MARWARI COLLEGE, RANCHI

A SUMMER TRAINING PROJECT REPORT

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

HUMAN RESOURCE DEPARTMENT

UNDER THE GUIDANCE OF

Ms. RASHMI DAYAL
General Manager (P&IR)

SUBMITTED TO:-
PROF. RANJAY KUMAR QUMRESH
DR. PRACHI PRASAD

1
 INTRODUCTION

TYPE :- COAL SERVICE PROVIDER

AVAILABILITY :- COUNTRYWIDE

OWNER :- GOVERNMENT OF INDIA(U/T)

KEY PEOPLE :- CHAIRMAN & CHIEF MANAGING

DIRECTOR- SRI GOPAL SINGH

FOUNDED :- 16TH CENTURIES INCORPORATED IN 1ST

NOV 1975

WEBSITE :- WWW.CCL.IN

2
 TRAINING PROJECT REPORT

(From 02.06.2018 to 27.07.2018)

Submitted by

KUMARI KAJOL
Under the guidance of

P. K. Lala
Dy. MANAGER (P)/IR-L, CCL,
RANCHI
In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

HUMAN RESOURCE DEPARTMENT
MARWARI COLLEGE
RANCHI

(2017-2019)

3
 DECLARATION

I the undersigned solemnly declare that the report of the project work

entitled Employee Motivation, is based my own work carried out during the

course of my study under the supervision of P.K. LALA

I assert that the statements made and conclusions drawn are an

outcome of the project work. I further declare that to the best of my

knowledge and belief that the project report does not contain any part of any

work which has been submitted for the award of any other M.B.A, H.R. in

MARWARI COLLEGE.

________________
(Signature of the
Candidate)

KUMARI KAJOL

Roll No: 61

4
 STUDENT’S DECLARATION

I hereby declare that this report, submitted in partial fulfillment of the

requirement of the requirement for the award for the MBA, HR Management,
to Marwari college is my original work and not used anywhere for award of any
degree.

Place: Ranchi

Date: __________________ _______________________

Signature

Name: Kumari Kajol

Class: MBA, H.R

Year: 2nd

Roll No. : 61

5
 MBA Project Reports Acknowledgement

“It is not possible to prepare a project report without the assistance

&encouragement of other people. This one is certainly no

exception.”On the very outset of this report, I would like to extend

my sincere & heartfelt obligation towards all the personages who

have helped me in this endeavor. Without their active guidance, help,

cooperation & encouragement, I would not have made headway in

the project. I am ineffably indebted to FAIZ SIR for conscientious

guidance and encouragement to accomplish this assignment. I am

extremely thankful and pay my gratitude to my faculties PROF.

RANJAY KUMAR QUMRESH and DR. PRACHI PRASAD for their

valuable guidance and support on completion of this project in its

presently. I extend my gratitude to MARWARI COLLEGE for giving

me this opportunity. I also acknowledge with a deep sense of

reverence, my gratitude towards my parents and member of my

family, who has always supported me morally as well as

economically. At last but not least gratitude goes to all of my friends

who directly or indirectly helped me to complete this project report.

Any omission in this brief acknowledgement does not mean lack of

gratitude.

Thanking You
(KUMARI KAJOL)

6
 ACKNOWLEDGMENT

The Project Report on various types of case studies and company’s work,

Rules offered a great learning experience during the tenure of this project

I was fortunate to have interacted with people who in their own capacities

have encouraged and have guided me.

It is an exhilarating experience to do my training at IR-L/NEE, department

of Central Coalfield Limited. I express my deep sense of gratitude to CCL

for the same.

I owe my regards to Sri G.S .Bhatia, GM, HRD and Mrs. .Renuka Prasad HR

Dept of CCL Ranchi for providing me this opportunity to undergo my

training at such a reputed organization.

7
 CERTIFICATE
THIS IS TO CERTIFY THAT PROJECT ON STUDY ON “EMPLOYEE
MOTIVATION” IN CCL, RANCHI HAS BEEN CARRIED OUT BY KUMARI
KAJOL FROM 25.06.2018 TO 04.07.2018 UNDER MY SUPERVISION IN
PARTIAL FULFILLMENT OF HER MBA (H.R) COURSE AT MARWARI
COLLEGE, RANCHI.

I AM SATISFIED WITH HER SINCERE PERFORMANCE AND STUDY

CONDUCTED BY HER AT CCL.

MS RASHMI DAYAL MR P.K. LALA

G. M (P&IR) Dy. MANAGER (P)IR-L
CCL, RANCHI CCL, RANCHI

8
BOARD OF ORGANIZATIONAL SETUP

PERSON DESIGNATION

Sri Gopal Singh CMD, CCL, Ranchi

Sri. R.S. Mahapatro Director (Personnel)

Sri. Subir Chandra Director(T)(Operation)

Sri. D.K. Ghosh Director(Finance)

Sri. V.K. Srivastava Director(T)(P&P)

9
10
 CONTENT
Chapter Title

1. INTRODUCTION
 Types of coal
 Production of coal in other parts of world
 Objective
 Gradation of coal

2. REVIEW OF LITERATURE

 Meaning of Motivation
 Process of Motivation
 Characteristics of Motivation
 Types of Motivation
 Importance of Motivation
 Motivation and Morale
 Theories of Motivation

3. RESEACH METHODOLOGY

 Objective of the study

 Need of the study
 Research plan
 data collection
 Sample plan
 Implication of the study
 Limitation of the study

4. DATA ANALYSIS

5. FINDING, SUGGESTION & CONCLUSION

6. BIBLIOGRAPHY

7. APPENDIX

11
 EXECUTIVE SUMMARY

INDUSTRY OVERVIEW

There are 21 cooking coal washers in production both in private and public sectors.
Production of clean coal in these wateriest during 1989-90 was 12 million tons and it is
expected to go up to 14 million, tone during 1990-91. There are 2 wateriest under construction
now and these are expected to be completed by 1995.

Present wateriest face problems in optimum production more on quality aspects than on
quantity and it appears that trend of using imported coking coal of low ash to blend with
indigenous high ash coal for steel sector requirement, may continue for some time to come
on considerations of optimized steel production. Besides the above coking coal washeries.

Future prospects of wateriest for non- coking coal beneficiation, appear to be bright as, in
view of sharp rise in demand for coal, there is increasing trend in mechanized mining of
inferior seams resulting in deterioration in quality and consequent reluctance by consumers
to accept the same.

Planning Commission has taken the decision that non-coking coal meant for Thermal Power
Plants situated far away from feeding coalfield, should be beneficiated. The benefits of low
ash coal burning in boilers are realized but reimbursement of extra cost of beneficiation for
washed non-coking coal needs to be considered.
The highlights of the outcomes from this study are:
o The major role of CIL is the price fixation of the coal according to their grade to
achieve business results.

o A number of pricing challenges were found, these include Government rules and
international market competition.

Major consumers of coal are public sector undertakings like

 Thermal power station
 Bricks industries
 Agriculture
 Steel industries
 Cement
 power
12
 ABSTRACT

The project work entitled “A STUDY ON EMPLOYEE MOTIVATION” with special reference
to the CENTRAL COALFIELDS LIMITED, RANCHI, JHARKHAND the various factors that
are concerned towards the attitude of the employees.

The analysis has been made mainly based on the primary data that is by the employees’
opinion survey method. The researcher has taken a sample size of 180 and has used the
stratified random sampling method to select the samples from the total population.

The study gives the opinion of employees about all the H.R. functions of CENTRAL
COALFIELDS LIMITED, employment conditions, wages and incentives, interpersonal
relationship, working conditions, management practices, etc.

The researcher has used percentage analysis and CHI-Square test, and the study reveals
that there is no relationship between JOB ENRICHMENT educational Qualification of the
respondents, and there is no relationship between length of service of the respondents, and
welfare facilities, and there is no relationship between the salary of the respondents and
welfare facilities. The study has also revealed that most of the respondents have a positive
attitude towards the welfare facilities, management practices and employment conditions,
WELFARE FACILITIES, INTER PERSONAL RELATIONSHIP, WORKING CONDITION the
researcher has given suggestions for its improvement which includes suggestion schemes
which may be transparent and promotions which may be made both based on seniority and
performance to a certain level in the organizational hierarchy.

13
 OBJECTIVES OF THE STUDY

 To analyze the process of employee motivation.

 To present conceptual frame work relating to employee motivation.

 To find out the various motivational sources use by the industries.

 To study employee satisfaction level with the existing motivational policy.

 To suggest appropriate measures for improving motivational process.

14
 CHAPTER:- 1 INTRODUCTION

INTRODUCTION OF COAL
Coal from the Old English term “coal”, which has meant "mineral of fossilized
carbon" since the 13th century is a combustible black or brownish-black
sedimentary rock usually occurring in rock strata in layers or veins called coal
beds or coal seams. The harder forms, such as anthracite coal, can be regarded
as metamorphic rock because of later exposure to elevated temperature and
pressure. Coal is composed primarily of carbon along with variable quantities
of other elements, chiefly hydrogen, sulfur, oxygen, and nitrogen.

Coal is a combustible sedimentary rock composed mostly of carbon and

hydrocarbons. It is the most abundant fossil fuel produced in the United States,
but it is a nonrenewable resource. The energy in coal comes from the energy
stored by plants that lived hundreds of millions of years ago in swampy forests.
Over time, layers of dead plants at the bottom of the swamps were covered by
layers of water and dirt, trapping the energy of the dead plants. The heat and
pressure from the top layers turned the plant remains into coal.

15
 FORMATION OF COAL

At various times in the geologic past, the Earth had dense forests in low-lying wetland
areas. Due to natural processes such as flooding, these forests were buried
underneath soil. As more and more soil deposited over them, they were compressed.
The temperature also rose as they sank deeper and deeper. As the process continued
the plant matter was protected from biodegradation and oxidation, usually by mud or
acidic water.

This trapped the carbon in immense peat bogs that were eventually covered and
deeply buried by sediments. Under high pressure and high temperature, dead
vegetation was slowly converted to coal. As coal contains mainly carbon, the
conversion of dead vegetation into coal is called carbonization.

