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 job is the effective utilization of human resources for achievements of organizational objectives. 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

2 Desire for money

Success

Recognition

Job-satisfaction

Team work etc. One 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 jobs. The process of motivation consist of three stages

1. Felt need derive

2. A stimulus in which needs have to be aroused.

3. When 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 DIFFERENT PEOPLE IN DIFFERENT WAYS 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

3 management. Apart 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. Besides, where workforce is self motivated, just the acknowledgement of the same makes people feel important and wanted. One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham 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.

4 As per his theory these needs are:

(i) Physiological needs :

These are important needs for sustaining the human life. Food, 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) Security or Safety needs:

These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.
(iii) Social needs

Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs

According 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) Need for self-actualization:

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 selffulfillment. It is to maximize one's potential and to accomplish something.

5 As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So 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. However, 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. Definition of motivation Motives Almost all human behavior is motivated if requires no motivation to grow hair, but getting a hair cut dues motives prompt people to action. Hence, these are at the very heart of motivational process motives provide an activating thrust toward reaching a goal. Goals Motives are derived towards goals motives generally created a state of physiological or psychological imbalance. Attaining goal restores balance. Behavior Behavior is a series of activities to be undertaken behavior is directed to achieve a goal. Importance of Motivation Motivation is a very important for an organization

6 1. Puts human resources into action Every concern requires 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.
2. Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications 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. Reducing cost of operations, and

c. Improving overall efficiency

3. Leads to achievement of organizational goals

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.

7 d. Goals can be achieved it coordination and cooperation take place which can be effectively done through motivation.
4. Builds friendly relationship

simultaneously

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. Promotion opportunities for employees,

c. Disincentives 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. Effective 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.

8 e. This will result in profit maximization through increased productivity. 5. Leads to stability of workforce Stability 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. Needs, wants and desires are inter-related and they are the driving force to act. We 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.

2. If an individual is motivated, he will have job satisfaction.

3. Motivation will help in self-development of individual.

4. An individual would always gain by working with a dynamic team. Similarly Motivation is important to a business as

1. The more motivated the employees are, the more empowered the team is.

9 2. The more is the team work and individual employee contribution, more profitable and successful is the business.

3. During period of amendments, there will be more adaptability and creativity.

4. Motivation will lead to an optimistic and challenging attitude at workplace. 1.2 INDUSTRY PROFILE The cement industry is one of the main beneficiaries of the infrastructure boom. With robust demand and adequate supply, the industry has bright future. The Indian Cement Industry with total capacity of 165 million tones is the second largest after China. Cement industry is dominated by 20 companies who account for over 70% of the market. Individually no company accounts for over 12% of the market. The major players like L&T and ACC have been quiet successful in narrowing the gap between demand and supply. Private housing sector is the major consumer of cement (53%) followed by the government infrastructure sector. Similarly northern and southern region consume around 20%-30% cement while the central and western region are consuming only 18%-16%. India is the 2nd largest cement producer in world after china .Right from laying concrete bricks of economy to waving fly overs 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, Phase-II of NHDP (National Highway Development Project) and other infrastructure development projects. Domestic demand for cement has been increasing at a fast pace in India. