Motivation Project CHETEN 01 04 11 Pramod

A

PROJECT REPORT

ON

EMPLOYEE MOTIVATION

(At NTPC)

Submitted in Partial fulfillment for the Award of

MASTER OF BUSINESS ADMINISTRATION

IN

HUMAN RESOURCES

Guided by: Submitted by:

Mr. Jayanth Kumar, Placement Officer Swetha.S (09-672-130)

Dept. of MBA (Human Resource), Dept. of MBA (HR),

MIPGS, Saidabad. MIPGS, Saidabad.

DEPARTMENT OF M.B.A

MATRUSRI INSTITUTE OF POST GRADUATE STUDIES

(Affiliated to OSMANIA UNIVERSITY)

(2009-2011)

MATRUSRI INSTITUTE OF POST GRADUATE STUDIES (Formally Part of M.V.S.R. Engineering College)

(SPONSORED BY MATRUSRI EDUCATIONAL SOCIETY, REGD.NO. 938 OF 1980)

Ph:24074765(off)

Affiliated to Osmania University & Recognised by A.I.C.T.E.

24070079(Prin)

# 16-1-486, Saidabad, Hyderabad – 500 059.

CERTIFICATION

This is to certify that the project report titled “ EMPLOYEE MOTIVATION”

submitted in partial fulfillment for the award of MBA program of the Department of

Business Management, O.U,Hyderabad, was carried out by Swetha.S(09-672-

130), under my guidance. This has not been submitted to any other University or

Institution for the award of any degree/ diploma/ certificate.

Name and address of the Guide Signature of the

Guide

MATRUSRI INSTITUTE OF POST GRADUATE

ACKNOWLEDGEMENT

ACKNOWLEDGEMENT

An endeavor over all for all our life time can be

successful only with the guidance and support of our

well wishers. This project gives me an opportunity to

convey my gratitude to all those who have helped me

to reach a stage where I have the confidence to launch

my carrier in this competitive world.

I love to extend my gratitude to my ever loving

and caring parents for their constant support and

encouragement.

I heartily thank Mr. Basawa Raja, Principal, &

Mr. Sriharha Reddy, HOD, MIPGS, Osmania

University, Hyderabad for their inspiration.

I also extend my profound thanks to my erudite

guide Mr. G. Jayanth Kumar, Placement Officer,

MIPGS, Osmania University, Hyderabad and other

faculty members who gave me a constant support by

extending their assistance in the development of the

project.

I’m much delighted to thank Sri. P. Gopal Rao,

AGM, NTPC Ltd, Ramagundam, for permitting me

to do a project under NTPC premises.

I’m delighted to thank my erudite guide Sri.

Pramod Ekka, Officer of HR Dept. for his valuable

guidance and excellent suggestions throughout the

project.

At last I thank all my friends and people who have

encouraged me, without which my acknowledgement

would not have been possibly ended.

Swetha.S

DECLARATION

DECLARATION

I, Ms.Swetha.S, hereby declare that the project work entitled, “Employee

Motivation”, done under NTPC premise, submitted to Osmnia University,

Hyderabad, for the Degree of MBA, is an original work done by me under the

guidance of Sri. Pramod Ekka, Officer of HR Dept. as my external guide and Mr. G.

Jayanth Kumar, Professor, Osmania University as my institutional guide.

This project is for reference only and I assure no part of the report will be

published or copied anywhere without the prior written permission from the NTPC,

Ramagundam.

Signature of the guide Signature of the student

Swetha.S

CONTENTS

CHAPTER 1

Page No.

Introduction of the study…………………………………

Meaning of Motivation…………………………………..

Need of the Study……………………………………….

Scope of the study……………………………………......

Objectives of the study…………………………………...

Limitations of the study…………………………………

CHAPTER 2

Review of Literature…………………………………….

CHAPTER 3

Theories of Motivation…………………………………….

Early Theories…………………………………………….

Contemporary Theories……………………………………..

CHAPTER 4

Research Methodology……………………………………..

CHAPTER 5

Industry Profile…………………………………………..

CHAPTER 6

Data Analysis & Interpretation

CHAPTER 7

Conclusion

CHAPTER 8

Recommendations………………………………

Bibliography……………………………………………….

APPENDIX

Questionnaire

Chapter 1

INTRODUCTION

INTRODUCTION

Every management tries to coordinate various factors of production in

such a way that their contribution is maximum in achieving organizational

goals. The performance of non-human factors like machines, Raw material,

Financial Resource etc. will depend upon the level of technology and the

competence of those who use them. To improve the overall performance

in a business it becomes essential to increase the efficiency of human

beings. The performance of persons depends upon two factors.

Those are

1. One is ability to do a work

2. Second one is motivations

Both these factors taken together will increase the efficiency of

human beings.

The study of motivation and behavior involves a search for

answer to a question about human nature. The topic chosen Employee

Motivation and Job Satisfaction (a study of NTPC, RAMAGUNDAM)

recognize the importance of human elements in RSTPS and develop

theoretical frame work that will help the supervisors and employees

understand human behavior and also to predict change and influence

future behavior which is the key element to take up the present study.

As Peter.F.Druker Rightly pointed out that “Better than half of the

leaders he had met don’t need to learn what to do –they need to learn

what to stop”.

Meaning of Motivation

"Motivation" is a Latin word "TO MOVE" Human motives are internalized

goals within individuals. A motive is an inner state that energies,

activates or moves and directs or channels behaviour towards goals. All

human behaviour is designed to achieve certain goals and objectives. Such

goals directed behavior revolves around the desire for needs satisfaction.

Needs set up drives to accomplish goals. Motivation consists of the three

interaction and interdependent elements of needs, drives and goals.

DEFINITIONS OF MOTIVATION:

Scholars have variously defined motivation. Some definitions are

discussed as follows:

According to the Encyclopedia of management: Motivation refers to

degree of readiness of an organism to pursue some designated goal and

implies the determination of the nature and locus of the forces, including

the degree of readiness.

According Edwin B.Flippo "Motivation is the process of attempting to

influence others to do your will through the possibility of gain or reward."

Types of Motivation:

There are two types of motivations

1. Intrinsic Motivation occurs when people are internally motivated to

do something because it either brings them pleasure, they think it is

important or they feel what they are learning is morally significant.

2. Extrinsic Motivation is concerned with motivators which employees

enjoy-pay promotion, status, fringe benefits, retirement plans, health

insurance schemes, holiday and vacations, etc by and large, those

motivators are associated with financial rewards.

NEED OF THE STUDY:

If a person does not have the capability of ability to do a work then

he cannot increase his efficiency. On the other hand, Even if a person has

got the ability but is not properly motivated even then his performance

will be low.

Motivation is an important factor, which encourages persons to give

their best performance and help in reaching enterprise goals. A strong

positive motivation will enable the increased output of employee but a

negative motivation will reduce their performance. A key element in

personnel management is motivation. According to Likert, it is the core of

management which shows that every human being gives him a sense of

worth in face-to-face groups which are most important to him a supervisor

should strive to treat individual with dignity and recognition of their personal

worth.

SCOPE OF THE STUDY:

The study covers only RSTPS it does not cover all other branches

of NTPC.

The present project study covers on two concepts that are

Employee motivation and job satisfaction only.

The present project study is based on the opinions and answers

given by employees of RSTPS, NTPC Ltd.

OBJECTIVES OF STUDY:

The objectives of study are

To identify the needs of the employee.

To identify the motivators those are motivation employee in the

organization to achieve their goals.

To identify the nature of the organization.

To identify the nature of the industry and environmental forces

like govt policies.

To examine the level of motivation in employees to perform the

job.

To know the impact of motivation on job satisfaction leads to job

performance.

LIMITATIONS OF THE STUDY:

The research was allowed to collect the data largely by personal

discussion only.

For the impose of collecting primary data was conducted for

limited people only.

The study is limited to the employee motivation of technical and

operating staff of RSTPS, Kazipet specifically.

Chapter 2

REVIEW OF LITERATURE

LITERATURE REVIEW

According to Berelson and Steiner: A Motivation is an inner state

that energizes, activates, or moves and directs or channels behavior

goals.

The present study in NTPC- RSTPS is focused on motivation of the

employees. Motivation is desire or need of an individual to expand his

efforts to achieve a particular goal or objective. Satisfaction is the

outcome already experienced. When an employee satisfies his/ her

needs he/she may perform well. The researcher intended to know the

motivation of employees in RSTPS.

The researcher has adopted stratified random sampling method

for data sampling and collected data from primary source such as

through personal interviews, questionnaire as well as secondary source

such as company brochures internet.

The objectives of the present study include identification of the

needs organization to achieve their goals, to examine the level of

motivation in employee in performance of the job. The purpose of

motivation is to create conditions in which people are work with zeal,

initiative, interested and enthusiasm, with a high personal and group

morale satisfaction, with sense of responsibility, loyalty and discipline

and with pride and confidence in a most cohesive manner so that the

goals of an organization are achieved effectively.

A positive motivation involves the possibility of increased

motive satisfaction, while negative motivation involves the possibility

of decreased motive satisfaction positive or incentive motivation is

generally based on reward to Flipper positive motivations a process of

attempting to influence others to do our will through the possibility of

gain or reward. People work for incentive on the form of four ‘p’s of

motivation; praise, prestige, promotion, and pay cheque. Negative of

fear motivation is based on force and fear. Fear causes persons to act

in ascertain way because they are afraid of the consequence in they

don't, if workers do not work, they are threatened with mechanism.

Negative motivation has certain limitations, through its use only the

minimum of effort is put in to avoid punishment. Moreover the

imposition of punishment frequently results in frustration among those

punished, leading to the developmental behavior. Punishment also

creates a hostile state of mind, and tin unfavorable attitude to do the

job. Moreover it may result lower productivity because it tends dissi-

pate such human assets as loyalty, co-operation and esprit decors.

Motivation may be defined as he desire and willingness of a

person to expend efforts to reach a particular goal or outcome.

Individual motivation is a consequence of many forces operating

simultaneously in the person and in the person’s environment.

Motivated behavior results from the interplay of many factors including

organization cultures leadership style structure, and human resources

policies and practices. The individual personality trails, skills and

attitudes that a person brings to the job also play a large part in

motivation.

Individual motivation is further influenced by the desirability of

rewards and by expectancy that will lead to the performance that will

produce the desired outcomes. The effort is expended, coupled with

the individual's skill and abilities results in performance. However, the

technology that is in use, the support services that are provided (such

as proper raw materials or parts supplied at the light time), and the

training given to the person are also factors in the level of

performance. Performance leads to rewards of both intrinsic and an

extrinsic nature. Intrinsic rewards are internal reinforcement such as

feelings of accomplishment and self worth; extrinsic rewards are

external reinforcements such as pay, recognition or promotion.

Motivated employees are the biggest assets of an organization.

Employees are becoming the competitive advantages for business in

the modern worked. No mater how much technology and equipment

on organization has these things cannot be fully utilized until people

who have been motivated guide them. Think for a minute of an

organization with the abundance of resources but a work force is not

willing to exploit its capabilities to fullest due to lack of motivation,

where will this organization head for? Obviously towards decline. Bad

employees fail the business.

If company needs hard-to-find workers they normally hike

salaries, but this increase the likelihood of someone leaving a job for

the one that pays more.

The reason for increasing job turnover is the lower levels of

loyalties and untying of bonds between employers and employees,

finally, more and more employees no longer tolerate bad bosses.

Honey and peaks can be used to attract people there. Good losses

drive employee satisfaction and determination. Good pay and good

benefits are important, but the real focus must be on making work

interesting and establishing good managers.

The main objectives of Human Resources Management may be

stated as to motivated and utilize able and suitable work force of the

organization to accomplish its basic goals.

Motivation is important function of managers. In co-coordinating

the activities of people and increasing the level of performance,

manager should motivate them in a proper manner. Without

motivation even an able person may also not take up the

organizational tasks with interest and commitment.

Generally the arc two aspects of motivation in organizations

Firstly is the necessary of motivation that arises in the case of those

jobs which are so uninteresting that few employees would like to

handle them. In order to get such work done, there has to be a

motivation or incentive to the extent of overcoming the job resistance.

Secondly motivation is necessary not only in the simple

performance of particular jobs but also for getting the best out of every

employee in the organization.

In the old days motivation was mainly through money incentive.

Money incentive still has its place in motivation, but the scope is wider

today with other motivating factors like affording more leadership

opportunities, participation, relaxation of supervision and delegation of

more powers, concessions in working hour's job enlargement, special

facilities, privileges or perquisites and sickness benefits.

ELEMENTS OF MOTIVATION

The following are the essentials of a sound motivation system,

according to Koontz and O'Donnell

PRODUCTIVITY: A good motivational is that which helps in

increasing efficiency and productivity of the labour.

COMPETITION: An inducement at work hard and compete

each other is a sound proof of the good motivational system. Of

course, one has to see that the cost of production does not go on

because of such inducements.

COMPREHENSIVENESS: A good motivational system

should help the working force to satisfy primary, social and

personal needs. It should be applicable to all types of workers

and as far as possible in equal proportion.

FLEXIBILITY: A Motivation system should be such which is

able to adopt itself according to circumstances and situations.

Since different individuals or group of individuals has different

needs and thus can be induced differently. Rigidity in any system

is not good. Behavioral sciences arc subject to changes.

Flexibility helps in adjustments; hence advocated.

Chapter 3

THEORIES OF MOTIVATION

THEORIES OF MOTIVATION

MOTIVATION THEORITICAL PERSPECTIVE

Human motives are based on needs, whether consciously or

subconsciously felt. Some are primary needs, such as the physiological,

requirements for water, air, food and shelter. Other needs may be

regarded as secondary such as self-esteem, status, and affiliation with

others, affection means giving accomplishment and self assertion these

needs vary in intensity and overtime among different individuals.

Motivation is general term applying to the entire class of live, desire, wishes

and similar forces.

"Motivation" is a Latin word "TO MOVE" Human motives are internalized

goals within individuals. A motive is and inner state that energies,

activates or moves and directs or channels behaviour towards goals. All

human behaviour is designed to achieve certain goals and objectives. Such

goals directed behaviour revolves around the desire for needs satisfaction.

Needs set up drives to accomplish goals. Motivation consists of the three

interaction and interdependent elements of needs, drives and goals.

THEORIES OF MOTIVATION:

There are several approaches to the study of motivation; a

perusal of the theories will help us understand the nature of motivation

better. All the theories can be classified into two broad categories

EARLY theories and CONTEMPORARY theories.

EARLY THEORIES INCLUDE

Scientific management, and

Human Relation model.

CONTEM PORARY THEORIES FURTHER CLASSIFIED

INTO

Content

Process

Reinforcement categories.

CONTENT THEORIES INCLUDE

Maslow's Need Hierarchy Theory

Hertzberg's Two Factors Theories

Alderfer's ERG and

Achievement Motivation Theory

PROCESS THEORY INCLUDE

Vroom's Expectancy Model

Adam's Equity Theory and

Porter's Performance and Satisfaction Model

EARLY THEORIES

SCIENTIFIC MANAGEMENT

Scientific management is the name given to a philosophy and set

of methods and techniques that stressed the scientific study and

organization of work at the operational level for the purpose of

increasing efficiency. Several luminaries contributed their ideas to the

philosophy of scientific management but the movement is more

associated with F. W.Taylor who is remembered as the father of

scientific management. Scientific management had contributed several

techniques which are relevant even today.

The techniques are:

1. Scientific method of doing work

2. Planning the task

3. Scientific selection, training and remuneration workers

4. Standardization

5. Specialization and division of work

6. Time and motion studies

7. Mental revolution

Coupled with Taylor’s logical and rational approach to

management was the simple theory of human behavior. People are

primarily motivated by economic rewards and will take direction if

offered and opportunity to improve their economic positions. Put

simply, Taylor's theory stated that:

1. Physical work would be scientifically to determine the optimal

method of performing a job.

2. Workers could, thereafter be made more efficient by giving them

prescription as to how they were to do their jobs.

HUMAN RELATION MODEL

Eventually it became clear that the assumption that workers were

primarily motivated by money inadequate. Elton Mayo and other

human relations researchers found that the social contacts which the

workers had a workplace we also important and that the boredom and

repetitiveness of tasks were themselves factors in reducing motivation.

Mayo and others believed that managers could motivate employees by

acknowledging their social needs and by making they feel useful and

important.

As a result employees were given some freedom to make their

own decisions on their jobs, greater attention was paid to the

organization's informal work groups more information has provided to

employees about the manager's intentions and about the operations of

the organization. In the scientific management model, workers had

been expected to accept the management authority in return for high

wages, made possible by the efficient system designed by the

management and implemented by the workers. In the Human

Relations Model, workers were expected to accept the management

authority because supervisors treated them with consideration and

were attentive to their needs.

The Problem with the human relation model is its undue reliance

on social contacts at work situations for motivation employees. Social

contacts though desirable, by themselves will not always help

motivate workers.

CONTEMPORARY THEORIES

CONTENT THEORIES:

Maslow's need hierarchy theory, Hertzberg's two-factory theory,

Alderfer's ERG theory and McClelland’s achievement theories are

classified as content theories. These use individual needs to help in the

understanding of job satisfaction and work behavior. Needs reflect

either physiological deficiency, Hungerm for examples are a

physiological needs where as desire for emotional support is a

psychological need. Needs are an additional aspect of individual

attributed which complement his/her demographic, contemporary, and

psychological characteristics.

Although content theories disagree somewhat concerning the

exact nature of the needs, they do agree that

Stated more clearly, content theorists suggest that the manager's

job is to create a work environment that responds positively to

individual needs such things as poor performance undesirable

behaviour and decreased satisfaction can be partially explained in

terms of dissatisfied needs also the motivational value and reward

either does or doesn’t respond.

MASLOW'S NEED HIERARCHY THEORY

This theory probably the most widely known theory of individual

need and motivation, this theory was written by ABRAHAM MASLOW

who was a clinical psychologist in USA Maslow.

He suggested flowingly through his theory

Every individual has a complex set of exceptionally strong needs.

Behaviour of an individual at a particular moment is usually

determined by his strong need.

According to psychologists, human needs have a certain priority,

as the more basic needs are satisfied the individual seeks to satisfy the

higher needs, if the basic needs are not satisfied efforts to satisfy the

higher needs will be postponed.

Maslow stated that people have five basic levels of needs which

they tend to satisfy in a hierarchical fashion. He proposed that human

needs can be arranged in a particular order from the lowest level need

to the highest level need, this hierarchy of human needs is shown in

the following figure.

This needs hierarchy can be explained as follows:

PHYSIOLOGICAL NEEDS:

The physiological needs are taken at the first or starting step for

motivation theory because these are the strongest needs unfilled they

are reasonably satisfied, there are the basic bookie needs comprising

of hunger, thirst, shelter, clothing air and other necessities of life,

human being first try to acquire these basic necessities of life, only

then tend to move to the second level of needs.

SAFETY NEEDS:

In the hierarchy of needs the second needs are safety and

security needs once a reasonable level of physiological needs are

satisfied the name beings tend to satisfy the second level of needs

which are security and stability in today’s civilized society a person is

usually protected from physical danger or threats of violence etc., so

that the safety and security needs dwell upon economic and job

security of source of income provision for old age hindrance against

risk medical insurance and other protective measures to safeguard the

satisfaction of physiological needs in the future which may be

unpredictable.

SOCIAL NEEDS:

Once the second level is satisfied the human beings strive to

satisfy their social needs man is a social animal he wants to belong to

a social group where his emotional needs for love affection warmth

and friendship are satisfied social needs can be satisfied by being in

the company of friends, relatives or other group such as work groups

or voluntary groups.

ESTEEM NEEDS:

Fourth in the hierarchy of needs is ego or self esteem needs

which are concerned with self respect, self confidence recognition

appreciation applause restage power and control these needs give the

individuals a sense of self worth and ego satisfaction.

SELF ACTUALISATION NEEDS:

At the top of the hierarchy is the need for self actualization or the need to

fulfill what a person considers to be the mission in his liger after all his other

needs are fulfilled a man has the desire for personal achievement.

HERTZBERG'S MOTIVATION HYGIENE THEORY

This theory developed by Fredrick Hertzberg and his associates developed

the motivation Hygiene theory commonly known as the two factor theory in the

late 1950s and early 1960s. Hertzberg and his associates conducted a research

based on the interview of 200 engineers and accountants who looked for 11

different firms in PITTSBURGH area, USA. The purpose of the research was to

find out as to what variables are perceived to be desirable goals to achieve and

conversely undesirable conditions to avoid. During the course or the interviews

these men were asked to describe of few previous job experiences in which they

felt exceptionally good or exceptionally bad about jobs they were also asked to

that the degree of which their feelings were influenced for better or worse by

each experience which they described.

Based upon the answer received from these 200 people. Hertzberg

concluded that there are certain factors that tend to be consistently related to job

satisfaction and on the other hand there are some factors, which are consistently

related to job dissatisfaction the last of job conditions.

He referred to as maintenance or hygiene factors and the first job

conditions as motivational factors, the motivational factors are intrinsic in nature

and hygiene factors are extrinsic in nature, these two factors are described in

detail as follows.

HYGIENE FACTORS

1. Company policy and administration

2. Technical supervision

3. Inter personal relations with supervisor

4. Inter personal relations with peers

5. Inter personal relations with subordinates

6. Salary

7. Job security

8. Personal life

9. Working conditions

10. Status

MOTIVATIONAL FACTORS

1 Achievement

2 Advancement

3 Possibility for growth

4 Recognition

5 Work itself

6 Responsibility

The following figure gives the overall idea on the two factors

theory

ERG THEORY

Clayton Alderfer reformulated Maslow’s need hierarchy theory.

The erg need theory developed by Alderfer, condenses the five needs

given by Maslow’s into three erg world is derived from the first letters

of each of these levels of needs. These three are:

1. EXISTENCE NEEDS : The existence needs combine the

physiological and safety needs of Maslow’s model. The existence needs

are satisfied by material incentives. These needs include the basic

survival needs of human beings, needs for physical and psychological

safety from threats to people's existence and well being.

2. RELATEDNESS NEEDS: Relatedness needs, included

Maslow's social and esteem needs, which are derived from other

people. These include relationships with other people we care about;

these needs are satisfied by personal relationships and social

interactions.

3. GROWTH NEEDS: These needs are similar to Maslow's self

actualization needs; this need involves persons making creative efforts to

achieve full potential in the exiting environment. These needs will be satisfied

only if an individual involves himself in the activities of the organization and

searches for new challenges and opportunities Alderfer revised Maslow's theory

in other ways also.

Mc GREGOR 'S THEORY X AND THEORY Y:

Douglas Mc Gregor introduced these two theories i.e. Theory X

and Y, based on the two distinct views of human beings. He proposed,

at opposite extremism two pairs of assumptions about human beings

which he thought were implied by the actions of the managers. Theory

X deals with one extreme based on one set of assumptions and theory

Y deals with another extreme based on another set assumptions these

theories are not based on any research but according to McGregor,

these are intuitive deductions.

THEORY X : This theory is based on the traditional approach to

human behaviour the assumptions generally held by the manager in

this theory are:

The average human beings inherently dislike work and will try to

avoid it, whenever possible.

As the employees are lazy, they must be controlled, coerced,

threatened with punishment to achieve goals to which they are

indifferent.

Average employees will try to avoid responsibility and seek

formal directions whenever possible because they have relatively little

ambition.

