Motivation

1
CHAPTER-I
1.1 Introduction
Today's increasingly competitive business world means a highly motivated
workforce is vital for any organization seeking to achieve good results. Motivating people
shows you how best to put motivational theories into practice to create and sustain a
positive environment in the workplace evaluate your motivational skills helping you raise
performance levels and get the most from both yourself and your staff
The art of motivating people starts with learning how to influence individuals
behavior once you understand this you are more likely to gain the results at the
organization and its members want.
Motivation
Motive may be defined as an inner state of our mind that activates and directs our
behavior. It makes us move to act. It is always internal to us and is externalized via
behavior.
What is Motivation
Motivation is the word derived from the word 'motive' which means needs
desires management's basic !ob is the effective utilization of human resources for
achievements of organizational ob!ectives. The personnel management is concerned with
organizing human resources in such a way to get maximum output to the organization and
to develop the talent of people at work to the fullest satisfaction motivation implies that
one person in organization context a manager includes another say on employee to
engage in action by ensuring that a channel to satisfy those needs and aspirations becomes
available to the person. In addition to this the strong needs in a direction that is satisfying
to the latent needs in employees and harness them in a manner that would be functional
for the organization wants or derives within the individuals. It is the process of
stimulating people to actions to accomplish the goals. In the work goal context the
psychological factors stimulating the people's behavior can be
"
#esire for money
$uccess
%ecognition
&ob'satisfaction
Team work etc.
(ne of the most important functions of management is to create willingness amongst
the employees to perform in the best of their abilities. Therefore the role of leaders is to
arouse interest in performance of employees in their !obs. The process of motivation
consist of three stages
1. )elt need derive
". * stimulus in which needs have to be aroused.
+. ,hen needs are satisfied the satisfaction or accomplishment of goals therefore we
can say that motivation is a psychological phenomenon which means needs and
wants of the individuals have to be tackled by framing an incentive plan
MOTIVATING DIERENT PEOP!E IN DIERENT WA"#
Motivation is not only in a single direction i.e. downwards. In the present
scenario where the workforce is more informed more aware more educated and more
goal oriented the role of motivation has left the boundries of the hierarchy of
+
management. *part from superior motivating a subordinate encouragement and support
to colleague as well as helpful suggestions on the right time even to the superior brings
about a rapport at various work levels. -esides where workforce is self motivated !ust
the acknowledgement of the same makes people feel important and wanted.
(ne of the most widely mentioned theories of motivation is the hierarchy of needs
theory put forth by psychologist *braham Maslow. 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.
.
*s per his theory these needs are/
$i% Ph&sio'o(ica' n))ds *
These are important needs for sustaining the human life. )ood water warmth shelter
sleep medicine and education are the basic physiological needs which fall in the primary
list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to
a degree to maintain life no other motivating factors can work.
$ii% #)curit& or #a+)t& n))ds*
These are the needs to be free of physical danger and of the fear of losing a !ob property
food or shelter. It also includes protection against any emotional harm.
$iii% #ocia' n))ds
$ince people are social beings they need to belong and be accepted by others. 0eople try
to satisfy their need for affection acceptance and friendship.
$iv% Est)), n))ds
*ccording to Maslow once people begin to satisfy then need to belong they tend to want
to be held in esteem both by themselves and by others. This kind of need produces such
satisfaction as power prestige status and self'confidence. It includes both internal esteem
factors like self' respect autonomy and achievements and external esteem factors such as
states recognition and attention.
$v% N))d +or s)'+-actua'i-ation*
Maslow regards this as the highest need in his hierarchy. It is the drive to become what
one is capable of becoming it includes growth achieving one's potential and self'
fulfillment. It is to maximize one's potential and to accomplish something.
1
*s each of these needs is substantially satisfied the next need becomes dominant.
)rom the standpoint of motivation the theory would say that although no need is ever
fully gratified a substantially satisfied
need no longer motivates. $o if you want to motivate someone you need to understand
what level of the hierarchy that person is on and focus on satisfying those needs or needs
above that level.
Maslow's need theory has received wide recognition particularly among
practicing managers. This can be attributed to the theory's intuitive logic and ease of
understanding. 2owever research does not validate these theory. Maslow provided no
empirical evidence and other several studies that sought to validate the theory found no
support for it.
D)+inition o+ ,otivation
Motiv)s
*lmost all human behavior is motivated if re3uires no motivation to grow hair
but getting a hair cut dues motives prompt people to action. 2ence these are at the very
heart of motivational process motives provide an activating thrust toward reaching a goal.
Goa's
Motives are derived towards goals motives generally created a state of
physiological or psychological imbalance. *ttaining goal restores balance.
.)havior
-ehavior is a series of activities to be undertaken behavior is directed to achieve a
goal.
I,/ortanc) o+ Motivation
Motivation is a very important for an organization
4
1. Puts hu,an r)sourc)s into action
5very concern re3uires physical financial and human resources to accomplish the
goals. This can be done by building willingness in employees to work. This will help the
enterprise in securing best possible utilization of resources.
0. I,/rov)s ')v)' o+ )++ici)nc& o+ ),/'o&))s
The level of a subordinate or a employee does not only depend upon his
3ualifications and abilities for getting best of his work performance the gap between
ability and willingness has to be filled which helps in improving the level of performance
of subordinates. This will result in to
a. Increase in productivity
b. %educing cost of operations and
c. Improving overall efficiency
1. !)ads to achi)v),)nt o+ or(ani-ationa' (oa's
The goals of an enterprise can be achieved only when the following factors take place.
a. There is best possible utilization of resources
b. There is a co'operative work environment
c. The employees are goal directed and they act in a purposive manner.
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d. 7oals can be achieved it coordination and cooperation take place simultaneously
which can be effectively done through motivation.
2. .ui'ds +ri)nd'& r)'ationshi/
Motivation is an important factor which brings employees satisfaction. This can
be done by keeping into mind and framing an incentive plan for the benefit of the
employees. This could initiate the following things
a. Monetary and non'monetary incentives
b. 0romotion opportunities for employees
c. #isincentives for inefficient employees.
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by an manager. This would help in/
a. 5ffective co'operation which brings stability
b. Industrial dispute and unrest in employees will reduce
c. The employees will be adaptable to the changes and there will be no resistance to
the change.
d. This will help in providing a smooth and sound concern in which individual
interests will coincide with the organizational interests.
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e. This will result in profit maximization through increased productivity.
3. !)ads to sta4i'it& o+ 5or6+orc)
$tability of workforce is very important from the point of view of reputation and
goodwill of a concern.
Motivation is an internal feeling which can be understood only be managers since
he is in close contact with the employees. 9eeds wants and desires are inter'related and
they are the driving force to act.
,e can say that motivation therefore is a continuous process since motivation
process is based on needs which are unlimited. The process has to be continued
throughout.
1. Motivation will help him achieve his personal goals.
". If an individual is motivated he will have !ob satisfaction.
+. Motivation will help in self'development of individual.
.. *n individual would always gain by working with a dynamic team.
#i,i'ar'& Motivation is i,/ortant to a 4usin)ss as
1. The more motivated the employees are the more empowered the team is.
:
". The more is the team work and individual employee contribution more profitable
and successful is the business.
+. #uring period of amendments there will be more adaptability and creativity.
.. Motivation will lead to an optimistic and challenging attitude at workplace.
1.0 IND7#TR" PROI!E
The cement industry is one of the main beneficiaries of the infrastructure
boom. ,ith robust demand and adequate supply the industry has bright future.
The Indian ;ement Industry with total capacity of 141 million tones is the second
largest after ;hina. ;ement industry is dominated by "< companies who account
for over 6<= of the market. Individually no company accounts for over 1"= of
the market. The ma!or players like >?T and *;; have been 3uiet successful in
narrowing the gap between demand and supply. 0rivate housing sector is the
ma!or consumer of cement @1+=A followed by the government infrastructure
sector. $imilarly northern and southern region consume around "<='+<= cement
while the central and western region are consuming only 18='14=. India is the
"nd largest cement producer in world after china .%ight from laying concrete
bricks of economy to waving fly overBs cement industry has shown and shows a
great future. The overall outlook for the industry shows significant growth on the
back of robust demand from housing construction 0hase'II of 92#0 @9ational
2ighway #evelopment 0ro!ectA and other infrastructure development pro!ects.
#omestic demand for cement has been increasing at a fast pace in India. ;ement
consumption in India is forecasted to grow by over ""= by "<<:'1< from "<<6'
<8.*mong the states Maharashtra has the highest share in consumption at
1".18=followed by Cttar 0radesh In production terms *ndhra 0radesh is
leading with 1..6"= of total production followed by %a!asthan. ;ement
production grew at the rate of :.1 per cent during "<<4'<6 over the previous
fiscal's total production of 1.6.8 mt @million tonsA. #ue to rising demand of
cement the sales volume of cement companies are also increasing ? companies
1<
reporting higher production higher sales and higher profits. The net profit growth
rate of cement firms was 81=. ;ement industry has contributed around 8= to the
economic development of India. (utsiders @foreign playersA eyeing India as a
ma!or market to invest in the form of either merger or )#I @)oreign #irect
InvestmentA. ;ement industry has a long way to go as Indian economy is poised to
grow because of being on verge of development.
The company continues to emphasize on reduction of costs through enhanced
productivity reduction in energy costs and logistics expenses. The cement sector
is expected to witness growth in line with the economic growth because of the
strong co'relation with 7#0. )uture drivers of cement demand growth in India
would be the road and housing pro!ects. *s per the ,orking 7roup report on
;ement Industry for the formulation of the 11th 0lan the cement demand is likely
to grow at 11.1 per cent per annum during the 11th 0lan and cement production
and capacity by the end of the 11th 0lan are estimated to be "4: million tones and
":8 million tones respectively with capacity utilization of :< per cent.
#espite the growth of Indian cement industry India lags behind the per
capita production. $upply for cement is expected to remain tight which in turn
will push up prices of cement by more than 1<=. The most important factor for
better prices is consolidation of the industry. It has !ust begun and we will see
more consolidation in the coming years. (ther budget measures such as cut in
import duty from 1".1 per cent to nil etc. are all intended to cut costs and boost
availability of cement.$adly the adverse effects of global slowdown have not
speared this industry too. #emand is sluggish the government is keeping an eagle
eye on prizes domestic coal and pet coke prizes have increased sharply and
utilizations rates are down. The numbers coming out are a reflection of grim
times. *;; the countryBs largest cement company thatBs controlled by $wiss giant
2(>;IM registered "= fall in august sales. It is the biggest fall since )eb "<<6.
0roduction fell by 1=.
To stand against the problematic situation government as well as cement
industry has taken some steps. ;ompanies are focusing on cost of transportation.
(ne of the strategy is to decrease dependence on road ? opt for sea logistics as
11
that can cut transportation cost by +<' 1< =. $ome plants are adopting futuristic
plan such as setting up captive power plant moving closer to the customers by
creating clicker crushing and capacity in key markets to be more customer
centric to generate better revenue. India should push for stricter regulations of
market place as to control the prices of big companies and prevent them from
forming cartels and exchanging information. To fight with the high inflation
government wants to import more cement from 0akistan .2owever cement prizes
are not very much high as other items but still they are increasing. *nd the reason
of high prize is surging cost of raw material and transportation cost. *part from
this government also discussed with cement industry not to have increase in prizes
and keep consumer interest in mind.
9ow the 3uestion arise in front of the government is whether the demand
by the government is possible to increase through expenditure on infrastructure or
not according to the current state of economy when so many crises are going on or
how the government allocation of C$D +."+ billion for the 9ational 2ighway
#evelopment 0ro!ect will keep the demand for cement aliveE *nd to what extent
the prizes of cement should be increase so that consumer canBt affect.
;ement industry in India has also made tremendous strides in
technological up gradation and assimilation of latest technology. 0resently :+ per
cent of the total capacity in the industry is based on modern and environment'
friendly dry process technology. The induction of advanced technology has helped
the industry immensely to conserve energy and fuel and to save materials
substantially. Indian cement industry has also ac3uired technical capability to
produce different types of cement like (rdinary 0ortland ;ement @(0;A 0ortland
0ozzolana ;ement @00;A 0ortland -last )urnace $lag ;ement @0-)$A (il ,ell
;ement %apid 2ardening 0ortland ;ement $ulphate %esisting 0ortland ;ement
,hite ;ement etc.
1.1 COMPAN" PROI!E
The 2ouse of ;hettinad began its !ourney in a
humble way in the year 1:1" by its founder #r. %a!a $ir *nnamalai ;hettiar who was a
1"
Fisionary Idealist 5ntrepreneur 5ducationist and 0hilanthropist of 1:th century who
envisioned that the future of his group is to improve the society economically by
providing industrial and business development. The core values of the 2ouse of ;hettinad
G$trive $ave ? $erveG continue to remain the same since 1:1" with its dynamic vision
changing according to times. The group continued the legacy made the dreams of our
beloved founder into reality and reached further heights by another Fisionary Idealist
5ntrepreneur 5ducationist and 0hilanthropist by #r. %a!a $ir Muthiah ;hettiar the son of
the founder. The growth of ;hettinad 7roup was taken forward with the untiring efforts
by the grandson of the founder #r. M.*.M. %amaswamy a multi H faceted personality an
5ntrepreneur 5ducationist 0hilanthropist $portsman and his love towards protecting the
arts culture and values of Tamil is the present ;hairman of the group.
The 2ouse of ;hettinad is successfully marching towards a centennial year with
the hard work and dedication of three generations of the family which stand for its
Iuality Integrity and %eliability of the 0roducts $ervices and Trading that are being
dealt by the group.
In "<<< the present Managing #irector Mr M.*.M.%. Muthiah took over the
management of the group has further expanded the nature and scope of the groups'
activities. The group is professionally guided and managed by its ambidextrous and
dynamic Managing #irector Mr M.*.M.%. Muthiah a professionally 3ualified individual
having work experience in the Cnited $tates by having professionals with rich
experience. Fisioning for the new millennium the present Managing #irector envisaged
Industrial Infrastructural #evelopment 5ducation and
2ealth $ervices are the need of this century in which he wanted his group to participate
and contribute. *ccordingly planned and increased the production capacity of the
existing cement plant in 0uliyur at Jarur. The two new green site cement plants were
commissioned in *riyalur and Jarikali near #indigul. * new cement plant is being set up
at Jallur in Jarnataka. )or developing infrastructure the 5nnore ;oal Terminal was
commissioned under 0ublic 0rivate 0artnership with 5nnore 0ort >imited.
The group is also in the process of putting up coal power generation plant near
Tharangambadi in Tamil 9adu which will produce 1+"< M, of power per annum. The
vision of our Managing #irector is to take the business forward across India within next 1
1+
years and become an all India player. ;onsidering the need for 3uality education the
group established ;hettinad ;ollege of 5ngineering and Technology at 0uliyur in Jarur
#istrict and also an institution for higher learning in medical and paramedical sciences
under the name of ;hettinad *cademy and %esearch Institute @;*%5A. 2ospital attached
to the academy is providing world class health care services in the multi'speciality
hospital managed by the group. -esides these the group is also managing schools for
children and a special school for differently abled children. Thus the group will accelerate
industrial and economic growth providing 3uality education health care especially to
Tamilnadu and this country.
(ur Managing #irector is also very much interested in extending the G;orporate
$ocial %esponsibilityG to the community around which it operate and better Genvironment
management G to ensure sustainable development. The 7roup's turnover is %s..<<<
;rores @approx.A The group has provided employment opportunity for more than 1<<<
individuals and indirectly for more than "1<<< individuals thereby lighting lamp in their
families.
The future of the 2ouse of ;hettinad as a corporate is marching towards providing
total customer satisfaction providing 3uality 5ducation 2ealth and infrastructure
facilities to uplift the society which will continue in the future too.
;hettinad ;ement ;orporation >td was incorporated on 11
th
#ecember 1:4" and
commenced cement production in the year 1:48 at its first plant at Jarikalli in #indigul
district of Tamil 9adu. Incorporated in the year 1:4" ;hettinad ;ement ;orporation
>imited I$( :<<" certificate by the -ureau of Indian $tandards in 1::.. ;hettinad
;ement ;orporation principally operates in India and the company is head3uartered at
;hennai in India.
;hettinad cement is operating its cement business spanning three generations.
$ince its establishment in 1:4" with a wet process cement plant at 0uliyur near Jarur
;hettinad cement has been expanding and making itself versatile in the field of cement
products.
Ma!or supplier of $outhern India cement needs ;hettinad ;ement supplies the
GglueG upon which many residential commercial and engineering pro!ects are built.
1.
;hettinad ;ement has established its position in the southern market by innovatively
aligning its products and services to the needs of cement users.
;hettinad ;ement's modern flexible manufacturing plant produces a wide range
of cements which can be delivered in bulk using reliable road tanker fleet.
Cnder its .ui'd)rs Choic) brand name ;hettinad ;ement offers an extensive
range of bagged products that includes (rdinary 0ortland cements and blended cements
to suit most building and construction applications. )or over four decades the ;hettinad
cement companies have built a reputation for serving the construction industry with high'
performance products that encourage creativity and ensure longevity. *s the creative use
of cementitious materials continues to grow in popularity in both masonry and concrete
applications so too does our commitment to providing customers with the widest range
of cements to achieve the maximum in creativity versatility and integrity.
;hettinad ;ements are carefully proportioned highly accurate blends of 3uality
materials including blended cement? 0ortland cement are manufactured under controlled
conditions assuring reliable performance and providing consistent 3uality.
;hettinad ;ement has always strived for high 3uality production and maintained
international standards. The company has won many laurels for its cement production and
has I$( :<<1K"<<8 I$( 1.<<1K"<<. and I$ 18<<1K"<<6 certifications. It has grown
steadily from time to time through its consistent 3uality and customer service.
ORGANI8ATIONA! #TR7CT7RE
11
#PECIA!IT" O PROD7CT# 9 #ERVICE
(rdinary 0ortland ;ement @(0;A (ur 7ray (rdinary 0ortland ;ement is a high'
3uality cost'effective building material mainly composed of clinker that meets all
applicable chemical and physical re3uirements and is widely used in all construction
segments/ residential commercial industrial and public infrastructure. ;hettinad cement
is the result of careful effort in the research and development of our cement engineers and
scientists. It is specially blended with good 3uality control monitoring systems high
3uality cement engineered for use in all structural building and particularly useful in
marine and hydraulic construction.
;hettinad ;ement is extremely easy to work with and produces consistently
excellent results every time. This consistent 3uality versatility and proven strength make
it the choice for builders architects engineers contractors.
The composition of the cement is constantly monitored and maintained to
guarantee high 3uality performance as per cement class specs re3uirements.
0ortland 0ozzolana ;ement @0pcA ' -lended ;ement This -lended hydraulic
cements are produced by intergrinding or blending 0ortland cement and supplementary
cementitious materials such as fly ash. The use of blended cements in ready'mix concrete
reduces mixing water and bleeding improves workability and finishing inhibits sulphate
attack and the alkali'aggregate reaction and reduces the heat of hydration. #epending on
the constituents blended cements can confer desirable 3ualities to concrete such as lighter
colour workability or low heat of hydration. $lag from steel making and fly ash from the
power industry are two commonly added materials in blended cements. -y putting waste
to work blended cements contribute to sustainable development. ,e've made blended
cements for over "< years.
$ulphate %esisting 0ortland ;ement @$%0;A $%0; is a type of 0ortland ;ement
in which amount of tri'calcium aluminate @;+*A is restricted to low value. ;hettinad
$%0; has uni3ue 3uality of having low ;+* value. $%0; can be used for structural
concrete wherever (0; are usable under normal condition. Cse of ;hettinad $%0; is
more beneficial in the condition where the concrete is exposed to the deterioration due to
sulphate attack and exposed directly to sea coast.
14
0ortland $lag ;ement @0$;A 0$; is produced by an intimate and uniform inter'
grinding of 0ortland ;ement ;linker and granulated slag with addition of 7ypsum.
;hettinad 0$; has uni3ue physical properties which make it ideal for use in a variety of
attack prone application like construction in the saline atmosphere along our coast liners
and soil area and sewage prone area.
;hettinad offers an array of blended cements which have a lower ;(" footprint
resulting from their lower clinker content due to the addition of supplementary
cementitious materials. The use of blended cements reinforces our strong dedication to
sustainable practices and furthers our ob!ective of offering an increasing range of more
sustainable products.
T)chnica' #)rvic)s
;hettinad ;ement ;orporation >imited offers various services to our customers.
$ome of these include/ $election of proper aggregates materials for concrete mix design
,e help our customers in identifying which size and type of aggregates are appropriate
for a certain concrete work for economical concrete mix design as the use of good
material is important in order to reduce the cost of the intended pro!ect.
;oncrete mix design for different applications #epending on the structural
concrete strength re3uired and condition in which the concrete will be used we advise the
customers on selection of typeKclass of cement to be used maximum amount of cement
per cubic meter of concrete as well as maximum water cement ratio the use of admixture
to modify the concrete workability etc.
7eneral technical information on cementKconcrete To safeguard the interest of the
customers we always give tips to our customers cement storage facility handling of
cement bags stacking of cement bags preparation and treatment of casted concrete
general technical information concerning cement etc.
16
MI!E#TONE# AND ACHIEVEMENT
#'.
No.
AWARD# "EAR
1 <.. MT0* cement production capacity with wet process plant installed at
0uliyur.
1:46
1 @aA 1:8+'81 Three 9o. of 11<<JF* K each capacity Lanmar @&apanA #7 sets
installed to overcome 5- power shortage
1:46
" Modernised into dry process plant to a capacity of <.8 MT0* with a kiln
capacity of "<<< T0# commissioned with modern vertical roller mills for fuel
? limestone grinding.
1:8:
+ " 9os. of 1.. MF* ;apacity ,*%T$I>* #7 set installed. 1::<
. 44 9os. of wind electric 7enerator of total capacity 16.+ Mw installed at
0oolavadi Cdumaplet Taluk.
1::. ' :4
1 I$( H :<<" ;ertificate received. 1::1
4 $tacker ? %e'claimer for >imestone installed. 1::4
6 -elt 5levator for %aw mill and Jiln feed installed. 1::4 ' :6
8 *A Impact ;rusher for lime stone crushing at mines installed.
-A -ag filter for coal mill grinding system.
1::6
: Fertical roller mill for cement grinding installed. *dditional 5$0 installed for
JilnK %aw mill to handle excess process gases.
1::8
1< ;I$K;)7 ;ooler installed. >ow pressure cyclone installed. >atest
Technology >F'Tech classifier installed in %aw Mill. The plant capacity
increased to 1." MT0* cement.
"<<<
11 7reen field ;ement plant with capacity of <.: MT0* was commissioned at
Jarikkali.
"<<1
1" %ock breaker @TerminatorA installed in mines. "<<1
1+ I$( 1.<<1/"<<. is implemented . "<<+
1. 5nvironment Management $ervice ;ertificate option. "<<.
1. @*A 1 9o. 11M, ;oal based ;aptive 0ower 0lant commissioned in 1" Months at
Jarikkali.
"<<.
11 )ly *sh $ilo construction work completed at 0uliyur and Jarikkali. "<<1
14 %oller press with ball mill for cement grinding with capacity <.6 MT0* "<<4
18
installed at Jarikkali.
16 Fertical roller mill for cement grinding installed. *dditional 5$0 installed for
JilnK %aw mill to handle excess process gases.
"<<4
18 Jarikkali plant capacity increased to ".< MT0* by increasing of blended
cement production.
"<<6
1: -ag 2ouse installed in %aw MillKJiln ;ircuit in addition to the existing 5$0
at 0uliyur.
"<<6
"< 5nergy dispersive M'%ay specto meter was put into service for increasing the
output and economical mines operation ? conservation of minerals.
"<<6
"1 *dvance %esearch laboratories $witzerland make M'%ay $pectrometer '
$e3uential type was commissioned for augmenting clinker production and
its 3uality.
"<<6
"" $eethainagar Mines crusher capacity was upgraded for supply of .<=
Jarikkali plant re3uirement of >imestone.
"<<6
"+ ;oal based 11 M, capacity ;00 was commissioned during )eb'"<<8 at
0uliyur ,orks.
"<<8
". *utomation ? control sections 0>;'s ($ software up gradation and 0>;'s
capacity.
"<<8
"1 J2# make -urner Management $ystem for kiln operation to improve 3uality
of clinker and to save thermal energy.
"<<8
"4 ;oal based " x 11 M, capacity ;00 was commissioned during $ep'"<<8 at
*riyalur.
"<<8
"6 7reen field ;ement plant with capacity ".61 MT0* was commissioned during
#ec'"<<8 at *riyalur.
"<<8
"8 Fideo conferencing facility was commissioned between 0uliyur Jarikkali
*riyalur and 2ead (ffice for more effective and faster communications and
pro!ect monitoring.
"<<8
": -rown field ;ement plant with capacity ".61 MT0* was commissioned at
*riyalur during (ctober'"<<:.
"<<:
": @*A ;oal based 1 x 11 M, capacity ;00 was commissioned during &an'"<1<
5rection and ;ommissioning of " ;ement 0lants in ,orld %ecord Time at
*riyalur ' +< Months from -hoomi 0oo!a to ;ommissioning 2ighest
0roduction ;apacity for ;ement in a $ingle >ocation at *riyalur Three 9o.
"<1<
1:
11 M, ;oal based ;aptive 0ower 0lants ;ommissioned in 18 months at
*riyalur ;hettinad ;ement Technical Team rated 9o 1 by )>$ #enmark at
*riyalur
+< %oller press with ball mill for cement grinding with capacity <.1 million
commissioned during )ebruary '"<1< at 0uliyur.
"<1<
+1 -rown field ;ement 0lant with capacity of ".1 MT0* was commissioned at
Jarikkali in March "<11 along with coal based +<M, captive power plant
within the same premises
"<11
+" ,ork is under progress for a new 7reen field production line of ".1 MT0*
cement with 1 9o. of +<M, ;oal based captive power plant in Jallur
Fillage ;hincholi Taluk and 7ulburga #ist of Jarnataka state and expected
to be commissioned in year "<1".
"<11
++ +".Installed ;apacity as of now is 11.6 MT0* 0uliyur H 1.6 MT0*
Jarikkali H >ine H I H ".< MT0*
Jarikkali H >ine H II H ".1 MT0*
*riyalur H >ine H I H ".61 MT0*
*riyalur H >ine H II H ".61 MT0*
"<11
;hettinad ;ement has attached great importance to social responsibility and
environmental values. This is manifest in the installation of the latest pollution control
e3uipment in the plant. The ;ompany added another feather to its cap by installing and
commissioning a giant sophisticated high'tech and power efficient ( ? J cement mill
resulting in a 3uantum leap in production to touch (ne Million Tonne mark.
1.2 O.:ECTIVE#
Pri,ar& o4;)ctiv)s
To study the important factors which are needed to motivate the employees.
"<
#)condar& o4;)ctiv)s
To study the effect of monetary and non'monetary benefits provided by the
organization on the employee's performance.
To study the attitudes of workers towards social security available to them.
To get personal feedback on your opinion of the use of motivational techni3ues in
human resources management
To give suggestion to improve the motivational level of the workers it necessary.
To analysis the concepts of motivational theories of the 0opular MaslowBs
hierarchy of needs.
"1
1.3 #COPE O THE #T7D"
Management's basic !ob is the effective utilization of human resources for
achievements of organizational ob!ectives. The personnel management is concerned with
organizing human resources in such a way to get maximum output to the organization and
to develop the talent of people at work to the fullest satisfaction. Motivation implies that
one person in organization context a manager includes another say an employee to
engage in action by ensuring that a channel to satisfy those needs and aspirations becomes
available to the person. In addition to this the strong needs in a direction that is satisfying
to the latent needs in employees and harness them in a manner that would be functional
for the organization.
2ence this studies also focusing on the employee motivation among the
employees of ;hettinad ;ement ltd.
""
1.< !IMITATION#
#ue to time constrains the study area covers only the *riyalur chettinad ;ement
works >td.
The employees did not express the real opinion of the motivation and working
condition.
(wing to the availability of limited time the study was limited to cover five
departments namely operation machinery 5lectricals %ailways mines and only
11< respondents could be covered out of total employees 1<<.
"+
1.6 REVIEW O !ITERAT7RE
1.MOTIVATION OVERVIEW
1% Achi)v),)nt Motivation
It is the drive to pursue and attain goals. *n individual with achievement motivation
wishes to achieve ob!ectives and advance up on the ladder of success. 2ere
accomplishment is important for its own shake and not for the rewards that accompany it.
It is similar to 'Jaizen' approach of &apanese Management.
$0% A++i'iation Motivation
It is a drive to relate to people on a social basis. 0ersons with affiliation motivation
perform work better when they are complimented for their favorable attitudes and co'
operation.
$1% Co,/)t)nc) Motivation
It is the drive to be good at something allowing the individual to perform high 3uality
work. ;ompetence motivated people seek !ob mastery take pride in developing and using
their problem'solving skills and strive to be creative when confronted with obstacles.
They learn from their experience.
2% Po5)r Motivation
It is the drive to influence people and change situations. 0ower motivated people wish to
create an impact on their organization and are willing to take risks to do so.
$3% Attitud) Motivation
*ttitude motivation is how people think and feel. It is their self confidence their belief in
themselves their attitude to life. It is how they feel about the future and how they react to
the past.
".
$<% Inc)ntiv) Motivation
It is where a person or a team reaps a reward from an activity. It is GLou do this and you
get thatG attitude. It is the types of awards and prizes that drive people to work a little
harder.
$=% )ar Motivation
)ear motivation coercions a person to act against will. It is instantaneous and gets the !ob
done 3uickly. It is helpful in the short run.
0. Authors R)vi)5
1. #tand+ord and ,ightman. describe a motive thus/
GIt is restlessness a lack a lack a yen a force. (nce in the grip of a motive
theorganism does something. It most generally does something to reduce he restlessness
to remedy the lack to alleviate yen to mitigate forceG.
0. !i''is o4s)rv)s* GIt is the stimulation of any emotion or desire operation upon one's
will and prompting or driving it to actionG.
The 5ncyclopedia of management observes/ Gmotivation refers to the 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 readinessG.
1. To',an observes GMore specifically the term motivation has been called an
intervening variableG Intervening variables are internal and psychological processes
which are not directly observable and which in turn account for behaviourG.
2. Motivation is commonly defined as the individual's activation and degree of
persistence in undertaking a goal directed behaviour. There are two kinds of motivation
"1
that is always mentioned in literatures of employee motivation the intrinsic and extrinsic
motivation $D)char,s> 1??@%.
3. The management should consider external reward or the wage that they pay to the
employee as its primary source of motivation personality traits are also considered
having a relation with how motivated a person could be $G)rhardt> 0AAA%.
<. Trust& W)4st)rBs defines motivation as Gto provide with a motiveG and a motive is
Gsomething as a reason or desire to spur action.G (bviously what motivates someone to
lose weight or run a marathon is different than what it takes to get that same person to
work on time or create a dazzling presentation
=. David McC')''and believed that workers could not be motivated by the mere need for
money ' in fact extrinsic motivation $).g. moneyA could extinguish intrinsic moptivation
such as achievement motivation though money could be used as an indicator of success
for various motives e.g . keeping $core. In keeping with this view his consulting firm
Mc-er ? ;ompany had as its first motto G To make everyone productive happy and
freeG.
@. E'ton Ma&o found that the social contacts a worker has at the workplace is very
important and that bored on and repetitiveness of tasks lead to reduced motivation. Mayo
believed that workers could be motivated by acknowledging their social needs and
making them feel important. *s a result employees were given freedom to make
decisions on the !ob and greater attention was paid to informal work groups Mayo named
the model the 2awthorne effect. 2is model has been !udged as placed undue reliance on
social contacts at work situations for motivating employees.
?. T5&'a D)'' writes of motivating employees GThe heart of motivation is to give people
what they really want most from work. The more you are able to provide what they want
"4
the more you should expect what you really want namely productivity 3uality and
servicesG.
1A. &C97 $1?=@% is more concerned with 3uestions of locus/ is observed behaviour
caused by intrinsic or extrinsic factorsE kanfer @1::<A clarifies terms/ G Intrinsic
motivation has often been defined as behaviour performed in the absence of any apparent
external rewardG and remarks that G Intrinsic motivation may be more apply
conceptualized as episodic and temporally bounded rather than continuousG.
11. GMotivation is a process that starts with a physiological or psychological deficiency
or need that activates behavior or a derive that this aimed at a goal or incentive
' )red >uthans.
10. GMotivation is the process of attempting to influence others to do their work through
the possibility of gain or rewardsG. '5dwin -.)lippo
11. GMotivation says do this because it's very meaningful for me to do itG ')redrick
2erzburg
1. 3 E,/'o&)) Motivation M&ths D)4un6)d
-usiness owners need to ensure that their employees are productive and eager to do the
best !ob possible''this is especially true during today's challenging economic times. Let
every industry and every organization has people who simply do not produce work in the
3uality that they are capable of providing. That can create costly problems for a manager.
>eaders often miss the mark when trying to ramp up employee productivity. >et's debunk
some motivational myths.
1. Mon)& ,otivat)s. (f course if you pay some enough money they will do
almost any !ob. *nd when you give bonuses to reward past behavior the
recipients are usually very happy @unless they were expecting a larger bonusA. The
staff does a better !ob following the glow that accompanies added money.
"6
2owever studies find this happiness is short'lived. ,ithin six months individuals
have difficulty recalling that bonus and it does not seem to have the same impact it
did within the first few weeks or months of receiving it. That's because money in
and of itself will not continuously motivate individuals.
It's the recognition and status that are the true motivators for the increased output.
Take for example the high tech salesperson who sold more product than anyone
else in the department. The boss rewards that employee with a bonus. 5veryone
knows who the bonus recipient is and she is proud of her accomplishments''the
high earner gains recognition from colleagues and clients. %ecognition and status
are two key sources of motivation. $o while money can serve to motivate its
effects are often short term at best.
,hat should you doE $et up situations that allow the employee to feel a sense of
accomplishment. 5mployees respond most to opportunities for achievement
recognition growth !ob enrichment and !ob enlargement.
". :ust 6))/ th), ha//&. 5mployers often go to great lengths to keep their
employees happy''some offer game roomsN others have phones with free long'
distance access. The theory here is that if we can keep the employees happy
during their break time it will translate into increased motivation and
productivity. Cnfortunately, this is not very efective.
5mployees actually en!oy their break times look forward to them and may even
linger during them. -ut the satisfaction found during the break times does not
necessarily translate into better or higher 3uality !ob performance.
+. I(nor) Con+'ict. )ew people especially in the professional world en!oy conflict.
Most bosses and employees alike would rather Glet something goG or Gsweep it
under the rugG than make an issue out of it. Too many managers are concerned
about being liked that they don't fulfill their responsibilities to catch problems
3uickly. 9ot addressing an employee's problematic behavior doesn't help anyone.
"8
.. #o,) /)o/') ;ust ar)nBt ,otivat)d. This is a very common misconception.
