staff (03 nos.) / Executives (01 no.) respectively

as per order of merit. Further the said scheme is effective from 2005 onwards on the same guidelines.

14. Special Welfare Amenities Programme:-The Company is providing several

facilities in the workers colonies like Water supply, power, roads, sanitation, drainage, street lighting etc. The special welfare amenities include drains, sanitary lines, removal of garbage, replacement of doors and windows, roads, sulabh toilets, buildings repairs etc. Under the special Welfare Measures. The details of Area-wise funds allocated and utilized under SWAP-V Programmed as on 30.11.2006, are furnished hereunder: Under SWAP SWAP-I SWAP-II SWAP-III SWAP-IV SWAP-V Sanctioned(In Lakhs) 455.57 373.46 1154.08 1776.50 2370.00 Expenditure(in Lakhs) 369.89 338.14 1063.60 1491.69 2003.43

15. OTHERWELFARE SCHEMES: As instructed by the Director (PA&W), other Welfare schemes like (1) Tricyclescheme (2) Voluntary Sweeping (3) Development of Parks and maintenance of parksand play-grounds etc., have been monitored. 16. Leprosorium:- Medicines and provisions (Rice, Dal, Oil etc.) are being supplied for patients of Leprosy at Kothagudem (Hemachandrapuram) by the Main Hospital authorities once in a week.

17. Singareni Collieries Cooperative Central Stores Limited: The Singareni Collieries Company Limited has established S.C.Co-operative Central Stores Limited (popularly known as Singareni Super Bazaar) in which, the workmen of SCCL are members. The infrastructure facilities like buildings and furniture are being provided by SCCL to the Super Bazar. A total 44 Sales Depots of Super bazar (including Gas Go downs and Distribution Points) are functioning in the coal field areas. 18. 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.P. Gas cylinders in a year. Thus, the use of coal for cooking purposes in households is banned by not supplying coal to the SCCL employees. The SCCL arranged 19 Nos. LPG Distribution Points in all over the Collieries Areas for the benefit of the employees through Singareni Super Bazar. 19. 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. 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, purchase of two wheelers etc.. Depending upon the financial status of each Coop. Credit society, personal loan to a maximum of Rs.1,00,000/- is being granted by the society to the member employee. The Cooperative Credit Societies would also accept the deposits from the member employees. Further, the maximum amount may varies from one Cooperative Society to another Cooperative Society as per their discretion.

20.

Canteen:-60 Canteens are maintained by the management at the mines and depts.

21. a)

Community Development Programmes:Community Buildings / Centers:In order to provide recreation facilities, the company has constructed recreation clubs and community halls in the coal field areas. No. of Community halls No. 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. Work People Sports & Games Associations (WPS&GGA) are formed in all the areas. Even though SCCL is not a subsidiary of CIL, it is one of the participants in the Sports & Games being conducted on All India basis under the banner of CIL Inter Company Tournaments. The Company has also been encouraging the employees to participate in the Inter District, State Level Tournaments conducted by Sports Authority of A.P. (SAAP). The players from the Company have also participated in the National / International level Meets and won the medals. SCCL is encouraging the workmen and their children to participate in the sports and games events to keep up better health, leading to personality development. SCCL teams are being sent to participate in All India Coal Fields Tournaments.

No. of play grounds No. of stadia No. of Swimming pools

: : :

10 8 16

Preparations for summer games: An amount of Rs.2.00Lakhs has been sanctioned in the Sports Budget for the year 2005-06, for summer coaching camps to Employees children. 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, coaches will be arranged, to ensure employee children do actively participate in the summer coaching camps to improve their skills. Further, during December, 2005 Traditional Games like Kabaddi, Tug-of-War Valleyball etc. were organized in each Unit to promote the sporting spirit among the employees. An amount of Rs.5Lakhs was sanctioned in the Sports budget for the year 2005-06 for the said purpose. 22. SCOUTS & GUIDES: The SCCL has started Bharath Scouts & Guides Singareni Collieries District Association in the year 1977. SCCL is giving financial assistance to the S.C. District Association for enrolling the Scouts, Guides, Rovers and Rangers from among the employees and the school children in the coal field areas. The Bharath Scouts & Guides S.C. District Association is undertaking voluntary services to provide assistance at the time of Eye Camp, Health Camp, Pulse Polio programme etc., 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.

The Baden Powel Crew and Singareni Rangers Team, Singareni District Association, Kothagudem won the 9th and 10th Upa-Rashtrapati Award 2005 and the rally camp held from 14th to 17th June, 2005 at National Headquarters, New Delhi. As such, two Crew (Rangers & Rovers Team), have participated in the Rally and received the Award from the hands of Vice-President of India.

23.

Vocational Training for employees children:Singareni Seva Samithi (SSS) being registered under Andhra Pradesh Public Societies Act shall take up all Educational Training Programmes, Selfemployment Schemes, 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- employees only. 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, screen printing, dress making and electrical courses etc., in the coal field areas. SCCL imparting training in 14 categories through Khadi Gramodyog Maha Vidyalaya, Rajendra Nagar, Hyderabad under the aegis of Singareni Seva Samithi.