THEORY Y: This approach assumes that management by direction

and control is a questionable method for motivation such people whose

physiological and social needs have been satisfied and whose social

esteem and self actualization needs are becoming more important. For

such people, Theory Y, seems to be applicable about people.

The average human being does not inherently dislike work. He

can view work as natural or enjoyable as rest or play.

Employees will exercise self-direction and self control in the

attainment of the objectives to which they are committed.

Given proper working conditions average person can learn to

accept and even to seek responsibility. Commitment to objectives is a

function of the rewards associated with their achievement.

APPLICABILITY OF THEORY X AND THEORY Y :

Theory X and the Theory Y represent two extremes. No person

can belong to these two extreme situations. Each person possesses the

traits of Theory X and Theory Y, though the degrees may be different

under different situations, though, no generalizations can be made, still

it appears that Theory X is more applicable to unskilled and

uneducated lower class workers who work for the satisfaction of their

physiological needs only, Theory Y appears to be applicable to the

educated, skilled and professional employees who understands their

responsibilities and do not need any direction and control. However

there can be exceptions. A lower level employee may be more

responsible and mature than a well qualified high level employee, still

these theories are very important tools in understanding the behaviour

of human being and in designing the motivational schemes, and the

management should use a combination of both the theories to

motivate different employees.

Still these theories are very important tools in understanding the

behavior of human being and in designing the motivational schemes,

the management should use a combination of both the theories to

motivate different employees.

THEORY Z: William Ouchi, proposed Theory Z in early 80’s. The

letter Z does not stand for anything. It is just to denote the state of

affairs in organization and human behaviour as has been done in case

of Theories X and Y. Ouchi came out with this theory after making a

comparative study of American and Japanese management practices.

It is an integrative model, containing the best of both American and

Japanese practices.

It takes into account the strengths of Japanese management e.g.

social cohesion, job security, concern of employees, as well as

American management e.g. speedy decision making, risk taking snicks,

individual autonomy, innovation and creativity, Theory Z is a mixed US-

Japanese management system for modern organizations.

FEATURES OF THEORY Z:

TRUST

ORGANISATION-EMPLOYEE RELATIONSHIP

EMPLOYEE PARTICIPATION

STRUCTURELESS ORGANISATION

HOLISTIC CONCERN FOR EMPLOYEEES

PROCESS THEORY

Content theories emphasize the important if inner needs in

motivation Maslow's, Alderfer, Hertzberg and other researchers

focused on existence of these needs and their role in initiating the

motivational cycle. Unfortunately, most content theories state three

assumptions that limit their usefulness to managers.

The theories assume that

1. All employees are alike

2. All situations are alike and

3. There is one best way to motivate all employees

In recent years, a substantially different approach to

understanding motivation has emerged. This approach includes a

number of process theories that view motivation as an individual's

decision to act so as to put forth some given level of effort. There are

three such theories namely expectancy theory, equity theory, and

performance satisfaction model.

EXPECTANCY MODEL (VROOM'S THEORY):

Victor Vroom made an important contribution to be

understanding of the concept of motivation and the decision processes

that people use to determine how much effort they will expend on their

jobs. Criticizing Herzberg's two factors theory, He said that a person's

motivation towards an action at any time would be determined by an

individual's perception that a certain type of action would lead to a

specific outcome and his personal preference for this outcome, This

model is based on the belief that motivation is determined by the

nature of the reward people expect to get as a result of their job

performance. Because man is a rational human being he will try to

maximize the perceived value of such rewards. People will be highly

motivated of they are made to believe that if they behave in a

particular way they will receive a certain type outcome according to

their personal preference. There are three variables in Vroom's model

given in the form of an equation, since the model is a multiplier, the

entire three variables must have high positive value to imply

motivated performance choices. If any of the variables is zero, then

probability of motivated performance tends to be zero.

VALENCE: Valence means the attraction of an outcome to the

individual, whenever an individual has performance for a reward

valance is the strength of that preference. The valence is something

subjective and varies from person to person.

EXPECTANCY: Expectancy is also referred to as the effort

performance probability. It refers to the extent to which the person

believes his efforts will lead to his first level outcome i.e. Completion

of the task.

INSTRUMENTALITY: Instrumentality refers to the probabilities

attached by the individual to each possible performance outcome

alternative just as the individual previously assigned probabilities to

various levels of effort leading to different levels of performance.

The management must recognize and determine the situation

as it exists and take steps to improve up on these factors for

modification of behaviour, so that highest value can be achieved

individuality. Management for example, can deal with the different

situations in the following way:

EQUITY THEORY:

The Equity Theory is another process theory. The theory owes its

origin to several prominent theorists like Fcstinger, Heider, Humans,

Jacques, Patchen, Weick and Adams. However, it is Adams' formulation

of the equity theory, which is the most highly developed and re-

searched statement on the topic. Therefore, Adams' formulation is

considered here.

Like any other theory, the equity theory is also alternatively

known as the 'social comparison' theory, 01 the 'inequity' theory. True

to its name, the equity theory is based on the assumption that

individuals are motivated by their desire to be equitably treated in

their work relationships. When employees work for an organization,

they basically exchange their services for pay and other benefits. The

equity theory proposes that individuals attempt to reduce any inequity

they may perceive as a result of this exchange relationship. For

example, if employees perceive that they are either overpaid or

underpaid, they will be motivated to restore equity. Four terms are

important in the theory:

Person: The individual for whom an equity or inequity exists.

Comparison other: Any group or individual used by a person as a

reference regarding inputs and outcomes.

Inputs: Characteristics which individuals bring with them to the job-

education, skills, experience, and so on. A person subjectively

perceives these.

Outcomes: Pay, promotions, fringe benefits, and so on received from

a job. A person also subjectively perceives these.

The theory proposes that the motivation to act develops after the

person compares his or her inputs/outcomes with the identical ratio of

the comparison other. Inequity is defined as the perception that a

person's job inputs/outcomes ratio is not equal to the inputs/outputs

ratio of the comparison other.

PORTER AND LAWLER MODEL OF

MOTIVATION

Lyman Porter and Lawler came out with a compthensive theory

of motivation. They posit that motivation, performance, and

satisfaction are all separate variables and relate in ways different from

what was traditionally assume. Figure shows the multivariable model

of porter and Lawler. As shown in the figure, boxes 1, 2 and 3 are

basically the same as Vroom's equation. However, Porter and Lawler

point put that an effort (force or motivation) does not directly lead to a

performance. It is mediated by abilities, traits, and role perceptions.

More important - in the Porter and Lawler model- is what happens after

the performance. The rewards that follow and how they are perceived

will determine the satisfaction.

ELEMENTS OF THIS MODELS ARE AS FOLLOW:

Effort

VAIAJK or REWARD

Perceived effort reward probability

PERFORMANCE

Rewards

Satisfaction

REINFORCEMENT THEOR Y:

An influential and controversial approach to influencing human

behaviour is based on the observation that the consequence of an

individual" behaviour in one situation influences that individual's

behaviour in a similar situation in future. Techniques based on this

principle have been developed to change human behaviour. Such a

technique, generally known as 'operand conditioning', has been

advocated by B.F. Skinner. Its implication is that individual behaviour

and be predicted from a person's past experiences.

The operant - conditioning approach to behaviour is based on the

law of effect, which states that behaviour having a rewarding

consequence is likely to be repeated. This is a positive reinforcement.

On the other hand, a behaviour that leads to a negative or punishing

consequence tends not to be repeated. This is negative reinforcement.

When operant conditioning is used to control behaviour of employees

in an organization, it is called organizational behaviour modification

(OB Mod).

The theory has an important implication for managers. If a

manager desires to change to behaviour of his or her subordinate, he

or she (manager) must change the consequences of the behaviour. An

employee who frequently comes late can be motivated to come in on

time if the manager expresses strong approval of each on-time or early

arrival, rather than shrugging the matter off. Late arrivals can also be

stopped by strongly disapproving such behaviour. However, rewarding

a desirable behaviour is more effective than punishing an undesirable

behaviour.