The wide, shallow seas of the Carboniferous Period provided ideal conditions for coal
formation, although coal is known from most geological periods. The exception is the
coal gap in the Permian–Triassic extinction event, where coal is rare. Coal is known
from Precambrian strata, which predate land plants — this coal is presumed to have
originated from residues of algae.

16
 USES OF COAL
Coal is the most important & abundant fossil fuel in India and accounts for 55% of India's
energy need. India's industrial heritage was built upon indigenous coal, largely mined in the
eastern and the central regions of the country. India is, however, poorly endowed with oil
assets and has to depend on crude imports to meet a major share of its needs (around 70
percent).

A large population of India in the rural areas depends on traditional sources of energy such
as firewood, animal dung and biomass. The usage of such sources of energy is estimated at
around 155 mtoe per annum or approximately 47 percent of total primary energy use.Coal
has been recognized as the most important source of energy for electricity generation in
India. About 75% of the coal in India is consumed in the power sector. In addition, other
industries like steel, cement, fertilizers, chemicals, paper and thousands of medium and
small-scale industries are also dependent on coal for their process and energy requirements.

In the transport sector, though direct consumption of coal by the Railways is almost negligible
on account of phasing out of steam locomotives, the energy requirement for electric traction
is still dependent on coal converted into electric power.

The coal reserves of India up to the depth of 1200 m have been estimated by the Geological
Survey of India at 247.85 billion tonnes as on January 1, 2005 of which 92 billion tonnes are
proven. Hard coal deposits spread over 27 major coalfields, are mainly confined to eastern
and south central parts of India.

17
 COAL INDIA LIMITED

Coal India Limited (CIL) is an Indian state-controlled coal mining company

headquartered in Kolkata, West Bengal, India. It is the largest coal producer company
in the world and contributes around 81% of the coal production in India. It produced
452 million tonnes of coal during FY 2012–13 and earned a revenue of INR
882.81 billion from sale of coal in the same financial year. As on 30 January 2015,Union
Government of India owns 89.65% of the shares in CIL and controls the operations of
CIL through Ministry of Coal. In April 2011, CIL was conferred the Maharatna status by
the Union Government of India. On 31 March 2013, its market capitalisation was INR
1.952 trillion (US $35.9 billion) making it India's 5th most valuable company by market
value.

History and formation

With dawn of the Indian independence a greater need for coal production was felt in the
First Five Year Plan. In 1951 the Working Party for the coal Industry was set up which
included representatives of coal industry, labour unions and government which suggested
the amalgamation of small and fragmented producing units. Thus the idea for a nationalized
unified coal sector was born. Integrated overall planning in coal mining is a post-
independence phenomenon. National Coal Development Corporation was formed with 11
collieries with the task of exploring new coalfields and expediting development of new coal
mines.

Formation of Coal India Limited

With the Government's national energy policy the near total national control of coal mines in
India took place in two stages in 1970s. The Coking Coal Mines (Emergency Provisions) Act
1971 was promulgated by Government on 16 October 1971 under which except the captive
mines of IISCO, TISCO, and DVC, the Government of India took over the management of all
226 coking coal mines and nationalized them on 1 May, 1972. Bharat Coking Coal Limited
was thus born. Further by promulgation of Coal Mines (Taking over of Management)
Ordinance 1973 on 31 January 1973 the Central Government took over the management of
all 711 non-coking coal mines. In the next phase of nationalization these mines were

18
nationalized with effect from 1 May 1973 and a public sector company named Coal Mines
Authority Limited (CMAL) was formed to manage these non coking mines.

A formal holding company in the form of Coal India Limited was formed in November 1975 to
manage both the companies.

CIL having fulfilled the financial and other prerequisites was granted the Maharani recognition
in April 2011. It is a privileged status conferred by Government of India to select state owned
enterprises in order to empower them to expand their operations and emerge as global giants.
So far, the select club has only five members out of 217 Central Public Sector Enterprises in
the country.
Unmatched Strategic Relevance:-

1. Produces around 81.1% of India's overall coal production

2. In India where approximately 52% of primary commercial energy is coal dependent, CIL
alone meets to the tune of 40% of primary commercial energy requirement

3. Commands nearly 74% of the Indian coal market

4. Feeds 82 out of 86 coal based thermal power plants in India

5. Accounts for 76% of total thermal power generating capacity of the Utility sector

6. Supplies coal at prices discounted to international prices

7. Insulates Indian coal consumers against price volatility

8. Makes the end user industry globally competitive

Thus, plays a key role in "India Growth Story" and making India incorporate globally
competitive.

19
 Major Coal Producing States in India

Majority of the coal producing states are found in the eastern part of India comprising part of
Jharkhand, Orissa, Chhattisgarh and West Bengal. Jharkhand is the largest coal producing
state in the country followed by Orissa, Chhattisgarh, West Bengal, Madhya Pradesh, Andhra
Pradesh and Maharashtra.

1. Jharkhand: 38% of the total reserves of India are found in this state. Darla is the most
important and most productive coal field in India. The field accounts for 100%
of the country’s prime coking coal production. Other significant coal
producing regions of this state are Bokaro, North Karanpura, South
Karanpura, Girded, Ramgarh, Daltonganj and Rajmahal.

2.Orissa (Odisha): Orissa account for around 13.4% of the country’s total production. Talcher
and RanapurHimgir are the two important coal fields. Talker accounts for nearly
3/4th of the total coal reserve of the state.

3. Chhattisgarh and Madhya Pradesh: Major coal fields are Korba, Umaria, Singrauli,
Chirmiri and Sohagpur. Other coal fields include
PenchKanhan, Mohpani, Sonhat, Jhilimili,
Bisrampur, Raigarh and Tatapani – Ramkola.

4. Andhra Pradesh: The major coal producing districts are Adilabad, Karimnagar, Warangal,
Khammam, East Godavari and West Godavari. Major coal fields are
Tandur, Singareni, Kothagudem and Ramagundam.

5. Maharashtra: The major coal fields are found in Nagpur-Wareham region. The important
mining areas are – Wardha, Ballarpur, Chanda and Kamahi.

6. West Bengal:Raniganj is the largest coal field of West Bengal and the second biggest in
India in terms of total reserve. The coal fields of Asansol are also famous.
Recently a large coal field has been discovered in Mejia in the Bankura
district.

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 Vision

To emerge as a global 1player in the primary energy sector committed to provide energy
security to the country by attaining environmentally & socially sustainable growth through
best practices from mine to market.

Mission

To produce and market the planned quantity of coal and coal products efficiently and
economically in an eco-frie

ndly manner with due regard to safety, conservation and quality.

Subsidiary Companies of Coal India Limited

Coal India is a holding company with seven wholly owned coal producing subsidiary
companies and one mine planning &consultancy company. It encompasses the whole gamut
of identification of coal reserves, detailed exploration followed by design and implementation
and optimizing operations for coal extraction in its mines. The producing companies are:

1. Eastern Coalfields Limited (ECL), Sanatoria, West Bengal

2. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand

3. Central Coalfields Limited (CCL), Ranchi, Jharkhand

4. South Eastern Coalfields Limited (SECL), Bilaspur, Chattisgarh

5. Western Coalfields Limited (WCL), Nagpur, Maharashtra

6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh

7. Mahanadi Coalfields Limtied (MCL), Sambalpur, Orissa

8. Coal India Africana Limitad, Mozambique

9. The consultancy company is Central Mine Planning and Design Institute Limited

(CMPDIL), Ranchi, Jharkhand.

21
North Eastern Coalfields (NEC) a small coal producing unit operating in Margherita, Assam
is under direct operational control of CIL.

Coal India's major consumers are Power and Steel sectors. Others include Cement, Fertiliser,
Brick Kilns, and small scale industries.

CORPORATE STRUCTURE

22
 Central Coalfields Limited
Central Coalfields Limited (CCL) is a subsidiary of Coal India Limited (CIL), an undertaking
of the Government of India. CCL manages the nationalized coal mines of the Coal Mines
Authority, Central division. The registered and corporate office is at Darbhanga House,
Ranchi, Jharkhand.

It presently has 62 mines (22 underground, 40open cast) in the Coal belt of East Bokaro,
West Bokaro, North Karnpura, South Karnpura, Ramgarh and Giridih. Their facilities include
seven coal preparation plants, three for non-coking coal and four for medium coking coal.
They earned their Mini Ratna status in 2007.The majority of coal field is in Khalaricommonly
two branches are Piparwar-area and Asoka coal field.

Central Coalfields Limited is a Category-I Mini-Ratna Company since October 2007. During
2009-10, coal production of the company reached its highest-ever figure of 47.08 million
tones, with net worth amounting to Rs. 2644 core against a paid-up capital of Rs. 940 crore.

Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd)
was one of the five subsidiaries of Coal India Ltd. which was the first holding company for
coal in the country (CIL now has 8 subsidiaries).

23
 Early History – Formation of NCDC

CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal mines
in India.

National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as
Government-owned Company in pursuance of the Industrial Policy Resolutions of 1948 and
1956 of the Government of India. It was started with a nucleus of 11 old state collieries (owned
by the Railways) having a total annual production of 2.9 million tonnes of coal.
Until the formation of NCDC, coal mining in India was largely confined to the Raniganj coal
belt in West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few other
areas in Bihar (now in Jharkhand) and a part of Madhya Pradesh (now Chattishgarh also)
and Orissa.
From its very beginning, NCDC addressed itself to the task of increasing coal production and
developing new coal resources in the outlying areas, besides introducing modern and
scientific techniques of coal mining.
In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its production
from new collieries, to be opened mainly in areas away from the already developed Raniganj
and Jharia coalfields. Eight new collieries were opened during this period and the production
increased to 8.05 million tonnes by the end of Second Plan.
During Third Five Year Plan (1961-1966), though the Corporation had built up a much larger
production capacity, it could not be utilized due to a sluggish domestic coal market.
Production had, therefore, to be pegged down and the development of several collieries
undertaken from the early part of the Plan period, had to be suspended. By this time, the
contribution of NCDC to the nation’s coal production (67.72 million tones) increased to around
9.6 million tonnes.