5veryone is motivated''but for different reasons. ,alking through the offices the
manager may see someone playing computer games or sending personal email
this could be seen as the individual is not motivated because he's not attending to
the !ob tasks. -ut that may not be entirely correct. *t that moment the GaimlessG
employee is motivated perhaps even highly motivated. -ut that motivation is not
work directed nor is it productive for the company. The challenge here is for
the leader to discover what actually motivates that employee and match up those
elements with the worker's !ob description. @This point also assumes that the
employee is worth keeping.A
1. #,art ),/'o&))s donBt n))d to 4) ,otivat)d. -eing GsmartG carries an
important cachet in *merican society. 5veryone wants to have smart people
working for them because these people are 3uick to learn adapt and produce.
5mployers may erroneously believe that they don't need to spend much time or
attention on these stafers. Cnfortunately intelligence and self'motivation
do not necessarily go hand'in'hand. There are plenty of smart employees who
haven't been able to find out !ust what motivates them personallyN they tend to get
bored or frustrated easily. The result is a lack of interest and a lack of
productivity. $o what does an employer doE * smart employer creates the
atmosphere that allows and encourages the employee to be motivated. That
employer also gets to know what his staff is interested in doing to advance
company goals and what parts of the !ob description are interesting or exciting
verses boring.
Tips for Motivating Employees
2aving trouble getting workers fired up about a pro!ect G or your company in
generalE ,e've compiled some pointers from the experts.
An& CEO 6no5s that employee motivation is a key to individual performance group
productivity and maintaining a pleasant office culture. $o how do you do it exactlyE )or a
dose of inspiration on how to motivate those who work for you we've compiled the best
recent pointers on the sub!ect from articles published in Inc. magazine and on Inc.com.
1. #)t a Good ECa,/').
":
%emember that your attitude is contagious. Jevin 0lank founder of Cnder *rmour an
apparel company located in -altimore says that communication is key to making
members of your company's team feel including in ma!or decisions. GI listened to
everyone's opinions and without fail they'd bring up things I hadn't thought of. More
important my team members knew that they were part of the process and that their voices
matteredG he told Inc. G5mployees are more motivated when they feel needed
appreciated and valued.G 0lank also recommends hiring employees who have great
leadership skills. *t his company he calls these natural leaders GenginesG and peppers
them strategically around the organization.
0. ocus on E,/'o&)) Ha//in)ss Rath)r Than E,/'o&)) Motivation.
Oappos is often hailed as the most employee'friendly business out there. -ut perks aside
what really keeps the workers there motivatedE ,hen Inc.'s Max ;hafkin last interviewed
Oappos ;5( Tony 2sieh in >as Fegas he discovered that what 2sieh really cares about
is making Oappos's employees and customers feel really really good. In fact he's decided
that his entire business revolves around happiness. ;hafkin writes/ GOappos's approach to
workplace bliss differs significantly from that of other employee'friendly businesses. )or
one thing Oappos pays salaries that are often below market rates ' the average hourly
worker makes !ust over D"+<<< a year. Though the company covers 1<< percent of health
care costs employees are not offered perks found at many companies such as on'site
child care tuition reimbursement and a .<1@kA match. Oappos does offer free food to its
employees but the pile of cold cuts in the small cafeteria loses its allure faster than you
can say 7oogleplex. Instead of buying his employees' loyalty 2sieh has managed to
design a corporate culture that challenges our conception of that tired phrase.G
1. Ma6) #ur) E,/'o&))s #har) in th) Co,/an&Bs #ucc)ss.
5mployee performance productivity and motivation can all be tied to how
invested a worker feels in his or her company. That's what makes profit sharing such a
powerful tool H especially when the company is consistently successful. $ue 2olloway an
expert in compensation at ,orld at ,ork a human resources organization focused on
employee benefits told Inc.com that the ob!ective of a profit sharing plan Gis to foster
employee identification with the organization's success.G -y implementing such a
program the ;5( is saying G,e're all in this together and everybody's focused on
profitG 2olloway says.
+<
2. Cr)at) a Cu'tur) o+ Autono,& and A()nc&.
In his book Drive: The Surprising Truth About What Motivates Us author #aniel
2. 0ink writes that the crash of ,all $treet is a striking example of the peril of motivating
employees strictly with gobs of cash. 2e advises that instead companies should create
conditions for employees to find the !oy in work itself. That can mean giving workers the
autonomy to choose what they do and with whom which can help foster a desire for
mastery of tasks and skill sets H and simply doing more better.
3. Encoura() Wor6)r to Voic) Co,/'aints.
,hen #ell amassed an online Gantifan clubG excoriating the 0; maker across the
blogosphere it not only acknowledged criticism but also actually fixed things according
to &eff &arvis's book What Would Google Do. G#ell transformed itself from worst to first
in the era of customer controlG writes &arvis. 2ow about applying the same principle
apply to employeesE There are scores of reasons why employees don't contribute criti3ue
of management or their company's culture H from fear of retaliation to hesitation to
appear ungrateful. -ut remember as Inc.'s >eigh -uchanan writes G,hen the heat's not
lowered though steam escapes.G
<. Ta6) on un Vo'unt))r Assi(n,)nts.
In the heat of the recession #oor 9umber + an *ustin'based advertising agency
saw business slow. Thus creative employees were occasionally idle on the !ob. M.0.
Mueller the company's president decided to ramp up the agency's pro bono efforts H an
established way to build work portfolios and maintain track records. It also had the side'
effect of keeping employees sharp and motivated between pro!ects. Mueller said these
pro!ects not only help charities which also struggle during hard times but also help
employees create some of their most inspired work. GLou get a lot more freedom with
nonprofit clientsG she says.
=. G)t in Touch With "our Inn)r #tart-u/.
+1
5very morning in the ;hicago offices of Total *ttorneys a legal software and service
firm small groups of the company's 18< employees gather in clusters around the office.
>aughter banter and collaboration ensue. )or about 11 minutes the office might be said
to resemble a college cafeteria H but to ;5( 5d $canlan it's a perfect example of what he
calls controlled chaos. That's a process inspired by a process for designing software
called Gagile developmentG which aims to foster flexibility speed and teamwork H in
other words make an established company work more like a start'up.
2. M)thods o+ Motivation
*ccording to the classical theory of *braham Maslow people are motivated by unmet
needs. The famous MaslowBs hierarchy of needs includes/
0sychological survival needs
$afety and security needs
$ocial needs of acceptance
5steem and acknowledgement needs
$elf'actualization and self'development needs
In management theory once one of these needs is met a person will start to develop the
next need. The challenge of an international 2% manager is to understand the types of
needs in a particular culture.
Mon)& as a ,otivator
The traditional method of motivating employees in the ,estern business culture
has been to use extrinsic motivation such as pay rises bonuses and promotions.
* recent study revealed that employees @especially those in non',estern culturesA
leave not only for compensation reasons. It is no surprise that money is an important
factor but there are many other reasons for an employeeBs decision to leave. In fact in the
current Indian business environment increasing the basic salary hardly reduces turnover.
In a country with a comparably low cost of living satisfaction with the salary tends to be
reached more 3uickly. 5mployees look beyond the money factor and new aspects become
crucial.
+"
A 'on(-t)r, /)rs/)ctiv) inc'udin( th) +a,i'&
$afety and acceptance needs are the ones to be satisfied next. *ccording to a
recent survey consistent with the Indian traditional collectivist and relations'oriented
culture as many as 6< percent of employees see !ob security and emotional comfort as the
ma!or elements of motivation. Traditional Indian companies often play the role of a
family extension for their staff. They provide a feeling of belonging build personal
relations and offer long'term @often life'longA contracts.
-esides research shows that those organizations that appear to be successful on
the Indian market often include employeesB families into the company life. )amily in
India plays a crucial role in the life of an individual. * family decision can change the
career path of a young professional and make him abruptly change his or her !ob. *ll this
translates into huge losses for the company which invests a lot of money into training
them. That is why one of the reasonable solutions for a company would be to involve the
families of employees into the company life. -asic things such as family sport and
recreation events small presents and specific types of financial support will do the !ob.
)urthermore the Indian leadership style H often criticized for its paternalism H
offers involvement and support not only in !ob'related but also in personal issues such as
marriage arrangements participation in family events etc. In relations'oriented cultures
like India such an approach helps employees feel accepted and protected. 0rotectionist
policies make local relations'oriented companies more attractive than foreign task
oriented organizations.
Ena4'in( /)rsona' d)v)'o/,)nt
Ideally the next step of the motivation policy should meet the esteem and
acknowledgement needs. These are highly important in such a hierarchical society as
India. * higher position in this culture means status and respect. It often does not
automatically imply elements of extra responsibility and additional duties typical for the
,estern attitude but rather means additional benefits better work conditions and
respect.
++
This explains the concern for individual development and career advancement. *n
Indian employee as any other employee is keen to know his or her career opportunities
and path in the company. * career development program could be one of the solutions for
an effective motivation policy.