THE PORTER AND LAWLER MODEL OF MOTIVATION FIGURE

Chapter 4RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

The Research process involves identifying a management problem or

opportunity analyzing and reporting the information specified in the

research problem.

Every research study has its own specific purpose. And its

objectives generally concerns with the particular problem which the

researcher gain new insights, to portray accurately the characteristics

of particular group, situation and to test the casual relationship

between variables.

The research design is prepared to solve the problem and it is the

arrangements of conditions for collection and analyses of data in a

manner that aims to combine relevance to the research purpose with

economy in procedure the researcher generally uses exploratory,

descriptive and casual research or hypothesis testing to solve the

research problem.

Next, the data collection with the help of primary data and

secondary data methods are applied. For these questionnaires and

personal interviews will be helpful. Data analysis and interpretation are

made to find suggestions and valuable which is outcome of the

research study.

RESEARCH DESIGN

“A Research Design is the arrangement of conditions for

collection and analysis of data in a manner that aims to combine

relevance to the research purpose with economy in procedure”.

Generally the Research Design can be conveniently described in 3

ways.

► Research Design in case of exploratory research studies.

► Research Design in case of descriptive and diagnostic research.

► Research Design in case of hypothesis-testing research studies.

Steps in Research Process:

1. Defining the Research Problem

2. Statement of Research Objectives

3. Planning the Research Design

4. Determining the Sample Design

5. Collection of Data

6. Executions of Project

7. Analysis of Data

8. Formulation and Conclusion

9. Preparation of the Report

SOURCE OF INFORMATION

The source through which data collected was:

Primary source

Secondary source

Primary source: Primary source include the respondents from whom

the required information was collected directly and their personal

opinion was regarded. There was no force on the respondents while

collecting the data. The data was also collected through personal

interview and through questionnaire.

Secondary source: Secondary source include people, personal,

manual, magazines and the concerned literature on the subject from

organization and library.

SAMPLING DESIGN

The method of sampling used was random sampling. The

respondents were chosen at random due to busyness and non-

availability of the employees.

The aim of the study was to cover employees at all hierarchy

level. Therefore, the sample of the respondents was chosen at

each level of the hierarchy in all the departments and services.

The sample size was taken as 100.

The sample design included the respondents from head level to

the lower division `level; so that the parameters for the study are

generalized for all the levels in the Organization.

SAMPLE SIZE

All items in any field of in query constitute a ‘universe’ or

‘population’. A finite subset of the population gives a sample.

The statistical units in the sample are called sample units. The

number of units in the sample is called the size of the sample.

If the size of the sample is less than or equal to 30 then it is

called as a small samples. Otherwise that it if the size of the sample is

greater than 30, it is called as large samples.

TOOLS FOR DATA COLLECTION

Tools used for data collection are as follows:

I. Discussion (unstructured discussion)

II. Questionnaires (structured discussion)

I. Unstructured Discussions:

Under this method of data collection, the researchers

personally interview the respondents to gather the information. The

respondents were asked to present their views and opinions about the

Performance Appraisal system in the Organization. The opinions of the

respondents were used as the primary source of information preparing

the study report.

Sometimes the precious information cannot be collected from

the structured Questionnaire because it has only limited questions, at

that time information cannot be collected through this method.

II. Structured Questionnaire:

It is usually associated with the self-administrated tools

with item of the closed or fixed alternative type. The respondents feel

greater confidence in the anonymity of questionnaire than in that of

any interview. It places less pressure on the subject of immediate

response. These were the reasons for choosing questionnaire as one of

the tools for data collection.

STATISTICAL TOOLS USED

● Bar charts

● Pie-charts

● Tables

Chapter 5

INDUSTY PROFILE

COMPANY PROFILE

National Thermal Power Corporation Limited (NTPC) is the largest

thermal power generating company of India. The public sector

company was incorporated in the year 1975 to accelerate power

development in the country as a wholly owned company of the

Government of India. At present, Government of India holds 89.5% of

the total equity shares of the company and the balance 10.5% is held

by FIIs, Domestic Banks, Public and others.

Within a span of 30 years, NTPC has emerged as a truly

national power company, with power generating facilities in all the

major regions of the country. Based on 1998 data, carried out by Data

monitor UK, NTPC is the 6th largest in terms of thermal power

generation and the second most efficient in terms of capacity

utilization amongst the thermal utilities in the world recognizing its

excellent performance and vast potential, Government of the India has

identified NTPC as one of the jewels of Public Sector 'Maharatnas'- a

potential global giant. Inspired by its glorious past and vibrant present,

NTPC is well on its way to realize its vision of being "A world class

integrated power major, powering India's growth, with increasing

global presence".

THE VISION:

The vision of the company states the fundamental purpose of

their existence.

“To be one of the world’s largest and best power utilities,

powering India’s growth”.

The values of the company provide the essential and enduring

general guiding principles in the way it conducts itself in realizing the

vision through COMIT.

Customer Focus

Organizational Pride

Mutual Respect and Truth

Initiative and Speed

Total Quality

NTPC dreams of building a great company could be achieved

through articulation of this core ideology by involving people in sharing

this vision and core values and taking steps for actualization of the

same.

THE OPERATIONS

NTPC's core business is engineering, construction and

operation of power generating plants and also providing consultancy to

power utilities in India and abroad. The installed capacity of NTPC is

23,749 MW through its 13 coal based (19,480 MW), 7 gas based (3,955

MW) and 3 Joint Venture Projects (314 MW). NTPC acquired 50% equity

of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV company

operates the captive power plants of Durgapur (120 MW), Rourkela

(120 MW) and Bhilai (74 MW). NTPC is also managing Badarpur thermal

power station (705 MW) of Government of India.

Power Generation:

Presently, NTPC generates power from Coal and Gas. With

an installed capacity of 30,144 MW, NTPC is the largest power

generating major in the country. It has also diversified into hydro

power, coal mining, power equipment manufacturing, oil & gas

exploration, power trading & distribution. With an increasing presence

in the power value chain, NTPC is well on its way to becoming an

“Integrated Power Major.”

Installed Capacity:

Be it the generating capacity or plant performance or operational

efficiency, NTPC’s Installed Capacity and performance depicts the

company’s outstanding performance across a number of parameters.

NO. OF PLANTS

CAPACITY (MW)

NTPC OwnedCoal 15 23,895Gas/Liquid Fuel 7 3,955Total 22 27,850Owned By JVsCoal & Gas 4 2,294Total 26 30,144

Regional Spread of Generating Facilities

REGION COAL GAS TOTAL Northern 7,035 2,312 9,347Western 6,360 1,293 7,653Southern 3,600 350 3,950Eastern 6,900 - 6,900JVs 8,14 1,480 2,294Total 24,709 5,435 30,144

Coal Based Power Stations:

With 15 coal based power stations, NTPC is the largest thermal

power generating company in the country. The company has a coal

based installed capacity of 23,895 MW.

COAL BASED(Own

ed by NTPC)

STATE

COMMISSIONED

CAPACITY(MW)

1. SingrauliUttar

Pradesh2,000

2. Korba Chattisgarh 2,100

3.Ramagunda

m

Andhra

Pradesh2,600

4. Farakka West Bengal 1,600

5. VindhyachalMadhya

Pradesh3,260

6. RihandUttar

Pradesh2,000

7. Kahalgaon Bihar 1,840

8. DadriUttar

Pradesh840

9.Talcher

KanihaOrissa 3,000

1

0.Unchahar

Uttar

Pradesh1,050

1

1.

Talcher

ThermalOrissa 460

1

2.Simhadri

Andhra

Pradesh1,000

1

3.Tanda

Uttar

Pradesh440

1

4.Badarpur Delhi 705

1

5.Sipat-II Chattisgarh 1,000

Total 23,895

Coal Based Joint Ventures:

COAL BASED

(Owned by JVs)

STATE COMMISSIONE

D CAPACITY

1. Durgapur West Bengal

120

2. Rourkela Orissa 120

3. Bhilai Chhattisgarh

574

Total 814

Hydro Based Power Projects (Under Implementation)

NTPC has increased thrust on hydro development for a balanced

portfolio for long term sustainability. The first step in this direction was

taken by initiating investment in Koldam Hydro Electric Power Project

located on Satluj River in Bilaspur district of Himachal Pradesh. Two

other hydro projects under construction are Tapovan Vishnu gad and

Loharinag Pala. On all these projects construction activities are in full

swing.