24
 Vision of CCL

"Committed to create eco-friendly mining"

 The Mission of CCL is to produce and market the planned quantity of coal and
coal products efficiently and economically with due regard to safety,
conservation and quality.

 The main thrust of CCL in the present context is to orient its operations towards
market requirements maintaining at the same time financial viability to meet the
resource needs.

Mission of CCL

"To become a World class, Innovative, Competitive &ProfitableCoal Mining Operation

to achieve Customer Satisfactionas top priority."

Objectives Of CCL

 Coal Mining through efficiently operated mines.

 Besides fulfilling coal needs of the customer in terms of quantity, focus on
quality, value addition and beneficiation to the satisfaction of the customers.

25
ORGANISATIONAL STRUCTURE OFCENTRAL COALFIELDS LIMITED

26
 CHAPTER:- 2 Formation of CCL
The CMAL, with its three divisions continued up to 1st November 1975 when it was renamed
as Coal India Limited (CIL) following the decision of Govt. of India to restructure the coal
industry. The Central Division of CMAL came to be known as Central Coalfields Limited and
became a separate company with the status of a subsidiary of CIL, which became the holding
company.

SWOT Analysis Of Central Coalfields Limited

This is SWOT analysis for Central Coalfields Limited:-

Strengths
-High growth rate
-Barriers of market entry

Weaknesses
-Tax structure

Opportunities
Global markets
-New markets
Threats
Rising cost of raw materials
-Government regulations
-Price Changes
-External Business Risks
-Increasing Costs
-Financial Capacity
-Growing Competition And Lower Profitability
-Increase In Labor Costs
-Global Economy

27
1. The Meaning of Motivation:
Generally people work to satisfy their needs— biological social and ideological. They also
work to attain prestige in society and maintain self-respect. Further, society expects them
to work and work contributes to social development.

Apart from these reasons for working of people, many theories have been propounded to
explain work behavior and these theories attribute work behavior to certain forces called
motives, which could be traced to the Latin work “Movere”, which means “to move”.
Bernand Berelson defined motive as “an inner state that energies, activities or moves and
that directs behavior towards goals”. In other words it can be said that motives are
expressions of a person’s.

Motivation may be defined as propensity, or the level of desire of an individual to behave

in a certain manner at a certain time and in a certain situation.

According to Vitiles Murrits, “Motivation represents an unsatisfied need which

creates state of tension or disequilibrium, causing the individual to move in a goal-
directed pattern towards restoring a state of equilibrium by satisfying the need.”
Vance Stanely defined, as motivation implies any emotions or desire which so conditions
one’s will that the individual is properly led into action.

According to Dubin Robert, “Motivation is the complex of forces starting and keeping a
person at work in an organisation.”

Motivation refers to the inner conditions that arouse, sustain and direct behavior in
response to the situations and objects in an environment, defined by Evans.

According to Likert, “It is the core of management which shows that every human
being earnestly seeks a secure, friendly and supportive relationship which gives

28
him a sense of worth in face-to-face groups which are most important to him. A
supervisor should strive to treat individuals with dignity and recognition of their
personal worth.”
It is observed from the above definitions and from other definitions that motivation implies
any emotion or desire which so conditions, one’s will that the individual is properly led into
action. It explains way a person elects to channel his energies in one direction rather than
in another.

It sets in motion actions of the people. It activates dormant energies. It shows that
willingness to expand energy to achieve a goal or reward.

In short management is the art of extracting work from other persons. Hence, for taking
proper work from the persons to create interest in them for the work and to maintain I hat
interest and develop and instigate them to development is in reality motivation.

This aspect of motivation is clearly expressed by Micheal J. Jucius as “the act of

stimulating someone or oneself to get a desired course of action, to push the right
button to get desired action.”
Thus, numerous definitions are given for the word motivation, involving such concepts as
aim, desire, end, impulse and purpose. All these inner striving conditions described as
wishes, desires, drives etc. may be called as motivation. It is an interstate that moves or
activates, it is a stimulates leading to an action that satisfies the need.

2. The Process of Motivation:

In management parlance, motive and need are used interchangeably. In fact, need is a
good point to begin discussion on motivation. A need represents the lack, or absence,
deficit of something within the system or organism.

When an individual experience lack or deficit of something, he looks around his work
environment to see if there are any incentives or reward for performance of a task which
would lead to satisfaction of that need. Thus, a need is personal or internal to a person,
while incentives are external.

29
The needs give rise to wants or goals sought, which cause tensions (that is, unfulfilled
desires), which give rise to actions toward achieving goals, which Finally result in
satisfying actions. This process is shown in Figure 8.1.

3. The Characteristics of Motivation:

Motivation is the reported urge a tension to move in a given direction or to achieve a
certain goal.

Motivation is the process consisting of the three parts:

(a) Motives,

(b) The needs, drive, desires, aspiration etc. which are the motivating factors,

(c) Attainment of the objectives.

These description reveals the following characteristics of motivation.

(i) Motivation Should Come from Inside Each Individual:

There are two desiring factors in motivation:
(i) Fundamental needs, such as food, cloth and shelter and

(ii) Ego-satisfaction, including self-esteem, recognition from others, opportunities for

achievement, self- development and self actualisation, which act as powerful though
unconscious motivator of behavior. Inner motivation can be more decisive for behavior
than any external influence. Thus motivation is a psychological concept.

(ii) The Whole Individual is Motivated, not Part of Him:

A person’s basic needs determine to a great extent what he will try to do at any given
time. All these needs are interrelated because each individual is an integrated organized
whole.
30
(iii) Motivations Change:
Motivation of each individual change from time to time even though he may continue to
behave in the same way. For example, a temporary worker may produce more in the
beginning to become permanent. When made permanent he may continue to produce
more this time to gain promotion and so on.

(iv) Motivations are Expressed Differently:

The ways in which needs are eventually translated into actions also vary considerably
between one individual and another. One individual with a strong security need
may “Play it Safe” and avoid accepting responsibility for fear of failing and being fired.
Another individual with the same security need may seek out responsibility for fear of
being fired for low performance.
The reactions of individuals to successful or unsuccessful fulfillment of their needs may
also differ. Some individuals who fail to train their goal (say, promotion at a university)
may become frustrated and give up trying. Others may be motivated to redouble their
efforts.

(v) Motivation is a Complex:

It is difficult to explain and predict the behavior of an individual. The introduction of an
apparently favourable motivational device may not necessarily achieve the desired ends
if it brings opposing motives into play. In a factory when blue-green lighting was
introduced to reduce eye strain, the output of men workers increased but that of women
workers decreased.

On investigation it was found that the latter disliked the change in lighting because they
felt that the new types of lighting had made them look “simply ghastly”.
4. The Types of Motivation:
Motivation can be divided into the following four types:
(i) Positive Motivation.

(ii) Negative or fear Motivation.

(iii) Extrinsic Motivation.

(iv) Intrinsic Motivation.

(i) Positive Motivation:

31
Positive Motivation makes the people induce to do their work in the best possible manner
they can and improve their performance, it provides better facilities and rewards for their
better performance. Such reward and facilities may be financial and non-financial.

Financial or Monetary motivation may include different incentives wage plans, bonus etc.
Non-financial or non-monetory motivation may include promotion, raise for the work,
participation in decision making, recognition etc.

Monetary incentives provide the worker a better standard of life while the non-monetary
motivation satisfies the “ego” of the man. Heedless to say, positive motivation seeks to
create a brighter, more cheerful and optimistic atmosphere in the enterprise.
(ii) Negative or Fear Motivation:
Negative Motivation aims at controlling the negative efforts of the workers and seeks to
create a sense of fear or an uncongenial and unhelpful environment for the worker where
he has to suffer for lack of good performance. So, management induces him to work
positively in the interest of the organization.

It is based on the concept that if they man fails in achieving the desired results, he should
be punished. Punishments, reprimands, fear of loss of job are some of the methods which
are usually taken as a means to direct the man in the desired direction.

Under this method, man works in fear and tend to produce minimum enough to get safety.
The negative motivation may also be classified into monetary and non-monetary
motivation.

Wages may be cut in case he produces below the standard fixed, keeps himself away
the work if he creates indiscipline in the organisation. The non-monetary negative
motivation may include reprimands, cut in facilities and greater control on the activities
etc. This is based on the presumption that man works out of fear.

(iii) Extrinsic Motivation:

This motivation is induced by external factors which are primarily financial in nature.
These incentives and rewards have been a subject of debate, whether I hey really
motivate the employees or simply move them to work and perform. These motivations
include higher pay, fringe benefits like retirement plans stocks options, profit sharing
schemes, health and medical insurance, maternity leave, paid vacation etc.

32
(iv) Intrinsic Motivation:
This is concerned with the state of self-actualisation, in which the satisfaction of
accomplishing something worthwhile motivates the employee further. These are primarily
non-financial rewards. For instance, there are many retired doctors who work free in the
hospital because it gives them a sense of accomplishment and satisfaction.

Some of the intrinsic motivations are praise, recognition, responsibility, esteem, power,
status, participation etc.

5. The Importance of Motivation:

Motivation is very important function of human resource management. It is one of the
methods to induce the man on the job to get the work done effectively to have the best
results towards the common objectives. It is necessary for the better performance.

Thus the significance of the motivation are listed below:

(i) Accomplishing Organisational Goals:

Motivation is the process of stimulating people to action to accomplish desired goals.
Proper motivation inspires the people to contribute their best toward the realisation of
organisational objectives and goals.

(ii) Making Job Satisfaction:

While people are motivated they contribute their best in achieving organisational goals
and individual goals. It results in job satisfaction and higher morale.

(iii) High Level of Performance and Productivity:

Motivation induce the subordinates to give their best in achieving their goals and thereby
organisational goals. It helps to achieve the high level of performance and productivity.