*nother factor closely connected with career growth are the learning opportunities
available. Jnowledge and experience are seen as status factors and lead to a higher
degree of respect and acknowledgement. *ccording to research companies providing
both technical and soft skills trainings appear to be more attractive and succeed more in
their retention policies.
;onsistent with the status value experience of companies operating in India
shows that overseas assignments and the possibility to work abroad play a positive role in
motivating younger generations and thus appear to be effective methods of reducing
personnel fluctuation.
*long with the above'mentioned factors experts often emphasize the importance
of the organizationBs reputation. -ig brands famous and well'established names appear
to be more attractive for an Indian employee even if the level of benefits is lower than in a
middle'size or small organization.
>ast but not least self'actualization needs appear to be of great importance in the
present'day Indian business environment. )inancial satisfaction and acknowledgement
needs are relatively fast to reach and internal motivators become crucial elements of the
retention policy.
;onsidering this the key motivator for professionals @especially those at young
ageA is that their learning curve and the challenges given to them should not come to a
standstill. $uch aspects as work on new pro!ects and exposure to new technologies come
to scene.
<.Motivation d)t)r,in)s D)+ici)nc&
Motivation is one of the Most important factor determining organizational
deficiency. The level of motivation does not only affect perception and learning but it also
affects the performance of the individuals as expressed by
0erformance P *bility M Motivation Motivation
C&c') o+ /roc)ss
+.
RED7I#ITE# TO MOTIVATE
Q ,e have to be Motivated to Motivate
Q Motivation re3uires a goal
Q Motivation once established does not last if not repeated
Q Motivation re3uires %ecognition
Q 0articipation has motivating effect
Q $eeing ourselves progressing Motivates us
Q ;hallenge only motivates if you can win
Q 5verybody has a motivational fuse i.e. everybody can be motivated
Q 7roup belonging motivates
+1
1.@ RE#EARCH METHODO!OG"
The research methodology is a tool to aid in making the decisions in the absence
of certainty.
)urther in the sampling and other processes @presettingA that leads up to the actual
study help in delectation of unnecessary details and inclusion of more important issues
that may have been over looked. This chapter outlines the methodology employed by the
researcher in the research process.
a% R)s)arch D)si(n*
R* %esearch #esign is the arrangement of activities for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedureS.
)or this study descriptive design was used R#escriptive as name 5xcel implies is
conducted to describe something. This study describes the factors which led to the
employees motivation ;hettinad cement Industry. 2ere the descriptive research was
conducted to know the information about factors and to spot light the areas that need the
managementBs attention.
)ully the pro!ect is based on labour survey statistical method of design was
adopted in this pro!ect.
i% Pri,ar& Data
The data collected were primary in nature. They were the first hand information
view and opinions of the workerBs collected with structured 3uestionnaire.
ii% #)condar& Data
$econdary #ata was collected from the company profile annual report and so an.
+4
4% Data Co'')ction M)thod
The researcher has collected the data by administering 3uestionnaire to the
concerned workers. 2e had also adopted the method of having discussion with senior
managers of the respective department in the initial stages for collection of data.
c% R)s)arch A//roach
0ersonal interview method was adopted in order to collect the responses. $ince
the 3uestionnaire was in 5nglish. It has been translated in to Tamil.
d% #a,/'in( 7nit
The entire group from which a sample is chosen is known as employees. This
research data was collected from employees from various department in ;hettinad
;ement Industry namely spinning winding maintenance preparatory and general.
)% #a,/') si-)
The sample size of study to 11< samples of the employees in ;hettinad ;ement
Industry samples are selected "< each in 1 department namely operation machinery
5lectricals %ailways mines.
+% Ana'&tica' Too's us)d
The tool used in this study is /)rc)nta() ana'&tic ,)thod it was explained with
the help of tables and charts
Chi #Euar) and 5)i(ht)d Av)ra() are also included.
T((>$ C$5# )(% *9*>L$I$
0ercentage analysis T,eighted average method T;hi H $3uare
0ercentage analysis/
+6
(ne of the simplest methods of analysis is the percentage method. It is one of the
traditional statistical tools. Through the use of percentage the data are reduced in the
standard form with the base e3ual to 1<< which facilitates comparison.
The formula used to compose percentage analysis is
9umber of %espondents
0ercentage of the %espondents P U 1<<
Total 9o. of %espondents
;hi H s3uare
It is a measure to study the direngence of actual and expected fre3uencies. It is
represented by the symbol
"
.
7reat letter chi. It describes the discrepancy theory and observation. The formula used
is

,here
(
P (bserved fre3uency
5 P 5xpected fre3uency
,5I72T5# *F5%*75 ;*>;C>*TI(9
* firm weighted *verage calculation is the overall re3uired return on the firm as a
whole and as such it is offer used internally by company directors to determine the
economic feasibility of expansionary opportunities.
The formula used for the study is
P ,xK ,
@(1 H 51A

"
P
51
+8
CHAPTER F II
DATA ANA!"#I# AND INTERPRETATION
TA.!E 0.1 .A#E ON DEPARTMENT
PARTIC7!AR# RE#PONDENT PERCENTAGE
(peration 1< :
Machinery 11 1.
5lectricals "< 18
%ailways "1 "+
Mines .< +4
Tota' 11A 1AA
Int)r/r)tation
)rom the above table its known +4= of the employees working under Mines "+=
of the employees working railways 18= of the employees under 5lectrical 1.= of the
employees under machinery and other := of the employees working under operating
department. Most of the employees work under mines department.
TA.!E 0.0 #HOWING !EVE!# O RE#PONDENT
+:
Particu'ar R)s/ond)nt P)rc)nta()
$killed 4< 11
Cnskilled 1< .1
Tota' 11A 1AA
CHART 0.0 #HOWING !EVE!# O RE#PONDENT
$how above the table its known 11< employees 11= of the employees skilled and
another .1= of the employeeBs unskilled labours.
.<
TA.!E 0.1 #HOWING THE DI#TRI.7TION O AGE#
PARTIC7!AR RE#PONDENT PERCENTAGE
18'"1 years 11 1.
"4'+1 years "1 "+
+4'.1 years +< "6
*bove .1 .< +4
Tota' 11A 1AA
Int)r/r)tation
The above the table shows 1.= of the employees 18'"1 years old "+= of the
employees "4'+1 years old age group "6= of the employees belong +4'.1 years age
scrap and +4= of the employees are above .1years old.
Most of the employees above .1 years old age group.
.1
TA.!E 0.2 ED7CATION AND D7A!IICATION
$$>; .< +4
2$c or #iploma +< "6
Cnder 7raduate 11 1.
0ost 7raduate "1 "+
Tota' 11A 1AA
Int)r/r)tation
The above table shows +4= of the employees studied $$>; or below "6= of
the employees studied 2$c or #iploma 1.= of the employees are under graduate and
"+= of the employees are post graduates.
Most of the employees studied lower only.
."
TA.!E 0.3 #HOWING THE MARITA! #TAT7#
Married 6< 4.
Cnmarried .< +4
Tota' 11A 1AA
Int)r/r)tation
)rom the table to known 4.= of the employees married and another +4= of the
employees unmarried
.+
TA.!E 0.< #HOWING AVERAGE MONTH!" #A!AR"
-elow 1<<< +< "6
1<<<'1<<<< +1 +"
1<<<<'11<<< "1 "+
*bove 11<<< "< 18
Tota' 11A 1AA
Int)r/r)tation
The above the table shows "6= of the employees earn only below 1<<< per
month +"= of the employees earn 1<<<'1<<<< "+= of the employees earn 1<<<<'
11<<< and 18= of the employees only get monthly more than 11<<<%s.
Most of the employees earn 1<<<'1<<<<%s.
..
TA.!E 0.= #HOWING !ENGTH O #ERVICE
1 to " .< +4
" to + "< 18
+ to 1 +1 +"
*bove 1 years 11 1.
Tota' 11A 1AA
Int)r/r)tation
)rom the above table and chart its clear to know the employees +4= of 1 to "
years only working in the company 18= of the employees " to + years +"= of the
employees working + to 1 years and 1.= of the employees working more than 1 years.
Most of the employees still not get too long experience because +4= of the
employees got only below " years experience.
.1
TA.!E 0.@ #HOWING PRE#ENT WAGE
$trongly *gree .< +4
*gree +< "6
$trongly #isagree "1 "+
#isagree 1< :
#onBt know 1 1
Tota' 11A 1AA
CHART 0.@ .A#ED ON PRE#ENT WAGE
Int)r/r)tation
$how above the table +4= of the employeeBs opinion present wage strongly agree
"6= of the employees feel to agree the present wage "+= of the employees strongly
disagree := of the employees feel disagree and 1= of the employees donBt know the
present wage.
Most of the employees strongly agree.
.4
TA.!E 0.? #HOWING OPINION O GOOD :O. DE#CRIPTION
0articular %espondent 0ercentage
$trongly *gree +< "6
*gree "4 ".
$trongly #isagree "< 18
#isagree 11 1.