24.

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, the SCCL is organizing free coaching camps to the willing persons to enable them to participate in the Army & Police recruitments. The unemployed children who are

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.

The statement showing the No. of candidates imparted training and selected in Army / Police /Para-military recruitments.

Area Corporate Kothagudem Yellandu Manuguru RG-I,II,III&IV areas Bhoopalpalli Bellampalli Mandamarri Srirampur 25. Womens 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. Under this Act Women employees are sanctioned Maternity Benefit Leave.

b)

In all the Areas, Womens Cells has been constituted with the women employees for effective function and to redress problems of women employees

relating to their employment in writing to the Convener of Womens Cell concerned. The Convener of the Womens Cell of the Area concerned was advised to conduct regular meetings with the Committee members for redressal of the grievances of the women employees. Corporate Womens Cell involving all the women employees of Corporate have been celebrating the International Day for Women on 8thMarch every year by conducting quiz, cultural programmes etc. 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, health and hygiene, literacy, childrens education, safety, post retirement planning etc, an association called Singareni Employees Wives Association(SEWA) has been constituted in all the Areas with the active participation of Wives of employees. d) Quiz programme and elocution competitions were conducted for women employees, spouses of employees and children of employees in each Area and mementos were presented on the occasion of International Day for Women. 26. LITERACY PROGRAMME IN SCCL: In SCCL there are thousands of unskilled workers, working in underground mines. In the survey conducted in the year 2001, it was found that about 33,860 workmen were illiterate, who cannot read or write in Telugu. Further, about 41310 nos. of spouses of workmen were also illiterate. SCCL took up literacy classes in coordination with the concerned District Literacy Mission to make the illiterate workmen literate on time bound basis. In order to achieve this objective, SCCL engaged a professional organization called M/s. LEADS to conduct literacy classes at the work place, an hour before the beginning of the shift for the benefit of illiterate workmen. SCCL also utilized the services of teachers working in the educational societies run by SC Educational Society and NSS Volunteers in this programme.

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.

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.

The officers, the educated clerical staff, teachers and NSS volunteers who were involved in this programme were paid nominal amounts as a token of recognition. In order to motivate the illiterate workmen to attend the literacy classes, a household steel article worth about Rs.150/- was presented to each of the workman who became literate. STATEMENT SHOWING AREA-WISESTATUS OF LITERACY PROGRAMME:
A) Status about literacy of employees:

SL.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.I RG.II RG.III RG.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

B) Status about Literacy of Spouses: SL.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.I RG.II RG.III RG.IV BHPL BPA MM SRP IK&CH NR TOTAL 41310

27.

Using TV media for Safety Publicity: Communication Cell:- 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. Communication through letters, pamphlets,

posters and through electronic media i.e., Telecasting through SITI cable. 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.V. 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.CRP/PER/IR/G/234/1025, dated13.5.2003. As such, the following works are implementing 1) Padayatras:-A team of about 30 members consisting of executives, best workmen, member of SSS&SEWA etc., on 1stof every month from 9.00 AM to 12.00 Noon indifferent colonies by rotation with appropriate banners/play cards etc. 2) Mine Sadassu: On15thand last day of the month from 4.00 PM to 5.30 PM to be conducted by the Manager and all the executives with workmen and family members. 3) Sadassuin Departments: On 15th and last day of the month from 4.00 PM to 5.30 PM to be conducted by the HODs and the executives as in the case of Mines. 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 6.30PM. 5) 6) 7) 8) 9) Weekly Press Meet. Singareni Tarangalu through SITI Channel (quality programmes to be produced). Singareni House Magazine (Singareni Varthalu). Monthly News letter type poster (Singareni Samachara Prabha). "Singareni Sravanthi" through AIR (FM) Kothagudem

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,2004 at Srirampur and moving around Singareni at 2 days in each Area. During its stay for the days in each Area various Audio-Visual Programmes like safety songs, songs on Paryavaranam, teleplays, tele-films tele skits and Burrakattas, Oggukattas etc. are being displayed in the colonies. There is very good response for the Karmika Mitra from all walks ofpeople. 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. In this programme Safety, Welfare, Industrial Relations, Singareni SevaSamithi (SSS) and Singareni Employees Wifes Association ( SEWA) etc. are telecasted in Live and Officials talk to the Singarenian scallers and clarify the doubts. This programme is telecasted from 11.00 am to 12.00 Noon every Sunday. Dated1stJanuary, 2007

CHAPTER-5 CONCLUSIONS & RECOMMENDATIONS

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. Where there is a strong positive motivation, the employees output increases. Motivation is closely related with the micro perspective of organizational behavior. The findings from responses have thrown light on the degree to which motivators and de-motivators are present in the organization. Motivation is always necessary for all the employees. There are many factors in this organization. Employees are not just motivated by money factors., but factors like work atmosphere, responsibility, recognition and appreciation. 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. The employees are satisfied by factors like security, wages, interpersonal relations and supervision in the organization. For building confidence in the employees, it is even important to the management to make the employees participate in the decision making process. There is operational autonomy and independence in the organization. The motivators, as stated by Herzberg in his Two factor theory like recognition, possibility of personal growth and development, advancement, work itself and responsibility are adequately present in the organization.