(iv) Best Utilisation of Resources:

Even though there are several resources like physical and human resources, in an
organisation, the human resource is considered as an important one. Because, all other
resources are handled by human resources. Hence, utilisation of resources is possible to
their fullest extent when people are induced to contribute their efforts to attain the
organisational goals.

33
(v) Create a Congenial Environment and Friendly Relationships:
Motivation creates a angenial working environment in the organisation in which
subordinates and all give their willing co-operation. It will create a congenial environment
and friendly relationships among the members of the organisation.

(vi) Reduction in Labour Problems:

All the members try to concentrate their efforts to achieve the objectives of the
organisation and carry out the plans in accordance with the policies and programmes laid
down by the organisation if the management introduces motivational plans. It reduces the
labour problems like labour turnover, alsenteeism, indiscipline, grievances etc. because
their real wages increase by the motivational plans.

(vii) Acceptance of Organizational Change:

An organisation has to incorporate changes which is to be occurred, to cope with the
requirement of the time. If people are effectively motivated, they gladly accept, introduce
and implement these changes without reserving any resistance to change and negative
attitude, thus, keeping the organisation on the right trade of progress.

(viii) Improvement upon Skill and Knowledge:

All the members will try to be as efficient as possible and will try to improve upon their
skill and knowledge so that they may be able to contribute to the progress of the
organisation as much as possible because they know that they, in turn, will get what have
been promised and ultimately they will be able to satisfy their needs-personal and social
both.

6. Motivation and Morale:

Morale refers to a combination of employee attitudes towards employment. It is a
synthesis of how employees think and feel about their jobs, working conditions, the job
situation, organizational climate etc.

According to John F. Mee “Good employee morale is the mental attitude of the
individual or the group, which enables the employee to realize that the maximum
satisfaction of his drives coincide with the fulfillment of the objectives of the
company.”
In other words, the employee identifies his objectives with those of the company, not
merely subordinates his own desires, to those of the company”. It is the possession of a

34
feeling on the part of an employee or a group of employees of being accepted and
belonging to the work group and the organization, identifying himself or themselves with
common goals having confidence in the desirability of these goals.

All port is of the opinion that morale is an individual attitude in a group endeavor. Attitude
is closely linked with approaches and hence morale has both personal and social
features.

As a matter of fact high morale of an individual may necessitate that:

(i) The individual must possess from convictions and values which make life worthwhile
for him so that he has the energy and confidence to face the future.

(ii) He must be aware of a job to be done to defend or extend his store of values.

(iii) His values must be in essential agreement with those of his group, and there must be
a coordination of effort in attaining objectives. Katz on the other hand, believes that
morale involves two factors, viz., the presence of a common goals among the group
members and the acceptance of socially recognized pathways towards the goal.

Sometimes morale can be used as a group concept though it is generally associated with
individual behavior.

Morale, as a group concept, can be applicable under three general conditions:

(i) The extent to which the members of a group have a common goal.

(ii) The extent to which the goal is regarded as worthwhile.

(iii) The extent to which members feel that the goal can be achieved.

When these conditions are fulfilled in a higher magnitude, morale is supposed to be high.
Higher morale keep the people in higher spirit concerning the given task.

Following characteristics can be associated with high morale:

(i) A higher team spirit, and concerted efforts;

(ii) Staying in a high quality of efforts;

(iii) A zest enthusiasm and a high spirit.

35
(iv) A general resistance to frustration.

(v) A sincere involvement in the task and

(vi) A higher achievement motivation.

It may then mean that group with high morale accomplish things with a minimum of
bickering and that they do things because they want to do them. It is then evident that
people with low morale can be characterized by apathy, bickering, jealously, disjointed
effort and pessimism.

In situations of high morale, on the other hand, members of a group think in a “we” spirit
rather than trying to grab or win from one another; and the success of one is reckoned as
a gain for all. Thus, one would be able to notice, that morale and cohesiveness are
positively related.

However, cohesiveness and morale are not static qualities. These are bound to change
in accordance with the variations in the environment: failures of successes. Morale, has
a positive relation with individual behavior, also, since morale is an indicator of need
satisfaction. Obviously job satisfaction and job involvement will be greater when the
morale is high. This is the reason why morale is related to productivity.

7. The Theories of Motivation:

Motivation is defined as the force that energizes, directs and sustain human behaviour.
Theories of motivation basically belong to two categories, i.i., content theories and
process theories. Content theories try to explain the needs and need formation. Process
theories try to explain how motivation takes place.

A. Content Theories of Motivation:

Content theories of motivation focus on the inner needs that motivate behaviour. In an
effort to reduce or satisfy their needs, people will act in certain ways. It can be shown in
figure 8.2. This approach is associated with such thinkers as Maslow, Alderfer, McGregor,
Herzberg, Alkinson and Mcclelland.

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1. Maslow’s Hierarchy of Needs:
One of the most widely mentioned theories of motivation Is the hierarchy of needs theory
put forth by Abraham Maslow in 1943, based upon his clinical experience. Maslow saw
human needs in the form of a hierarchy, ascending from the lowest to the highest and he
concluded that when one set of needs is satisfied, this kind of need ceases to be a
motivator.

According to Maslow there are five need-clusters viz., physiological needs, safety needs,
social needs, esteem needs and self-actualization needs. Thus, the basic human needs
placed by Maslow in an ascending order of importance and shown in figure 8.3.

Physiological Heeds:
These are the basic needs for sustaining human life itself such as food, water, warmth,
shelter and sleep. Maslow took the position that until these needs are satisfied to the
degree necessary to maintain life, other needs will not motivate people.

Safety Needs:
Safety needs begin to manifest themselves as soon as physiological needs are fulfilled.
These needs are also called as security needs. These take many forms viz., protection
from physical dangers, economic security, desire for an orderly, predictable environment
etc.

37
Management attempts to satisfy the need for protection from physical damages such as
fire or accident by providing instructions like “Beware of Fire”, “Ho smoking in this
area”, etc. Similarly, fringe benefits such as life insurance, accident insurance, health
insurance etc. help to fulfill the need for economic security.
Also there is the desire for an orderly, predictable environment. This may be understood
only if one realises that people often feel threatened by work changes or are afraid to
voice their opinion on a particular matter for fear of loosing their job. Security is the
intention to survive through the job as an adequate income source.

Social Needs:
After the needs of the body and security are satisfied then a sense of belonging and
acceptance becomes prominent in motivating behavior. These needs are for love,
friendship .and social interaction. We look for an environment where were understood,
respected and wanted.

That is one reason for “Polarization” where people of similar background and beliefs
tend to group together. “Love the neighbor” has perhaps a profound meaning.
Esteem Needs:
Maslow described two types of esteem needs—the desire for achievement and
competence and the desire for status and recognition. In organizational terms, people
want to be good at their jobs; they also want to feel they are achieving something
important when they perform those jobs.

As managers, we can fulfill both types of esteem needs by providing challenging work
assignments, performance feedback, performance recognition, and personal
encouragement as well as by involving subordinates in goals setting and decision making.

Self-Actualisation Need:
Employees will become motivated by the need for self- actualisation, when all other needs
have been adequately met. They will look for meaning and personal growth in their work
and will actively seek out new responsibilities. Maslow stresses that individual differences
are greatest at this level.

For some individuals, producing work of high quality is a means for self-actualization,
while for others, developing creative, useful ideas serves the same needs. By being
award of the different self-actualization needs of their subordinates, managers can use a
38
variety of approaches to enable subordinates to achieve personal as well as
organizational goals.

Maslow’s need-hierarchy model essentially says that people have needs they wish to
satisfy and that gratified needs are not as strongly motivated as unmet needs. Employees
are more enthusiastically motivated by what they are currently seeking than by receiving
more of what they already have. A fully satisfied need will not be a strong motivator.

Interpreted in this way the Maslow hierarchy of needs has had powerful impact on
contemporary managers, offering some useful ideas for helping managers, think about
motivating their employees.

As a result of widespread familiarity with the model, today’s, managers should be

more able to:
1. Identify and accept employee needs.

2. Recognize that needs may differ among employees.

3. Offer satisfaction for the particular needs currently unmet.

4. Realise that giving more of the same reward (especially one which satisfies lower-order
needs) may have a diminishing impact on motivation.

Limitations of Maslow’s Model:

Although the Maslow’s Model has some significant contribution, it has many limitations,
and it has been sharply criticized. As a philosophical framework, it has been difficult to
study and has not been fully verified. From a practical perspective, it is not easy to provide
opportunities for self- actualization to all employees.

In addition, research has not supported the presence of all five need levels as unique, nor
has the five-step progression from lowest to highest need levels been established. There
is, however, some evidence that unless the two lower needs (physiological and security)
are basically satisfied, employees will not be greatly concerned with higher-order needs.
Further, Maslow didn’t consider the age of the employees.

2. Herzberg’s Two-Factor Theory:

39
Maslow’s need approach has been considerably modified by Frederick Herzberg and his
associates. Frederick Herzberg has given a theory of work motivation and this is referred
to by different names such as motivation-maintenance, dual factor, or motivation-hygiene
theory.

Frederick Herzberg brought out his theory after conducting interviews with two hundred
engineers and accountants from eleven industries in the Pittsburgh areas. The research
were conducted by him and his associates Bernand Mausner and Barbara Snyderman in
1959.

The two factor hypothesis suggested that the factors involved in producing job satisfaction
were separate and distinct from the factors that led to job dissatisfaction.

The factors giving rise to satisfaction were called motivators. Those giving rise to
dissatisfaction were called hygiene factors. Thus, Herzberg’s theory is one of the most
prominent theories of the content theories of motivation. The two factors which Herzberg
projected in his hygiene theory are “Satisfiers” and “Dis-satisfiers”.

The factors like:

a) Achievement,

b) Recognition for achievement,

c) Intrinsic interest in the work,

d) Responsibility, and

e) Advancement.

Which led the workers to satisfaction, are mostly unipolar; i.e. they contribute very
little to job dissatisfaction, conversely the dis-satisfiers like:
a) Company policy and administrative practices,

b) Supervision,

c) Interpersonal relationship,

d) Working conditions, and

40
e) Salary.