#onBt know 1: 16
Tota' 11A 1AA
Int)r/r)tation
$how above the table "6= of the employeeBs opinion !ob description strongly
agree ".= of the employees feel to agree the !ob description 18= of the employees
strongly disagree 1.= of the employees feel disagree and 16= of the employees donBt
know the !ob description.
.6
TA.!E 0.1A. #HOWING COMPAN"G# ACI!ITE#
$trongly *gree 1. 1+
*gree 1: 16
$trongly #isagree "1 "+
#isagree .< +4
#onBt know 1" 11
Tota' 11A 1AA
0.1A. #HOWING COMPAN"G# ACI!ITE#
Int)r/r)tation
$how above the table 1+= of the employeeBs opinion company ability to complete
effectively strongly agree 16= of the employees feel to agree the present wage "+= of
the employees strongly disagree +4= of the employees feel disagree and 11= of the
employees donBt know the company ability to complete effectively.
Most of the employees disagree.
.8

TA.!E 0.11 PH"#ICA! WORHING CONDITION# O EMP!O"EEG#.
$trongly agree +1 +"
*gree +< "6
#isagree 11 1.
#onBt know 1< :
Tota' 11A 1AA
Int)r/r)tation
$how above the table +"= of the employeeBs opinion company physical working
condition strongly agree "6= of the employees feel to agree the physical working
condition 18= of the employees strongly disagree 1.= of the employees feel disagree
and := of the employees donBt know the physical working condition.
.:

TA.!E 0.10 #HOWING ACCEPTENCE O WORH ATMO#PHERE
$trongly *gree +1 +"
*gree +< "6
#isagree 11 1.
#onBt know 1< :
Tota' 11A 1AA
Int)r/r)tation
$how above the table +"= of the employeeBs opinion company atmosphere level
good condition is strongly agree "6= of the employees feel to agree the atmosphere level
good condition 18= of the employees strongly disagree 1.= of the employees feel
disagree and := of the employees donBt know the company atmosphere level condition.
1<
TA.!E0.11 #HOWING INDIVID7A! RECOGNITION AND
PERORMANCE
$trongly *gree 1< :
*gree 11 1.
#isagree +< "6
#onBt know +1 +"
Tota' 11A 1AA
Int)r/r)tation
$how above the table := of the employeeBs opinion company individual
recognition and performance is strongly agree 1.= of the employees feel to agree the
individual recognition and performance 18= of the employees strongly disagree "6= of
the employees feel disagree and +"= of the employees donBt know the company
individual recognition and performance.
Most of the employeeBs individual recognition and performance donBt know.
11
TA.!E 0.12 OPINION# THAT #7PERVI#ION .R7I#E# EE!ING#.
*gree +1 +"
#isagree 1< :
#onBt know 11 1.
Tota' 11A 1AA
Int)r/r)tation
$how above the table "6= of the employeeBs opinion company supervision
different bruises feelings strongly agree +"= of the employees feel to agree the
supervision bruises feelings 18= of the employees strongly disagree := of the
employees feel disagree and 1.= of the employees donBt know their $upervisor
decisions.
Most of the employeeBs feel their supervisi different bruises feelings agree.
1"
TA.!E 0.13 #HOWING OPINION ON 7TI!I#ATION O #HI!!#
$trongly *gree "< 18
*gree +1 +"
$trongly #isagree 1< :
#isagree +. +1
#onBt know 11 1<
Tota' 11A 1AA
Int)r/r)tation
$how above the table 18= of the employeeBs opinion company employees want to
feel skill and capacities for !obs strongly agree +"= of the employees feel to agree
employees want to feel skill and capacities for !obs := of the employees strongly
disagree +1= of the employees feel disagree and 1<= of the employees donBt know
employees want to feel skill and capacities for !obs.
Most of the employeeBs employees want to feel skill and capacities for !obs agree.
1+
TA.!E 0.1< #HOWING COMPAN" RETIREMENT .ENEIT#
$trongly *gree 11 1.
*gree +1 +"
#isagree +< "6
#onBt know 1< :
Tota' 11A 1AA
Int)r/r)tation
$how above the table 1.= of the employeeBs opinion company retirement benefits
strongly agree +"= of the employees feel to agree retirement benefits 18= of the
employees strongly disagree "6= of the employees feel disagree and := of the
employees donBt retirement benefits.
Most of the employeeBs retirement benefits agree.
1.
TA.!E 0.1=. #HOWING OPINION ON THE INTERE#TING CHA!!ENGE# IN
:O..
$trongly *gree 1< :
*gree 11 1.
#isagree "1 "+
#onBt know .< +4
Tota' 11A 1AA
Int)r/r)tation
$how above the table := of the employeeBs opinion company every !ob can be
challenging strongly agree 1.= of the employees feel to agree every !ob can be
challenging 18= of the employees strongly disagree "+= of the employees feel disagree
and +4= of the employees donBt know challenging.
Most of the employeeBs donBt want to challenging.
11
TA.!E 0.1@ #HOWING .E#T 7#E O TA!ENT#.
*gree .< +4
$trongly #isagree 1< :
#isagree "1 "+
#onBt know 1 1
Tota' 11A 1AA
Int)r/r)tation
$how above the table "6= of the employeeBs company wants best in everything
strongly agree +4= of the employees agree wants best in everything := of the
employees strongly disagree "+= of the employees feel disagree and 1= of the
employees donBt know wants best in everything.
Most of the employeeBs wants best in everything agree.
14
TA.!E 0.1? #HOWING EMP!O"EE# INTERE#T IN WORHING
HO7R#.
$trongly *gree ". ""
*gree 11 1.
$trongly #isagree +< "6
#isagree "< 18
#onBt know "1 1:
Tota' 11A 1AA
Int)r/r)tation
$how above the table ""= of the employeeBs interest in working hours strongly
agree 1.= of the employees feel to agree employees interest in working hours "6= of
the employees strongly disagree 18= of the employees feel disagree and 1:= of the
employees donBt know interest in working hours.
Most of the employeeBs employees donBt want to interest in working hours.
16
TA.!E 0.0A. OPINCON ON ACHIEVING REWARD#.
*gree .< +4
#isagree 11 1.
#onBt know 1 1
Tota' 11A 1AA
Int)r/r)tation
$how above the table "6= of the employeeBs opinion company actually in
important reward strongly agree +4= of the employees feel to agree actually in important
reward 18= of the employees strongly disagree 1.= of the employees feel disagree and
1= of the employees donBt know actually in important reward.
Most of the employees want to actually in important reward.
18
TA.!E 0.01. OPINION ON #E! DEV!APMENT
*gree +< "6
#isagree 11 1.
#onBt know 1< :
Tota' 11A 1AA
CHART 0.01. OPINION ON #E! DEV!APMENT
Int)r/r)tation
$how above the table +"= of the employeeBs want to best in the !ob strongly
agree "6= of the employees feel to agree employees want to feel want to best in the !ob
18= of the employees strongly disagree 1.= of the employees feel disagree and := of
the employees donBt know employees want to best in the !ob.
Most of the employeeBs employees want to best in the !ob.
1:
TA.!E 0.00. OPINION THAT :O. .7I!D# RE!ATION #HIP#
*gree +< "6
#isagree 11 1.
#onBt know 1 1
Tota' 11A 1AA
;2*%T 0.00. OPINION THAT :O. .7I!D# RE!ATION #HIP#
Int)r/r)tation
$how above the table +4= of the employeeBs opinion company relationship is
very important strongly agree "6= of the employees feel to agree company relationship
is very important 18= of the employees strongly disagree 1.= of the employees feel
disagree and 1= of the employees donBt know company relationship is important.
Most of the employeeBs feel company relationship is very important
4<
TA.!E 0.01. OPINION ON INDIVID7A! INCENTIVE#
*gree "1 "+
#isagree 11 1.
#onBt know 1< :
Tota' 11A 1AA
Int)r/r)tation
$how above the table +4= of the employeeBs opinion individual incentives "+=
of the employees feel to agree employees want to individual incentives 18= of the
employees strongly disagree 1.= of the employees feel disagree and := of the
employees donBt know individual incentives.
Most of the employeeBs want to feel individual incentives.
41
TA.!E 0.02. OPINION THAT :O. .7I!D# RE!ATION #HIP#
*gree ++ +<
$trongly #isagree "" "<
#isagree 1+ 1"
#onBt know 1" 11
Tota' 11A 1AA
Int)r/r)tation
$how above the table "6= of the employeeBs strongly agree opinion management
need to important to employees +<= of the employees feel to agree opinion management
need to important to employees "<= of the employees strongly disagree 1"= of the
employees feel disagree and 11= of the employees donBt know opinion management need
to important to employees.
Most of the employeeBs feel opinion management need to important to
employees .
4"
TA.!E 0.03 OPINION REGARDING DECI#ION O #7PERVI#OR
*gree +< "6
#isagree 11 1.