The employees are satisfied with the encouragement provided by the management for training and learning. In SCCL, there is no disparity between the personal goals of the employees and the organizational goals.

RECOGNITIONS: A progressive organization like SCCL can pursue its goals more vigorously if it should make some mid-course corrections in its personnel policy. Towards this end the following recommendations are made: The superior should try to understand the employees, their qualities, identify their need patterns, and also provide them suggestions for achieving the goal of an organization as well as individual goals. The superiors should try to find out the causes for dissatisfaction among the employees and solve their problems through counseling and discussions. 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, physical exercises etc., to make them relieve from stress and tension. More recreation and entertainment facilities should be provided. The employees should be provided opportunities for self-motivation in order to serve the organization better.

CHAPTER-6 LIMITATIONS & ANALYSIS OF THE STUDY

LIMITATIONS OF THE STUDY

The response may be biased due to the fear of reprisal from top management. Heavy reliance is placed on information provided by the respondents i.e., only primary data is emphasized.

Respondents in the workers cadre are not adequately qualified, giving rise to the possibility that they may have not understood the questionnaire fully. In the process of translation of the questionnaire into the language by the interviewer, there is a possibility of misinterpretation on the part of the respondents and therefore misinterpretations of their actual answers.

ANALYSIS:
As the company is providing means for developing the skills of the employees by giving training. Executives and workers feel that their job provides them an opportunity for personal growth and development. 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. The superior subordinate relationship is good in Singareni.

Most of the employees feel that there is a congenial atmosphere in the organization as there are no indifference among the employees, which in turn make the employees to work efficiently. As there is friendly and supportive atmosphere, the employees feel that co-workers are cooperative and helpful. As the company is providing wages according to the qualification, designation and experience of the employees, the employees feel that the wages are commensurate to their job. As entertainment recreation facilities are necessary to overcome boredom, monotony, and fatigue caused by the work, the employees feel that there is need for recreation and entertainment. As SCCL is a government company and the security of the job is more provided they work hard and dedicatedly. So the employees feel that their job provides them security and stability in life. To some extent the employees are given freedom in scheduling the work and determining the procedures to be used, so most of the employees feel that there is operational autonomy and independence in the organization. Employee tend to prefer jobs that give opportunity to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well they are performing in their job. As these are present in Singareni, employees feel that there is vide variety and challenging in their job. Every employee has his/her own aspiration to have a good career. As the company is providing training for upgrading the skills of employees in order to find means to attain organizational goals, thus in turn fulfilling personal goals of the employee, the employees feel that there is no disparity between their personal goal and organizational goal.

Most of the employees feel that efficiency and hard work is recognized and suitably rewarded. Recognition means acknowledgement with a show of appreciation. 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. To some extent, employees of the clerical cadre are not satisfied with the prospects for reaching higher position in the organization through hard work and efficiency. They feel that up gradation of knowledge is also necessary to reach higher position in the organization. The company is providing training classes for the employees. Hence most of the employees feel that there is encouragement for training and learning. Most of the employees feel that they are involved in decision making. 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. Some of the employees feel that there is need for greater welfare measures. For example, they are not satisfied with the canteen facilities available. 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. SCCL employees are satisfied with the physical working conditions. The employees agree to the fact that rewards and incentives are necessary to motivate a person at work. As the company is providing various incentive schemes for the employees, they are motivated to work efficiently.

APPENICES
Appendix-1- Bibliography Appendix2-Questionnaires

Appendix-1

BIBLIOGRAPHY
* * * * C.B. Mamoria, Personnel Management, Himalaya Publishing house,1999. Bhagoliwal T.N. Personal Management and Industrial Relations. III Edition, Sahitya International Editions. L.M Prasad, Organizational Behavior, Third Edition, Sultan Chand & Sons. Bhawan, 1933. Luthans Fred, Organizational Behavior, Seventh Edition, McGraw-Hill

Appendix-2

QUESTIONNARIES
QUESTIONNAIRE
Name Age Qualification Time of service Designation : : : : :

Please mark one of the five responses: 01. 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

02. 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 your superior (Executive/superior) approachable and understandable? [ ] a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 04. Is there a congenial atmosphere in your organization? [ ]

a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 05. Are you co-operative and helpful? [ ]

a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree

06. 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 your job provide security and stability in your life? [ ]

a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 09. 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 two factors variety as well as challenge present in the organization?[ ]

a) Strongly agree b) Agree c) Don't know d) Disagree e) Strongly Disagree 11. 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. 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. 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. 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 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. 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

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. 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. 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. List out two important factors that motivate a person to work. [ ] a) b)