HYDRO BASED STATE APPROVEDCAPACITY(MW)

1. Koldam (HEPP) Himachal Pradesh

800

2. Loharinag Pala (HEPP)

Uttarakhand 600

3. Tapovan Vishnugad (HEPP)

Uttarakhand 520

Total 1,920

Gas/Liquid Fuel Based Power Stations:

With a combined gas based commissioned capacity of 3955 MW, NTPC caters to the peeking

demand for power.

GAS BASED STATECOMMISSIONED

(Owned by NTPC) CAPACITY(MW)1. Anta Rajasthan 413

2. Auraiya Uttar Pradesh 652

3. Kawas Gujarat 645

4. Dadri Uttar Pradesh 817

5. Jhanor-Gandhar Gujarat 648

6.Rajiv Gandhi CCPP

KayamkulamKerala 350

7. Faridabad Haryana 430

Total 3,955

Gas Based Joint Ventures:

COAL BASED (Owned by

JVs) STATE

COMMISSIONED

CAPACITY 1. RGPPL Maharashtra 1480 Total 1480

NTPC Environment Policy:

NTPC has actively gone for adoption of the best international

practices on environment, occupational health and safety areas. The

organization has pursued the Environmental Management System

(EMS) ISO 14001 and the Occupational Health and Safety Assessment

System (OHSAS) 18001 at its different establishments. As a result of

pursuing these practices, all NTPC power stations have been certified

for ISO 14001 & OHSAS 18001 by reputed National and International

certifying Agencies.

NTPC Values & Culture:

Business Ethics

Customer Focus

Organizational & Professional Pride

Mutual Respect & Trust

Innovation & Speed

Corporate vision:

“A world class integrated power major powering India’s growth with

increasing global presence”.

Organization Mission:

Develop and provide reliable power, Related products and

services at competitive prices, integrating multiple energy sources with

innovative and eco friendly technologies and contribute to society.

Corporate Objectives: The main objectives of the company are as follows:

1. To add generating capacity within prescribed time and cost.

2. To operate and maintain PowerStation at high availability

ensuring minimum cost of generation.

3. To develop appropriate commercial policy, heading to

remunerative tariffs tend and minimum receivables.

4. To introduce assimilate and attain self sufficiency in technology

acquires expertise in utility management practice and to

disseminate, knowledge essentially, as contribution to other

constitutes of the power sector in the company.

Recognitions & Awards

1. The Prime Minister Sharma Bhutan Awards –

1987, 89,94,95,96.

2. CEA Gold Medal

3. Karmika Ratna Award of AP govt 1993-97

4. Rajbhushan Award 1999-2000

5. IOC Award for Oil Conservation1993

6. Golden Peacock Award for Excellence in Corporate

Governance

7. Best HR Practices Award

8. Platt’s Top 250 Global Energy Company, Platt’s

9. Business Standard Award - Star Company (Public

Sector Undertaking) of the year

10. Business Super Brand Title

11. Golden Peacock Environment Management

Award - 2008’ Institute of Directors

12. ICAI Award for Excellence in Financial Reporting,

13. International Project Management Award 2008

14. CII-Exim Excellence Award 2008

15.Golden Peacock Award for Occupational Health &

Safety -2008’

Ramagundam Legend:

According to the mythological legend Lord Rama visited

Ramagundam during exile period. His feet are enshrined in a

monument which has been preserved over centuries.

RSTPS MISSION:

1. Make available reliable quality power in increasing large quantities

at appropriate tariffs and ensure timely realization of revenue.

2. Speedily plan and implement power projects with contemporary

technologies.

3.Implement strategies diversification in the areas of R&M, Hydro,LMG

and non conventional eco friendly fuels and explore new areas like

transmission , information technology etc.

4. Promote consultancy and prudent acquisitions.

5. Continuously develop competent human recourses to match world

standards.

6. Be a responsible corporate citizen with trust on environment

protection realization and ash utilization.

RSTPS VISION:

“A world class integrated power major powering India growth with

increasing global presence “.

The Onset of RSTPS

NTPC was the third in the series of super thermal power station

set up by the corporation. Late honble prime minister of India laid the

foundation stone for this station on 14-11-1878. The station is situated

on the banks of river Godavari in karimnagar of Andhra Pradesh across

the coal pinhead of ‘Singareni Collieries’ Co.Ltd. The station has

installed capacity of 2600 MV in the back bone of southern grid. Within

a decade the station constructs and commissioned three units being

only station in the country and commissioned all the seven units ahead

of schedule of feet that will remain a record for a long time. The station

has excelled in all the facts operations namely generations, plant load

factor environment management human resources development.

Station Highlights:

Commercial operation for 2004-05 the turnover is 2024 cores and

the profit is 108 cores profit record haulage of coal in single day of

78720 on 29 the June 98. Asian recur d station on recorded highest

loading factor of 99.4% per the year 1999-2000 continuous run of unit

-6500MW for 406 days third best in the world .

RSTPS ACHIVEMENT AS A GREAT WORLD:

Several industries have advocated the need for environmental

protection accomplishing these costs very successfully is RSTPS. Using

eco friendly measures for economic growth. Right from the beginning

RSTPS has made conscious efforts to preserve and upgrade the

environment.

A separate environment management group has been set up at

RSTPS. A rare feet being the successful plantation of caesarian trees

and eucalyptus trees in and around the ash dykes to prevent ash from

being air born at RSTPS.

The accent is not only preserving the environment but also

creating a whole new one. This eco friendly approach has made the

once farm less and barren Ramagundam into sanctuary beaming with

plant life.

Jyothi Nagar an Ideal Place:

A well laid out town ship has been constructed an 800 acres of

land between RAMAGUNDAM and GODAVARIKHANI which houses over

twenty thousand people inhabitants with in amenities including

Schools, Junior Colleges, Recreation Center, Hospital, Post Office, Bank

and places of worship well designed parks added to the ascetic value .

It is our pride that the wards of employee secure to professional

college including some prestigious institution and many other are

placed.

RSTPS INSTALLED CAPACITY

RSTPS (Ramagundam Super Thermal Power Station) is one of the

fifteenth coal based project owned by NTPC with installed capacity of

2600MW.

RSTPS AT A GLANCE

Approved capacity 2600MW

Installed capacity Stage I :3x200MW

stageII:3x500MW

stage III:1x500MW

Location Karimnagar, Andhra Pradesh

Coal source (i) South Godavari coal

fields of singareni

collieries for stage

one and two

(ii) Korba coal fields of

SECL for stage III

Water source Sri ram sagar dam on

Godavari river , d-83 canal

from pochampadu reservoir

Beneficiary states Pondicherry, goa, Kerala,

Karnataka, tamilnadu,AP.

Approved investment Rs.2059.22 cr stage I & II

Rs.1818.46 cr stage III

International assistance IDA,IBRD,OPEC,KFW

EXIM BANK JAPAN,SFD

RAMAGUNDAM STATION

HIGHLIGHTS:

Record haulage of coal in single day of 78,720 MT on 29

June, 1998 Asian record.

Station recorded Highest Loading Factor of 99.4% for the

year 1999-2000.

Continuous run of VI unit 500 MW for 406 days, Third Best

in the World.

Ramagundam 500 MW Unit-7 (Stage-III) has successfully

completed one year of commercial operation on 25-03-2006

without any tube leakage. The unit generated 3802.492 MUs

@ a PLF of 86.81%. Considering the loss of generation of

297 MUs due to backing down, the deemed, PLF is 93.59%.

The unit also has achieved a continuous run of 97 days

without tripping in the first year of operation itself.