Contribute Very Little To Job Satisfaction:

Factors like the kind of administration and supervision received in performing the job, the
nature of interpersonal relationships and working conditions that surround the job and the
amount of salary that accrues to the individual for doing his job, suggest the distinction
with the “satisfiers”, rather than describing man’s relationship to what he does, the “dis-
satisfiers” describe his relationship to the context or environment in which he does his
job.
One cluster of factors relates to what the person does and the other to the situation in
which he does it, as Herzherg suggested in his paper. According to him, it is the hygiene
factors which affect job dissatisfaction and the motivators that affect job satisfaction.

Thus, two-factor theory has formulated by Herzberg and his team on the basis of
two main questions asked in the survey viz.:
(i) Can you describe in detail, when you felt exceptionally good about your job?

(ii) Can you describe, in detail, when you felt exceptionally bad about your job?

On the basis of the answers of 200 informants grouped under two general categories,
Herzberg identified two factors, viz., motivators and hygiene factors. Hygiene factors
result in dissatisfaction while the motivators result in satisfaction.

Thus, Herzberg’s contribution is identical to Maslow’s motivation theory. His hygiene

factors are comparable with Maslow’s physiological needs and safety needs. Maslow’s
higher needs are identical to Herzberg’s motivators. When the worker perceives that
hygiene factors are inadequate their satisfaction and efficiency go down.

On the other hand, motivators make positive improvement in efficiency according to

Herzberg. But Maslow has presented all these factors in a positive hierarchy. Maslow
needs can be divided into two sets of factors viz., higher level needs and lower level
needs, which .According to Herzberg, are hygiene factors and motivators. It ran be shown
in the figure 8.4.

41
Limitation of Herzberg’s Theory:
There is a criticism against Herzberg’s theory also. There are some elements of truth in
remarking that there cannot be a generalization about hygiene factors or motivators
because one factor which causes satisfaction to one person can be dis-satisfier for
another.

“A given factor can cause job satisfaction for one person and job dissatisfaction
for another person and vice versa.” Hence, it is not proper to make a clear-cut
distinction of either hygiene factors or motivators. It depends on the individuals and their
situations.
Similarly, Herzberg assumes a positive relationship between satisfaction and productivity
which can hold good. However, this cannot be established beyond doubt. Despite the
criticism against the need theories, there cannot be any two opinions about the validity of
the role played by need factor in motivation.

The two questions asked by Herzberg to the respondents are inadequate for a deep study
and the findings, generalizations, and deductions based on the response to these
periphery level problem references are bound to be inadequate to throw light on the deep
areas of human behavior.

42
The two-factor model which Herzberg propounded, on the basis of such a superfluous
exercise, therefore, need not be fully revealing. However, one cannot fully invalidate the
conceptual framework formulated by Herzberg.

Herzberg’s study was conducted in I950’s among 200 engineers and accounts in USA.
Reactions of these categories of people (higher classes or higher middle class) in the
situations existed in the United States of America fifty years ago may not be appropriate
today in India or even in USA. This need not be applicable to the working class people
also.

Dynamic changes took place in the business environment and in the approach to work
place. Political changes, technological changes, human approach to work place, and
management’s approach to people, all such factors have undergone tremendous
changes, resulting in spectacular changes in human needs.

Herzberg’s two factor model has, therefore, become obsolete. Despite the criticisms,
Herzberg’s theory is not fully refuted.

3. McGregor Theory X and Theory Y:

Douglas McGregor brought his book “The human side of Enterprise” which provides
important insights into the area of managerial assumptions.

He has divided the thoughts of management philosophy in two parts:

(i) Traditional Theories.

(ii) Modern Theories.

They are respectively known as Theory X and Theory Y. both these theories are mutually
opposite. Traditional view is old and pessimistic while the other modern theory presents
optimistic and modern views. McGregor suggests that managers have in the past and still
do take managerial actions to motivate their employees that one consistent with what they
think of human nature.

Theory X:
Theory X is base on assumptions and beliefs, which are based on the study of many
people at work, and the nature and structure of many organizations and their style of
supervision. These assumptions imply that the supervisor has low opinion of the workers
43
and still lower expectation from I hem. Such beliefs reduce the supervisor’s efforts to
enhance satisfaction in work, which in turn confirms, a worker’s view that work is a
necessary evil.

Theory X suggests that the role of managers and organization is to control human
behavior to attain organizational goals.

The following are the assumptions of theory X:

i. Work is inherently distasteful to most people.

ii. Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.

iii. Most people have little creativity in solving organizational problems.

iv. Motivation occurs at the social, esteem and self- actualisation levels as well as
physiological and security levels.

v. People can be self-directed and creative at work if properly motivated.

vi. The intellectual potentialities of the human being are only partially utilized.

McGregor says that though its application would be slow, it would bring about progress
in both personal performance and improvement in the effectiveness of industrial
organizations. Participative management and management which to a large extent are
based on McGregor’s Theory Y.

Limitation of Mcgregor’s Theory:

Theory Y is also subject to criticisms. While Theory X is outmoded. Theory Y is
unreasonably idealistic. It may be observed that many workers wish to enjoy security and
shun responsibility. It may also be seen that not all the workers are self-directed and self-
controlled.

George Strauss feels that in some areas workers wish restrictions, although they want to
enjoy freedom in some situations and areas. Again need satisfaction may not occur on
the job. This means many workers try to satisfy their needs off the job. As the theory Y
assumes the primary place of need satisfaction is not on the job.

44
ERG Theory developed by Psychologist Clayton Alderfer. Alderfer agreed with Abraham
Maslow that worker motivation could be gauged according to a hierarchy of needs.

However, his ERG Theory differs in two basic ways:

1. Alderfer broke needs down into just three categories.
2. Existence needs:
Existence needs (Maslow’s fundamental needs plus such factors as fringe benefits in the
workplace)

3. Relatedness needs:
Relatedness needs (needs for interpersonal relations)

4. Growth needs:
Growth needs (needs for personal creativity or productive influence.)

The first letter of each category from the new familiar acronym ERQ.

2. Alderfer stressed that when higher needs are frustrated lower needs will return, even
though they were already satisfied. Maslow, in contrast, felt that a need, once met, lost
its power to motivate behavior. Where Maslow saw people moving steadily up the
hierarchy of needs. Alderfer saw people Moving up and down the hierarchy of needs from
time to time and from situation to situation.

Alderfer suggested that employees are initially interested in satisfying their existence
needs, which combine physiological and security factors. Pay, Physical working
conditions, job security and fringe benefits can all address these needs.

Relatedness needs are at the next level, and these involve being understood and
accepted by people above below and around the employee at work and away from it.

Growth needs are in the third category, these involve the desire for both self-esteem and
self-actualisation.

Comparison of the Maslow Herzberg and Alderfer:

The similarities among the three models of human needs are quite apparent, but there
are important contrasts, too. Maslow and Alderfer focus on the internal needs of the

45
employee, while Herzberg also identifies and differ entiates the conditions (job content or
job content) that could be provided for need satisfaction.

Popular interpretations of the Maslow and Herzberg models suggest that in modern
societies many workers have already satisfied their lower-order needs, so they are now
motivated mainly by higher order, needs and motivators.

Alderfer suggests that the failure to satisfy relatedness or growth needs will cause
renewed interest in existence needs. Finally, all three models indicate that before a
manager tries to administer a reward, he or she would find it useful to discover which
need or needs dominate a particular employee at the time.

In this way, all need models provide a foundation for the understanding and application
of behavior modification.

4. McClelland’s Achievement Motivation:

McClelland has also made an appreciable contribution to the need concept in motivation.
The need of power is considered as a desire to influence others which can be reckoned
between Maslow’s esteem needs and self-actualisation needs.

A psychologist of Harvard, McClelland is closely associated with the achievement motive

concept, which goes with need for power, and need for affiliation. Thus, he proposed that
only three needs are most important in classifying people. They are need for achievement
(aAch), need for affiliation (nAff), and need for power (nPow).

Need For Achievement:

Heed for achievement can be placed between Maslow’s esteem needs and self-
actualisation needs. It is a desire to accomplish a task or goal more effectively than in the
past. This need is satisfied not by the manifestation of success which confer status, but
with the process to successfully complete the work meant for achievement.

People with high achievement motivation must be given tasks and powers enabling them
to make their full potential effective resulting in achievement at the expected level. Giving
opportunities to make their efforts for higher achievements can be considered as
motivation for them.

Some general characteristics of high achievers are:

46
a) Moderate risk bearing.

b) Immediate feedback.

c) Accomplishing a task is intrinsically satisfying.

d) Preoccupation with the task.

McClelland developed training programmes to teach the trainees to think like high need
achievers, increase personal feedback to them and develop a group esprit de corps that
reinforces high effort and success. In other words, training was designed to create group
feelings that reinforce the characteristics of high-need achievers.
Need For Affiliation:
Need for affiliation refers to the needs for human companionship. Individuals high
on need for affiliation, when compared to those who are low on need for affiliation,
show following characteristics:
a) Are generally concerned about the feelings of others.

b) Are able to establish friendships easily.

c) Tend to seek reassurance and approval from others and hence most of time show
socially desirable behaviour.

d) Tend to spend time on making themselves presentable, particularly to those whose

friendship they seek.

Organisationally, high need for affiliation individuals make ad hoc decisions. They have
little concern for procedures and hence leave others in a state of uncertainty.

Need for Power:

McClelland has found that people with a high need for power have a great concern for
exercising influence and control. Such individuals generally are seeking positions of
leadership; they are frequently good conversationalists, though often argumentative, they
are forceful, outspoken, hardheaded and demanding, and they enjoy teaching and public
speaking.]\

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B. Process Theories of Motivation:
The process theories consider needs as just one element in the process by which
individuals decide how to behave. Other elements are the individual’s abilities, his or her
role perception, or understanding of what behaviours are needed to achieve high
performance, and his or her expectations concerning the results of certain behaviour.