#onBt know 1< :
Tota' 11A 1AA
Int)r/r)tation
$how above the table +"= of the employeeBs feel decision of supervisor is
strongly agree "6= of the employees feel to agree decision of supervisor 18= of the
employees strongly disagree 1.= of the employees feel disagree and 1= of the
employees donBt know their superior decision.
Most of the employeeBs employees feel in their superior decisions well.
4+
CA!C7!ATION O WEIGHTED AVERAGE A.O7T EMP!O"EE :O.
#EC7RIT" IN CEMENT IND7#TR"
OPINION
NO. O
RE#PONDENT#
$W%
RANHING
$I%
$WJI%
5mployee &ob $ecurity +1 .+<
10.
%etirement -enefits 11 ."1
!."
Incentives "< .<1
1
$alary +< .+1
10.
&ob #esign 1< <.<1
0.
Tota' 11A 00.2
P ,xK ,
P ""..K11<
P <."<+
In+)r)nc)*
The above table shows that calculated weighted average 5mployee Motivation in
cement Industry >imited is <."<+
This shows that the ma!ority employees are not motivated through the !ob factors
given by the right.
#TATI#TICA! TOO!#
4.
;hi's3uare test was used to the testing of 2ypothesis by applying the formula.
N7!! H"POTHE#I#
There is no significant relation @7et wages of employees and designationA
The present wage and &ob #escription were dependent variable.
A!TERNATIVE H"POTHE#I#
There is significant relation @7et wages of employees and designationA
The present wage and &ob #escription were independent variable.
PARTIC7!AR Pr)s)nt Wa() :o4 D)scri/tion Tota'
$trongly agree .< +< 6<
*gree +< "4 14
$trongly #isagree "1 "< .1
#isagree 1< 11 "1
#onBt know 1 1: ".
Tota' 11A 11A 00A
;omputation of expected fre3uency formula.
11<U6< 11<U6<
5
1
P +1 5
4
P +1
""< ""<
11<U14 11<U14
5
"
P "8 5
6
P "8
""< ""<
11<U.1 11<U.1
5
+
P "+ 5
8
P "+
""< ""<
11<U." 11<U"1
5
.
P 1" 5
:
P 1"
""< ""<
11<U". 11<U".
5
1
P 1" 5
1<
P 1"
""< ""<
41
Co,/utation o+ Chi-sEuar) va'u)
O E $O-E% $O-E%
0
$O-E%
0
K0
.< +1 1 "1 <.61
+< "8 " . <.1.
"1 "+ ". . <.16
1< 1" " . <.++
1 1" 6 .: ..<8
+< +1 1 "1 <.61
"4 "8 " . <.1.
"< "+ + : <.+:
11 1" + : <.61
1: 1" 6 .: ..<8
Tota' 11.3
( P (bserved )re3uency
5 P 5xpected )re3uency
% P 9umber of %ows
; P 9o of ;olumns
9@r'1A @c'1A
@1'1A @"'1A P .
#egree of freedom P .
Table value P :..:
The calculated value of x
"
11.1 is higher the table value of 1=. 2ere the calculated value
is higher than the table value therefore the table is re!ects the 9ull 2ypothesis.
$o it is concluded that there is significant relation between wages employee and
designations.
44
CHAPTER - III
1.1 INDING#
Most of the employees working under mines department.
Ma!ority of the employeeBs skilled workers.
Most of the employees age above .1 years old.
Most of the employees studied $$>; only.
Ma!ority of the respondents married.
Most of the employees earn between %s.1<<<'%s.1<<<<.
+4= of the employees service in below " years only. That is ma!ority in the
organization.
Most of the employees strongly agree there present wage.
Most of the employees strongly agree in their !ob description.
Most of the employees disagree in their company facilities.
Most of the employees strongly agree in their physical working condition.
Most the employees like their working atmosphere.
Most of the employees donBt understand in their individual recognition and
performance.
Ma!ority of the employeeBs supervision different car often bruises feelings agree.
Most of the employeeBs employees want to feel skill and capacities for !obs agree.
Most of the employeeBs retirement benefits agree.
Most of the employeeBs donBt want to challenging.
Most of the employeeBs wants best in everything agree.
Most of the employeeBs employees donBt want to interest in working hours.
Most of the employees want to actually in important reward.
Most of the employeeBs employees want to best in the !ob.
Most of the employeeBs feel company relationship is very important
Most of the employeeBs want to feel individual incentives.
Ma!ority of the employeeBs feel opinion management need to important to employees
Most of the employeeBs employees feel in their superior decisions well.
46
1.0 #7GGE#TION#
The suggestions for the findings from the study are follows
Most of the employees agree that the performance appraisal activities are helpful
to get motivated so the company should try to improve performance appraisal
system so that they can improve their performance.
9on financial incentive plans should also be implementedN it can improve the
productivity level of the employees.
(rganization should give importance to communication between employees and
gain co'ordination through it.
$kills of the employees should be appreciated.
-etter carrier development opportunities should be given to the employees for
their improvement.
If the centralized system of management is changed to a decentralized one then
there would be active and committed participation of staff for the success of the
organization
If an employee is bored involve that individual in a discussion about ways to
create a more satisfying career path including promotions based on concrete
outcomes.
clear expectations must be given for task accomplishment.
It should be ensured that the !ob description involves a variety of tasks.
)eedback must be provided along the way pointing out both positive and
negative aspects.
an appropriate amount of autonomy should be allowed for the employee based on
previous and anticipated accomplishment.
#epth and breadth of what the employee is currently doing must be increased
employee must be provided with ade3uate opportunity to succeed.
48
1.1 CONC!7#ION
The study concludes that the motivational program procedure in ;hettinad
;ements is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was
conducted among 11< employees and collected information through structured
3uestionnaire. The study helped to findings which were related with employee
motivational programs which are provided in the organization.
The performance appraisal activities really play a ma!or role in motivating the
employees of the organization. It is a ma!or factor that makes an employee feels good in
his work and results in his satisfaction too. The organization can still concentrate on
specific areas which are evolved from this study in order to make the motivational
programs more effective. (nly if the employees are properly motivated' they work well
and only if they work well the organization is going to benefit out it. $teps should be
taken to improve the motivational programs procedure in the future. The suggestions of
this report may help in this direction.
4:
#$$E%&'E()
Du)stionnair)
A #tud& on E,/'o&)) Motivation in Ch)ttinad C),)nt Cor/oration> H))'a/a-hur
0ersonal )actors/
9ame of the employee /
1. #epartment /
aA (peration bA Machinery
cA 5lectricals cA %ailways
eA Mines
*. +evel of the employee
aA $killed bA Cnskilled
+. *ge group
aA 18 ' "1 bA "4 ' +1
cA +1 H .1 dA above .1
.. 5ducational Iualification
aA $$>; bA 2. $c or #iploma
cA Cnder 7raduate dA 0ost 7raduate
1. Marital $tatus
aA Married bA Cnmarried
4. *verage monthly salary
aA -elow 1<<< bA 1<<< ' 1<<<<
cA 1<<<< ' 11<<< dA above 11<<<
6. >ength of the service
aA 1 to " years bA " to + years
cA + to 1 years dA above 1 years
6<
8. The ,age increases should be given to employee who do their !ob very well
aA $trongly agree bA *gree
cA #onBt know dA #isagree
dA $trongly #isagree
:. -etter !ob descriptionBs would be helpful so that employeeBs will know exactly what is
expected of them
eA $trongly #isagree
10. ,ompany facilitates employees by giving ade-uate e-uipments
11. $upervisorBs should give a good deal of attention to the physical working conditions
of their employeeBs
1". $upervisors ought to work hard to develop a friendly working atmosphere among
their people
1+. Individual recognition for above'standard performance means a lot to employees
61
1.. In different supervision can often bruise feelings
11. 5mployees feel that their skills and capacities are put to use on their !obs.
14. The company retirement benefits are important factors in keeping employees on their
!obs.
16. *lmost every !ob can be made more stimulating and challenging
18. Many employees want to give their best in everything they do
6"
1:. Management could show more interest in the employee by sponsoring social events
after hours
"<. 0ride in ones work is actually an important reward
"1. 5mployees want to be able to think of themselves as Rthe bestS at their our !obs
"". The 3uality of the relationships in the informal work group is 3uite important
"+. Individual incentive bonuses in the informal work group is 3uite important
".. Fisibility with upper management is important to employees
6+
"1. 5mployees generally like to schedule their own work and to make !ob related
decisions with a minimum of supervisors
"4. &ob security is important to employees
"6. 2aving good e3uipments to work with is important to employees
Thank Lou

6.
BIBLIOGRAPH
_Human resource management: k.Aswathappa
_Personnel management: C.B. Memora ! ".#.Gankar
_Personnel management: $.$.Ahu%a
_Research metho&olog': C.R.$othar
_Organ(aton )eha*or: "tephen P.Ro))ns
_ Organ(aton )eha*or: +re& Luthans
_,,,.Best mot*aton.com-)ooks.htm
_,,,.Mot*atonle )ooks.com
61
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