Ramagundam Station achieved 47.94% (18.63 LMT) of Ash

utilization during the financial year against the target of 47%

(18.20 LMT).

Ramagundam & Simhadri were recommended for

Commendation certificate for “Strong Commitment of

Excel” by CII.

Ramagundam bagged “Innovative Safety Practices”

award for the year 2005 from Institution of Engineers.

Ramagundam Station bagged “Best Management” award

from Govt. of A.P. for the year 2004-2005.

N.T.P.C Ramagundam bagged Golden shield for the Financial

year 2000-2001; 2001-2002; 2002-2003 and 2003-2004 for

outstanding performance in power generation.

The power generated by N.T.P.C Ramagundam is being

distributed to the following beneficiaries’ States:

1. Pondicherry : 3%

2. Andhra Pradesh : 29%

3. Karnataka : 12% 24%

4. Tamilnadu : 17%

5. Kerala : 15%

INDUSTRY PROFILE

Energy is an important in the overall economic development activity of any

country.

It has become synonymous with the progress in all fields of activities. Its

standard of living in the word of DAGLI is as follows, “It is said that the difference

between a starving Indian peasant and a prosperous American farmer is that

behind his elbow the Indian farmer has almost nothing while his American

counterpart has thousands of horse power. Thus, it is energy, which is the

dividing line between any subsistence economy and a highly developed

economy. India is poor and America is rich because America consumes nearly

50 times as much energy as is consumed by India. Energy us at the heart of the

modern industrial society. It could also be an effective weapon in the battle

against objective poverty”.

There is a close correlation between energy consumption and level

of economic development. Energy means “capacity of doing work” there are

various sources of energy but in India, the important source are coal,

hydroelectricity, oil and natural gas, nuclear fuels, firewood and animal wastes.

Despite the development of various sources in the energy sector, the fact

remains that low cast energy sources like fir wood, cattle during and vegetable

wastes account for as much as 45 percent of energy consumption in the country.

Power development in India began in 1897 when a 200KW hydro

station was first commissioned at DARJEELING. In 1899, a first steam station

was setup in Calcutta with a total capacity of 100KW. There after a series of

hydro and steam power station were commissioned. However, the power

development was not in a systematic and a planned manner in the country.

Therefore, in order to achieve the objective or promoting the co-ordination

development and rationalization of generation, transmission, and distribution of

electricity on a regional basis throughout the country in the most efficient and

economic way, the State Electricity Board (SEBs) was constituted in the various

states of the country.

Under the Provisions of the Electricity Act 1848. These SEBs were to enjoy the

monopoly in respect of generation, transmission, and distribution of electricity in the

country. After constitution of SEBs, there was phenomenal improvement in the

development of installed capacity and power generation. The efficiency pf working of

power plant and their maintenance have been unsatisfactory, because of which the power

generating capacity created could not have been fully utilized.

Power is the single factor, which changed the w3ay of living. The NTPC Limited,

established on November 7 1975, has become the most important infrastructure input for

improving the standard of living to meet the growing demand and to fulfill the needs of the

country. Just in 30 years, this company has grown to be the largest producer of power in

the country.

Keeping the significance of power supply in sight, NTPC had chosen for the

purpose of the study as it has many units under its control. Ramagundam Super Thermal

Power Station (RSTPS) has selected for the study.

Chapter 6DATA ANALYSIS

&

INTERPRETATION

1) Will you agree that the awards provided by the NTPC are satisfactory?

TABLE 6.1

Options No. of Respondents Percentage (%)Strongly Agree 10 20Agree 35 70Disagree 5 10Strongly Disagree 0 0

Total 50 100

GRAPHICAL REPRESENTATION

20%

70%

10% 0% Strongly Agree

Agree

Disagree

Strongly Disagree

INTERPRETATION

20% of the employees are Strongly Agreed that the awards provided by NTPC are satisfactory.

70% of the employees are Agreeing that the awards provided by NTPC are satisfactory.

10% of the employees are Disagree that the awards provided by NTPC are satisfactory.

0% of the employees are Strongly Disagreed that the awards provided by NTPC are satisfactory.

2) Will you agree that the motivation concepts in the organization are good?

TABLE 6.2


Total 50 100


40%

50%

10% 0% strongly Agree

Agree

Disagree

strongly Disagree

INTERPRETATION

40% of the employees are Strongly Agreed that the motivation concepts are good in the organization.

50% of the employees are Agreeing that the motivation concepts are good in the organization.

10% of the employees are Disagree that the motivation concepts are good in the organization.

0% of the employees are Strongly Disagreed that the motivation concepts are good in the organization.

3) Will you agree that the performance appraisal given by the company is satisfactory?

TABLE 6.3


24%

60%


Agree

Disagree

Strongly Disagree

INTERPRETATION

24% of the employees are Strongly Agreed the performance appraisal given by the company is satisfactory.

60% of the employees are Agreed the performance appraisal given by the company is satisfactory.

12% of the employees are Disagree the performance appraisal given by the company is satisfactory.

04% of the employees are Strongly Disagreed the performance appraisal given by the company is satisfactory.

4) How is the co-ordination between superior and subordinate at your work place?


Total 50 100

TABLE 6.4


24%

52%

22%2%

Excellent

Good

Fair

Poor

INTERPRETATION

24% of the employees agreed that the co-ordination between superior and subordinate is Excellent.

52% of the employees agreed that the co-ordination between superior and subordinate is Good.

22% of the employees are agreed that the co-ordination between superior and subordinate is Fair.

Options No. of Respondents Percentage (%)Excellent 12 24Good 26 52Fair 11 22Poor 1 2

Total 50 100

02% of the employees agreed that the co-ordination between superior and subordinate is Poor.

5) Will you agree that the fringe benefits provided to the employees makes feel happy?

TABLE 6.5


34%

60%

6%

0%Strongly Agree

Agree

Disagree

Strongly Disagree

INTERPRETATION

34% of the employees are Strongly Agreed that the fringe benefits provided to the employees makes feel happy.


Total 50 100

60% of the employees are Agree that the fringe benefits provided to the employees makes feel happy.

06% of the employees are Disagree that the fringe benefits provided to the employees makes feel happy.

0% of the employees are Strongly Disagreed that the fringe benefits provided

to the employees makes feel happy.

6) Will you agree the training and development programs provided by the company is satisfactory?

TABLE 6.6


32%

62%

6%

0%

Strongly Agree

Agree

Disagree

Strongly Disagree


Total 50 100

INTERPRETATION

32% of the employees are Strongly Agree that the training and development programs provided by the company are satisfactory.

62% of the

employees are Agree that the training and development programs provided by the company are satisfactory.

06% of the employees are Disagree that the training and development programs provided by the company are satisfactory.

0% of the employees are Strongly Disagreed that the training and development programs provided by the company are satisfactory.

7) Do you feel that there is a significant improvement in your performance through motivation?

TABLE 6.7


Options No. of Respondents Percentage (%)Yes 22 44No 4 8Some Extent 24 48

Total 50 100

44%

8%

48%Yes

No

Some Extent

INTERPRETATION

44% of the employees are agreed that there is a significant improvement in their performance through motivation.

08% of the employees are agreed that there is no significant improvement in their performance through motivation.

48% of the employees are agreed that there is some extent significant improvement in their performance through motivation.

8) Will you agree that the Employees are satisfied with incentives / benefits provided by the NTPC?

TABLE 6.8


40%

54%

6%0%

Strongly Agree

Agree

Disagree

Strongly Disagree

INTERPRETATION

40% of the employees are Strongly Agreed that they are satisfied with incentives / benefits provided by the NTPC.

54% of the employees are Agreed that they are satisfied with incentives / benefits provided by the NTPC.

06% of the employees are Disagreed that they are satisfied with incentives / benefits provided by the NTPC.

0% of the employees are Strongly Disagreed that they are satisfied with incentives / benefits provided by the NTPC.

9) Will you agree that the job satisfaction level of the employee depend on motivation?