According to the process theories, Individual perceptions, expectations, expect outcome

of a given behavior, and situational factors also play a very vital role in motivation. The
most important process theories are expectancy theory, equity theory, goal-setting theory
and Porter-Lawler Model.

1. Vroom’s Expectancy Theory:

Expectancy theory of motivation developed by Victor. H. Vroom in 1964. Vroom’s theory
is that people’s motivation toward doing anything will be determined by the value they
place on the outcome of their effort, multiplied by the confidence they have that their
efforts will materially aid in achieving a goal.

In other words, Vroom makes the point that motivation is a product of the anticipated
worth that an individual places on a goal and the chances he or she sees of achieving
that goal.

Thus, Vroom’s theory may be stated as follows:

Valence x expectancy x instrumentality = Motivation.

The above relationship indicates that the motivation is a product of three factors; how
much one wants a reward (valence), one’s estimate of the probability that effort will result
in successful performance (expectancy), and one’s estimate that performance will result
receiving the reward (instrumentally).

Valence is a worker’s preference for a particular outcome. If, for instance, his desire for
promotion is very high, is will be positive. If he is indifferent to promotion, it will zero. If he
does not want a promotion, it will be negative.

Expectancy is the probability that a particular action will lead to a desired outcome. Since
expectancy is the probability of a connection between effort and performance, its value

48
range from 0 to 1, If an employee sees no chance that effort will lead to the desired
performance the expectancy is 0.

At the other extreme, if the employee is totally confident that the task will be completed,
the expectancy has a value of 1. Normally employee estimates of expectancy lie
somewhere between the two extremes.

Instrumentality represents the employee’s belief that a toward will be received once the
task is accomplished. Here the employee makes another subjective judgement about the
probability that the organisation values the employee’s performance and will administer
rewards on a contingent basis.

The value of instrumentality effectively ranges from 0 to 1. If an employee sees that

promotions are usually based on performance data, instrumentality will bearated high.
However, If the basis for such decisions is unclear or managerial favoritism is suspected
a low instrumentality estimate will be made.

2. Porter-Lawler Theory of Motivation:

49
Another expectancy theory of motivation has been developed by Lyman Porter and
Edward Lawler. It implies that individuals are motivated by future expectations based on
previous experience.

The five important variables have been considered in their model.

Such factors are:

i. Efforts,

ii. Perceptions,

iii. Performance,

iv. Rewards, and

v. Satisfaction.

Performance is determined by an individual’s effort abilities, traits and perception of his

role. Effort is influenced by the perceived value of the reward and the expectation that a
certain level of effort will result in a certain reward. Thus a positive relationship is
established between rewards and performance. An individual received rewards for his
performance, while his needs are satisfied through the rewards. This is shown in figure
8.5

The figure portrays a relationship between the variables in the motivation process. An
individual’s performance (number 6 on the figure) is dependent on three variables viz.,
abilities (4), role perceptions (5) and efforts (3). Effort, in turn is dependent on an
individual’s expectancy of the relation between effort and potential rewards (2) and the
value of the reward to the individual.

Accomplishment of the desired level of performance (6) may result intrinsic rewards (7s)
like a feeling of accomplishment, competence, and self- esteem and extrinsic rewards
(7b) such as praise from the manager or work group, incentives, promotion etc. Though
performance (6) and extrinsic rewards (7b) may have some relationship, such a
relationship need not always be prevalent.

50
There is a dashed line between performance (6) and perceived equitable rewards (8),
which indicates that individuals have their own perception of how equitable the reward
attained for performance i.e., satisfaction (9) is a result of perceive equity (8) and intrinsic
and extrinsic rewards (7a) and for performance. It enables the subordinate to perceive
how valuable is the reward for him.

Among the important variables, effort, performance, rewards and satisfaction are directly
involved in the motivation process. Effort represents the amount of energy exerted by a
person on a specific task. The interaction between the value of the reward and the
perceived efforts a reward. Probability determines the actual effort to be exerted by an
employee.

It means that the degree of desirability of the reward determines the value of reward which
in turn determines the effort to be exerted. The value which an employee assigns to a
reward depends on his perception and judgement. Hence, perception is important too in
determining the efforts.

The expectancy model has a number of clear implications for how managers should
motivate subordinates. As outlined by Nadler and Lawler,

These are given below:

1. Determine the rewards valued by each subordinate:
Managers can determined what rewards their subordinates seek by observing their
reactions in different situations and by asking them what rewards they desire.

2. Determine the performance manager desire:

Managers must identify, what performance level or behaviour they want so they can tell
subordinates what they must do to be rewarded.

3. Make the performance level attainable:

If subordinates feel the goal they are being asked to pursue is too difficult or impossible,
their motivation will be low.

4. Link rewards to performance:

The appropriate reward must be clearly associated within a short period of time with
successful performance to maintain motivation.

51
5. Analyse what factors might counteract the effectiveness of the reward:
Conflicts between the manager’s reward system and other influences in the work situation
may require the manager to make some adjustments in the reward.

6. Make sure the reward is adequate:

Minor rewards will be minor motivators.

As regards implication of managers, the expectancy model of expectation also has a

number of implications for organisations.

As outlined by Nadler and Lawler, these include:

1. Organisations usually get what they reward, not what they want:
The organisations reward system must be designed to motivate the behaviour desired.

2. The job itself can be made intrinsically rewarding:

If jobs are designed to full some of the higher needs of employees, such as independence
or creativity, they can be motivating in themselves.

3. The immediate supervisor has an important role in the motivation process:

The supervisor is in the best position to define clear goals and to provide appropriate
rewards for his or her various subordinates the supervisor should therefore be trained in
the motivation process and given enough authority to administer rewards.

Equity theory developed by J. Stacy Adam. It is one of the popular social exchange
theories that evaluates social exchange relationships. According to this theory, the people
are motivated to maintain fair relationships with others and will try to rectify unfair
relationships by making them fair.

This theory assumes as follows:

i. Employees would perform better and make contributions (input) for which they expect
certain outcome (rewards.) Normally, inputs, here refers to person’s past training and
experience, special knowledge, personal characteristics etc. outcomes include pay,
recognition, promotion, prestige, fringe benefits etc.

ii. Employee have to ascertain whether a particular exchange is satisfactory, by

comparing their inputs and outcomes to those of others in the form of a ratio. Equity exists

52
when an individual concludes that his or her own outcome or input ratio is equal to that of
other people.

Adams has received a great deal of credit for the formulation of the equity (or inequity)
theory. The essential aspects of the equity theory may be shown as follows.

There should be a balance of the outcomes-inputs relationship for one person in

comparison with that of another person.

If people feel they are inequitably rewarded, they may be dissatisfied, reduce the quantity
or quality of output, or leave the organisation. They also can ask for a greater reward. If
people perceive the rewards as equitable, they probably will continue at the same level
of output.

If people think the rewards are greater than what is considered equitable, they may work
harder. It is also possible that some may discount the reward. These three situations are
shown in figure 8.6.

As explained above, exchange relationship between a person’s inputs/outcomes in

relation to those of other persons may be of three types: overpaid inequity, underpaid
inequity, and equity.

These can be shown as follows:

Overpaid Inequity:
Here, the person perceives that his outcomes are more as compared to his inputs in
relation to others. This relationship can be expressed by

53
Underpaid Inequity:
In this case, the perceives that his outcomes are lower as compared to his inputs in
relation to others. This relationship can be expressed as follows.

Equity:
Mere the person perceives that his outcomes in relation to his inputs are equal to those
of others. This relationship can be expressed by

The impact of inequity on the person is as follows:

i. Perceived inequity creates tension in the person.

ii. The amount of tension is proportional to the magnitude of inequity.

iii. The tension created in the person will motivate him to reduce it.

iv. The strength of the motivation to reduce inequity is proportional to the perceived
inequity.

Equity theory makes managers realise that equity motive tends to be one of the most
important motives of the people in the organisation. Therefore, equity concept should be
given adequate considerations in designing motivation system.

“Equal pay for equal work” principle is based on his theory. Further, feelings or
perceptions in work setting are important factor in work setting. Therefore, management
should take this aspect into consideration and attempt should be made to develop the
perceptual skills of the people.
However, there are some practical difficulties in applying equity theory due to many
qualitative and cognitive factors involved:
i. It is difficult to assess the perception of people about inputs/outcomes relationship.

ii. Equity is a matter of comparison. The relevant question in this context i.e., “how does
a person choose the comparison person? The process by which the person decides
whom to compare himself with is not clearly understood as yet.

54
iii. Equity theory does not specify the actions which a person will take to re-establish
equity if he perceives inequity, notwithstanding the concept of equity has its relevance in
motivation which has been recognised both in theory and practice.

3. Goal Setting Theory:

Psychologist Edwin Locker developed a goal-setting theory a cognitive theory of work
motivation. Goal-setting theory focuses on the process of setting goals themselves.

According to Locker the natural human inclination to set and strive for goals is useful only
if the individual both understands and accepts a particular goal. Moreover, workers will
not be motivated if they do not possess and know they do not possess—the skills needed
to achieve a goal.

When goals are specific and challenging the function more effectively as motivating
factors in both individual and group performance. Research also indicates that motivation
and commitment are higher when subordinates participate in the setting of goals.

Employees need accurate feedback on their performance, however, to help them adjust
their work methods when necessary and to encourage them to persist in working toward
goals.

4. Reinforcement Theory:
Psychologist B.F. Skinner developed an interesting but controversial technique for
motivation. This approach called positive reinforcement or behavior modification, holds
that individuals can be motivated by proper design of their work environment and praise
for their performance and that punishment for poor performance produces negative
results.

Skinne analyse the work situation to determine what causes, workers to act the way they
do; and then they initiate changes to eliminate trouble some areas and obstructions to
performance. Specific goals are then set with workers participation and assistance,
prompt and regular feedback of results is made available and performance improvements
are rewarded with recognition and praise.

Even when performance does not equal goals, ways are found to help people and praise
them for the good things they do. It has also been found highly useful and motivating to

55
give people full information on a company’s problems, especially those in which they are
involved.