Total 50 100

TABLE 6.9


20%

64%


Agree

Disagree

Strongly Disagree

INTERPRETATION

20% of the employees are Strongly Agree that the job satisfaction level of the employee depends on motivation.

64% of the employees are Agree that the job satisfaction level of the employee depends on motivation.

12% of the employees are Disagree that the job satisfaction level of the employee depends on motivation.

04% of the employees are Strongly Disagreed that the job satisfaction level of the employee depends on motivation.

10) Will you agree that the motivation increases advancement in your work?


Total 50 100

TABLE 6.10


18%

70%


Agree

Disagree

Strongly Disagree

INTERPRETATION

18% of the employees are Strongly Agree that the motivation increases advancement in their work.

70% of the employees are Agreed that the motivation increases advancement in their work.

08% of the employees are Disagree that the motivation increases advancement in their work.

04% of the employees are Strongly Disagreed that the motivation increases advancement in their work.

11) Will you agree that the team work effectively done by the motivated employees?


Total 50 100

TABLE 6.11


42%

48%


Agree

Disagree

Strongly Disagree

INTERPRETATION

42% of the employees are Strongly Agreed that the team work effectively done by the motivated employees.

48% of the employees are Agreed that the team work effectively done by the motivated employees.

06% of the employees are Disagree that the team work


Total 50 100

effectively done by the motivated employees. 04% of the employees are Strongly Disagreed that the team work

effectively done by the motivated employees.

12) What is your opinion on present

motivation system in your organization?

TABLE 6.12


12%

44%

44%

0%Excellent

Good

Fair

Poor

INTERPRETATION

Options No. of Respondents Percentage (%)Excellent 6 12Good 22 44Fair 22 44Poor 0 0

Total 50 100

12% of the employees are Strongly Agreed that the present motivation system organization is Excellent.

44% of the employees are Agree that the present motivation system organization is Good.

44% of the employees are Disagree that the present motivation system

organization is Fair. 0% of the employees are Strongly Disagreed that the present

motivation system organization is Poor.

13) Does your superior give you timely suggestion as well as accept your suggestion?

TABLE 6.13


Options No. of Respondents Percentage(%)Strongly Agree 19 38Agree 24 48Disagree 4 8Strongly Disagree 3 6

Total 50 100

38%

48%


Agree

Disagree

Strongly Disagree

INTERPRETATION

38% of the employees are Strongly Agreed that the superior give you timely suggestion as well as accept their suggestion.

48% of the employees are Agreed that the superior give you timely suggestion as well as accept their suggestion.

08% of the employees are Disagreed that the superior give you timely suggestion as well as accept their suggestion.

06% of the employees are Strongly Disagreed that the superior give you timely suggestion as well as accept their suggestion.

14) How is the rewards and recognition scheme in your organization?

TABLE 6.14


12%

46%

42%

0%Excellent

Good

Average

Poor

INTERPRETATION

12% of the employees are agreed that the rewards and recognition scheme in the organization is Excellent.

46% of the employees are agreed that the rewards and recognition scheme in the organization is Good.

42% of the employees are agreed that the rewards and recognition scheme in the organization is Average.

0% of the employees is agreed that the rewards and recognition scheme in the organization is Poor.

Options No. of Respondents Percentage (%)Excellent 6 12Good 23 46Average 21 42Poor 0 0

Total 50 100

15) Will you agree the promotion policy being followed by the organization

makes fell happy?

TABLE 6.15


20%

52%

20%8% Strongly Agree

Agree

Disagree

Strongly Disagree

INTERPRETATION

40% of the employees are agreed that the fringe benefits provided to the employees make feel happy.

30% of the employees are Strongly agreed that the fringe benefits provided to the employees make feel happy.


Total 50 100

22% of the employees are Disagreed that the fringe benefits provided to the employees make feel happy.

08% of the employees are Strongly Disagreed that the fringe benefits provided to the employees make feel happy.

Chapter 7CONCLUSION

Conclusion

From the study carried out under this Project it was the RSTPS, studied for the Project is utilizing Motivation levels effectively and in a supportive manner. The maximum employees satisfied with the existing Motivational system.

The recommendations emanating from the Project could also be given attention by the management of the RSTPS for the betterment of the organization and employees.

Chapter 8

RECOMMONDATIONS

Recommendations

The above project yields to the following suggestions for a

better way using Motivation levels in RSTPS at present. These

suggestions are submitted in addition for various innovative steps

being taken by the management towards this cause.

The employees can be provided training periodically in

accordance to the changing methodologies being followed.

The organization can have a skill profile of the employees and

have a periodical check on it.

Ensuring a friendly environment in communicating the

information.

Counseling should be made compulsory if any deficiencies are

observed.

BIBLIOGRAPHY

Bibliography

Ashwattapa, Human Resource Management, Tata MC GrawHill Publishing

Co Ltd.

David. A. Betenzo, Stephen. Robbins, Personnel Human Resource

Management.

Subba Rao, P, 1996, Human Resource Management. New Delhi: Himalaya

Publishing House.

Flippo, B. Edwin. Personnel Management, Mc. Graw Hill.

Ramaswamy.N, The Management of Human Resource. Himalaya Publishing

House.

Shankar, Gouri, Managerial Motivation and Job Performance.

Referred Websites:

www.ntpc.co.in

www.ntpc-.com

www.google.com

www.motivation.com

www.google.com

www.citehr.com

www.wikipedia.com

www.mbaguys.net

http://www.mbaguys.net/

http://www.wikipedia.com/

http://www.citehr.com/

http://www.google.com/

http://www.motivation.com/

http://www.google.com/

APPENDIX

QUESTIONNAIRE

This is Swetha.S pursuing MBA in Matrusri Institute of P.G

Studies doing the project work on “MOTIVATION” at NTPC Limited,

Ramagundam.

I would be grateful if you would kindly spare some

time to answer the questionnaire. This information will be used

purely for academic purpose and would be kept in confidential.

NAME:

DEPARTMENT:

DESIGNAT ION:

EXPERIENCE:

Will you agree that the awards provided by the NTPC are satisfactory?

Strongly Agree B) Agree C) Disagree D) Strongly DisagreeWill you agree that the motivation concepts in the organization are good?Strongly Agree B) Agree C) Disagree D) Strongly Disagree

Will you agree that the performance appraisal given by the company is satisfactory?Strongly Agree B) Agree C) Disagree D) Strongly Disagree4) How is the co-ordination between superior and subordinate at your work place?Excellent B) Good C) Fair D) Poor5) Will you agree that the fringe benefits provided to the employees makes feel happy?Strongly Agree B) Agree C) Disagree D) Strongly Disagree6) Will you agree the training and development programs provided by the company is satisfactory?

Strongly Agree B) Agree C) Disagree D) Strongly Disagree7) Do you feel that there is a significant improvement in your performance through motivation?1. Yes B) No C) Some Extent2. 8) Will you agree that the Employees are satisfied with

incentives / benefits provided by the NTPC?Strongly Agree B) Agree C) Disagree D) Strongly Disagree

3. 9) Will you agree that the job satisfaction level of the employee depend on motivation?

4. Strongly Agree B) Agree C) Disagree D) Strongly Disagree5. 10) Will you agree that the motivation increases

advancement in your work?6. Strongly Agree B) Agree C) Disagree D) Strongly Disagree7. 11) Will you agree that the team work effectively done by

the motivated employees?8. Strongly Agree B) Agree C) Disagree D) Strongly Disagree9. 12) What is your opinion on present motivation system in

your organization?10. Strongly Agree B) Agree C) Disagree D) Strongly

Disagree11. 13) Does your superior give you timely suggestion as

well as accept your suggestion?Strongly Agree B) Agree C) Disagree D) Strongly Disagree

14) How is the rewards and recognition scheme in your organization?12. Excellent B) Good C) Average D) Poor13. 15) Will you agree the promotion policy being followed by the

organization makes fell happy?14. Strongly Agree B) Agree C) Disagree D) Strongly

Disagree

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Motivation Project CHETEN 01 04 11 Pramod