Thus the content and process theories emphasize the motivational technique to inspires
workers to achieve the individual as well as organisational goals.

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

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.

56
• 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., MLA’s on various matters.

• Attending union representations.

• Maintenance of records of staff members.

57
 MOTIVATION OF EMPLOYEES IN CENTRAL
COALFIELDS LIMITED
There is a provision of motivation in CCL. The employee of CCL are being
motivated time to time towards achieving target in coal production. By the
following methods the employee are motivated:-

1. Promotion.
2. SLP ( For Non-Executive)
3. Incentive.
4. Awards and Rewards. (On Labour Day Programme 1st may)
5. Prayer
6. PRP (For Executive)

1. Promotion:- The employee of CCL are promoted in the next higher

grade time to time so that they can motivated towards their work. On
promotion they are getting 3% of wage increment and also
enhancement of their official designation.

2. SLP: SLP means Service Linked Promotion, it means if any

employee does not get promotion for 7/8 years then he will get
service link promotion to the next high grade along with 3 %
promotional benefit. Hence, at any stage , they will get promotional
benefits within 7/8 years.

3. Incentive: Time to time , the employee of CCL got incentive on the

basis of their performance. The incentive is in cash modular.

4. Awards and Rewards: On the occasion of May day , the employee of

CCL and concerned area are being awarded for their outstanding
performance.

5. Prayer: In the Headquarter, the official duties starts with the prayer
and after completion of the prayer , the higher official of the company
motivates to the employee of the company towards honesty, loyalty
and liability of the duties. So that a good work culture could be
developed.
58
6. PRP :- (Performance Related Pay)- This is a scheme by which the
Executive of CIL , on the basis of their Performance, get the rewards
in terms of money.

59
 CHAPTER:-3 RESEARCH METHODOLOGYFOR MY
PROJECT

TIME OF RESEARCH DESGIN : Descriptive

SAMPLE SIZE : 30

SAMPLE UNIT : Executive and non-executive

SAMPLE AREAS : head office, Darbhanga house, CCL

DATA COLLECTION

Primary data- In CCL, Primary data & information have been collected through questionnaire.
A set of questionnaire was prepared with well structured questions.

Secondary data- Secondary data were collected from books, website and annual reports and
official records of the CCL.

SAMPLING METHOD:
Survey was done by QUESTIONNARE method.

SAMPLE AREA: RANCHI

SAMPLE UNIT: Officials and Employees of C.C.L

60
 CASE STUDY

o CASE UNDER INDIAN PENAL CODE (U/S 376 & 452)

- JAMUNA NAYAK VERSES THE STATE OF

JHARKHAND

o CASE UNDER CONSTITUTION OF INDIA (UNDER Article 226

& 227)1

- ROHIT KUMAR VERSES CCL

o CASE UNDER INDIAN CONTRACT ACT (Agreement)

- AALA DEVI Vs. CCL AND OTHERS

1. JAMUNA NAYAK VERSES STATE OF JHARKHAND

FACTS OF THE CASE: The prosecution case was started on the basis of a first
information report lodge by the informant ,Bhukhali Devi on 6.10.1994 stating therein that she
was married to Late Brahmdeoravidas who died due to illness leaving behind two daughters
one was aged about 16 years and other was aged about 8 years . After the death of her
husband she came to live with her mother and later on her mother gave her job to her
daughter working in CCL ,thereafter she started to live with her daughter and then she met
the accused as both of them were working at the same place they became friends later on
the accused committed rape on her but then got married to her but on day when she came
from office she saw the door was closed from inside and her daughter was bleeding from
internal parts .accused committed rape on her daughter who was minor .accused used to
take her salary and sick allowances

This case was filed in lower court ADDITIONAL SESSION JUDGE BERMO
.

61
JUDGEMENT: JAMUNA NAYAK FOUND GUILTY UNDER SECTIONS 376 AND 452 OF
INDIAN PENAL CODE AND SENTENCED HIM TO UNDERGO REGRESSIVE
IMPRISONMENT FOR 7 AND 3 YEARS UNDER SECTION 376 AND 452 RESPECTIVELY
OF IPC. HOWEVER HE DIRECTED THAT BOTH THE SENTENCES SHALL RUN
CONCURRENTLY.

APPEAL OF THE ACCUSED: Being aggrieved from the order from the judgment of
the learned Sri Jai Govind Singh ,2nd Additional judge ,Bermo at Tenughat in sessions trial
number 18 of 1995, Sri jamunaNayak preferred criminal appeal being number 40 of 2002
before the Hon’ble Court OF Jharkhand .

The Honorable high court by its judgment dated 29.04.2009 dismiss the appeal of Sri
JamunaNayak observing that :

1. The argument of the defense counsel that informant has falsely been implicated by
the accused out of grudge and enmity has not been proved by any evidence rather in
the contrary the informant suffered torture and rape by the hands of accused ,but made
no compliant but when found that the accused has committed rape upon her minor
daughter then cannot accept the same and made complaint

2. The Honorable court further directed that the accused was granted bail by this
court and his bail bond was cancelled. The learned court below is directed to issue
warrant of arrest against the accused and put behind the bar for serving out the
sentences as passed by the trail court.

The appellant Sri jamunaNayak has moved to the Honorable Supreme court of
India challenging the judgment and order dated 29.04.2009 passed by the
Honorable High court of Jharkhand in criminal appeal number 40 in 2002.

The case was registered before the Honorable SUPREME COURT of India being
special leave petition appeal number 7627 of 2009. The matter was heard on
23.10.2009 and the Honorable Supreme Court of India dismissed the aforesaid
special leave appeal .

2. ROHIT KUMAR VERSES CCL AND OTHERS

FACTS OF THE CASE :By way of filing this writ petition under article 226 of the
constitution of India the petitioner has prayed a direction to the respondents to consider the
case of the petitioner for the purpose of giving employment on compassionate ground .
62
According to the petitioner his father while serving with respondent company died in harness
on 10.05.2001 . Thereafter The mother of the petitioner requested the respondent company
to give the benefit of compassionate appointment to her son Rohitkumari.e the petitioner by
submitting an application dated 19.02.2002 . However the claim of the petitioner was rejected
by the respondent company vide communication dated 09.05.2002 only on the ground that
the application for getting compassionate appointment was submitted after year and eight
months that beyond the time limit prescribed for making such application .

STAND OF THE PETITONER : Learned counsel for petitioner submitted that the mother
of the petitioner made application well within time . She being an illiterate widow could not
applied in a prescribed format at the first instance .

STAND OF THE RESPONDENT : Learned counsel for the respondent company

submitted that the application for compassionate appointment made by the petitioner cannot
be considered in view of the norms set out by the company .It is further submitted that the
so called application submitted by the mother of the petitioner on 09.02.2002 is disputed by
the company moreover the said application was not submitted in a prescribed format and
the same was also not submitted within the prescribed time limit and therefore the case of
the petitioner was rejected .

ORDER :In the present case ,the father of the petitioner had served the respondent
company for more than 20 years and therefore the case of the petitioner deserves to be
considered sympathetically without entering into the technicalities . In the view of the facts
and circumstances of the present case order dated 09.05.2003 regarding relation of the
petitioner claim for compassionate appointment mainly on the ground of delay in submitting
the application is set aside with a direction to the respondent company to reconsider the case
of petitioner compassionate appointment within 3 months from the date of receipt of this
order.

3. AALA DEVI VERSES CCL AND OTHRES

FACTS OF THE CASE : This writ petition was filed by Aaladevi seeking for payment of
Group Personal Accident Insurance Scheme (G.P.A.I.S) of her husband . That the husband
of the petitioner that is subhashBouri was working as PR worker Govindpur project CCL and
was died on 30.05.2009. After the death petitioner has informed the respondent company
63
that is CCL and further CCL has informed the Oriental Insurance Company Limited ,there
was an agreement between CCL and the Oriental company regarding accidental death of the
employee as per which CCL deduct premium from the salary of the employees and on
account of accidental death of the employee CCL will demand G.P.A.I.S (Rs 5 lakhs ) from
the Oriental Insurance Company and thereafter disburse the same to legal heirs of the
Deceased employee and CCL has regularly deducted the premium of the G.P.A.I.S from the
salary .

Petitioner has alleged that the CCL is not paying her the amount of G.P.A.I.S .

STAND OF THE PETITONER :This writ petition was filed by Aaladevi seeking for the
money of G.P.A.I.S of her husband who died on 30.05.2009 due to accident and to reopen
the claim because as per the letter dated 4.7.2012 written by the branch manager of oriental
insurance company limited branch office no. 1 Ranchi closed claim cannot be reopen unless
specific instruction receive from the competent authority

STAND OF THE RESPONDENT (CCL) :

. MOU signed between the two companies provided that in any case of accident claimaint
should inform the immediately but not later than 120 days from the date of accident to CCL
.

And the petitioner has informed the CCL within the time prescribed and that the premium has
been regularly deducted from the salary of the petitioner’s husband and the money was
deposited by CCL to OICL in advance .This factum also appears in the MOU.

The Insurance company by their letter dated 03.07.2012 informed the respondent CCL that
the claim file has been closed on 28.12.2010 as no claim due to non-submission of
documents

CURRENT STATUS OF THE CASE :The case is pending before the honorable high
court of Jharkhand and Order is yet to be delivered.

64
 CHAPTER:- 4 DATA ANALYSIS AND INTERPRETATON

1. Does your job provide an opportunity for personal growth and development?

20%

80%

INTERPRETATION:

 80% EMPLOYEES SAYS AGREES.

 20% EMPLOYEES DISAGREES.

2. Does your job provide you personal satisfaction and sense of accomplishment?

20%

80%
INTERPERTATION:

 20% PEOPLE AGRESS.

 80% PEOPLE DISAGREES.

65
3. Is your superior(Executive/superior) approachable and understandable?

09%
12%
1st Qtr
2nd Qtr
55% 3rd Qtr
4th Qtr

24%
INTERPRETATION:

 9% EMPLOYEES STRONGLY DISAGREES.

 12% EMPLOYEES DISAGREES.
 24% EMPLOYEES AGREES.
 55% EMPLOYEES STRONGLY AGREES.

4. Is there a congenial atmosphere in your organization?

18%

82% 1

INTERPRETATION:

 82% EMPLOYEES STRONGLY AGREES.

 18% ONLY EMPLOYEES DISAGREES.

5. Are you co-operative and helpful?

66
 24%

76%
INTERPRETATION:

 24% EMPLOYEES AGREES.

 76% EMPLOYEES STRONGLY AGREES.

6. Are the wages and bonus you receive commensurate to your job?

20%

80%
INTERPERTATION:

 80% EMPLOYEES STRONGLY AGREES.

 AND REST 20% DISAGREES.

7. Do you think there is a need for entertainment and recreation after working hours?

67
 Sales
7%
23%
1st Qtr
2nd Qtr

30% 40% 3rd Qtr

4th Qtr

INTERPRETATION:

 30% EMPLOYEES STRONGLY AGREES.

 40% EMPLOYEES AGREES.
 7% EMPLOYEES STRONGLY DISAGREES.
 23% EMPLOYEES DISAGREES.

8. Does your job provide security and stability in your life?

58%
42%

INTERPRETATION:

 58% EMPLOYEES STRONGLY AGREES.

 42% EMPLOYEES AGREES.

9. Is there operational autonomy and independence in your organization?

68
 40% 37%
35%

30%
NUMBER OF RESPOND

25% 23%
20%
20%

15%
10% 10%
10%

5%

0%
1 2 3 4 5
RANK

INTERPRETATION:

10% EMPLOYEES DISAGREES.

23% EMPLOYEES STRONGLY AGREES.

37% EMPLOYEES AGREES.

20% EMPLOYEES STRONGLY DISAGREES.

10% EMPLOYEES DON’T KNOW.

10. Is there any disparity between your personal goals and the organizational
goals?

69
 70%
63%
60%
NUMBER OF RESPOND
50%

40%

30%
24%

20%
10%
10%
3%
0%
1 2 3 4 5
RANK

INTERPRETATION:

63% EMPLOYEES STRONGLY DISAGREES.

3% EMPLOYEES AGREES.

10% EMPLOYEES STRONGLY AGREES.

24% EMPLOYEES DON’T KNOW.

11. Is there any recognition for your hard work and efficiency in the organization?

70
 35% 33%

30%
NUMBER OF RESPOND
25% 23%

20%
17% 17%

15%
10%
10%

5%

0%
1 2 3 4 5
RANK

INTERPRETATION:

10% EMPLOYEES DISAGREES.

34% EMPLOYEES STRONGLY AGREES.

17% EMPLOYEES STRONGLY DISAGREES.

17% EMPLOYEES DON’T KNOW.

12. Are de-motivators like favoritism and discrimination present in the organization
?

71
 50%
45% 43%

NUMBER OF RESPOND 40%

35%
30% 27%
25%
20%
15% 13%
10%
10% 7%
5%
0%
1 2 3 4 5
RANK

INTERPRETATION:

7% EMPLOYEES DON’T KNOW.

13% EMPLOYEES DISAGREES.

10% EMPLOYEES STRONGLY DISAGREES.

43% EMPLOYEES STRONGLY AGREES.

27% EMPLOYEES AGREES.

13. Are there any prospects for reaching higher positions through hard work and
efficiency?

72
 60%

50%
NUMBER OF RESPOND

40%

30%

20%

10%

0%
1 2 3 4 5
RANK

INTERPRETATION:

13% EMPLOYEES STRONGLY DISAGREES.

17% EMPLOYEES DISAGREES.

20% EMPLOYEES AGREES.

50% EMPLOYEES STRONGLY AGREES.

14. Does your organization provide you an encouragement for training and
learning?

73
 60%

50%
50%
NUMBER OF RESPOND

40%

30%

20%
20% 17%
13%
10%

0%
0%
1 2 3 4 5
RANK

INTERPRETATION:

13% EMPLOYEES STRONGLY DISAGREES.

17% EMPLOYEES DISAGREES.

20% EMPLOYEES AGREES.

50% EMPLOYEES STRONGLY AGREES.

15. Are you satisfied with the welfare amenities provided by the organization?
74
 22% NO

78% YES

INTERPRETATION:

 78% EMPLOYEES STRONGLY AGREES.

 AND 25% EMPLOYEES STRONGLY DISAGREES.

16. Are the employees at the lower levels involved in the decision making?

• strongly • strongly
agrees. disagrees.

55% 7%

12% 26%
• disagrees. • agrees.

INTERPRETATION:

 55% EMPLOYEES STRONGLY AGREES.

 7% EMPLOYEES STRONGLY DISAGREES.
 12% EMPLOYEES DISAGREES.
 26% EMPLOYEES AGREES.
75
 17. Does ypur job enables you to meet the needs of socially detemined standard of
living?

INTERPRETATION:

 36% EMPLOYEES AGREES.

 44% EMPLOYEES DISAGREES.
 20% EMPLOYEES DON’T KNOW.

18. Is there a need for better physical work conditions in the organization?

46% 49% 15%

agrees disagrees don't know

76
INTERPRETATION:

 46% EMPLOYEES AGREES.

 49% EMPLOYEES DISAGREES.
 15% EMPLOYEES DON’T KNOW.

19. Do you think rewards and incentives are necessary to motivate a person at
work?

11%

89%

INTERPRETATION:

 89% EMPLOYEES STRONGLY AGREES.

 11% EMPLOYEES STRONGLY DISAGREES.

20. Does two factors variety as well as challenge present in the organization?

77
 12% NO
42% YES

46% TO SAME
EXTENT

INTERPRETATION:

 42% EMPLOYEES STRONGLY AGREES.

 12% EMPLOYEES STRONGLY DISAGREES.
 46% EMPLOYEES AGREES.

78
 CHAPTER:- 5 FINDINGS
 80% employees agrees that their job provide an opportunity for personal growth and
development.
 80% employees agrees that their job provides personal satisfaction and sense of
accomplishments.
 55% employees strongly agrees that their superiors are understandable and
approachable but to some extent employees strongly disagrees.
 Most of the employees strongly agrees that their organization have friendly
atmosphere.
 Most of the employees are cooperative in the organization.
 Most of the employees are satisfied with the bonus and wages paid to them.
 It is also important to provide some entertainment and recreation after working
hours.
 CCL also provides security and stability to their employees.
 The employees of CCL work for the goal of the organization.
 Most of the employees strongly agrees that their hard work and efficiency is
recognized in the CCL.

79
 LIMITATION OF THE SURVEY

 As the sample size was small hence conclusion cannot be generalized.

 Unwillingness and inability of respondents to provide information.
 As the strength of the company is big it was not possible to draw sample from
each and every department.

80
 CONCLUSION

Motivation is an aspect which covers almost all the employee from the managing directors to
his peon. The motivation is a live issue for all.

Motivation is a psychological concept. Motivation is not a cause but rather the effect or result
of many going away. Motivation differs from person to person, industry to industry, level of
education age, nature of work, etc. motivation may be range from very high to very low.

By this study it is clear that various factors which influences motivation and productivity of the
employees each as social measures, welfare facilities, salary status, bonus, health condition,
shift system and recognition of work are getting much importance.

Several approaches to motivation are available. Early theories are too simplistic in their
approach towards motivation. The content theory, Maslow’s need hierarchy, Hertzberg’s two
Factor model, etc. are very popular.

To conclude employee motivation plays very important role in every organization. Good
employee motivation helps in success of the organization.

81
 SUGGESTION

In the CCL employees feel that the salary structure is very good and most of the employees
Are satisfied with the bonus and the incentives given to them. But there are some employees
who are not satisfied with the salary and bonus. So company has focus specifically on their
problems and should try to solve their problems and motivate them.

The higher number of employees has given strongly agree. It means in CCL the
belongingness of employees are very good. They have a good relationship with everyone.

Most of the employees are satisfied with the recognition programs and performance appraisal
system. But some of the employees are still feeling that the performance appraisal system
and recognition programmer are not proper. Hence, HR department should know why the
employees are not satisfied with the performance appraisal system and should know which
type of performance appraisal system they want in future.

The higher number of employees have given positive response but still there is a scope for
improvement.

The HR department should make the job more challenging, exciting and meaningful by the
factor like goal setting, creative work, job rotation and skill diversity.

82
 BIBLOGRAPHY

BOOKS REFERED:

Human resource management (C.B. GUPTA)

WEBSITE REFERED:

www.google.com
www.wikipedia.com
www.centralcoalfield.in
www.ccl.gov.in

83
 QUESTIONNAIRE

QUESTIONNARE ON “Employee Motivation”

HELLO SIR / MA’AM

My name is Kumari Kajol and I am pursuing MBA from Marwari college,Ranchi.

I am an intern in CCL and doing a project on Study of Employee Motivation

I am conducting a survey which is based on the employee Motivation level to NEE/IR-

L department. It will be very helpful if you spend your precious time in filing up this
questionnaire so that I can collect the data and complete my project which will reflect
the current status of all facilities provided by CCL to its employee.

THANK YOU

PERSONAL DATA

(a) Name :

(b) Designation :

(c) Gender : Male ( ) Female ( )

(d) Experience : 0-5yrs ( )5-10yrs ( )10-15Yrs ( ) Above 15Yrs( )

Kindly rate the question from 1 to 15 as per the following scale:

Please mark one of the five responses:

01. Does your job provide an opportunity for personal growth and

development?

84
 [ ] 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

3. Is your superior (Executive/superior) approachable and

understandable? [ ] a) Strongly agree b) Agree c) Don't know d)

Disagree e) Strongly Disagree

4. Is there a congenial atmosphere in your organization?

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

Disagree

5. Are you co-operative and helpful?

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

Disagree

6. 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

85
7. 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

8. Does your job provide security and stability in your life?

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

Disagree

9. 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
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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?

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 [ ] 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

88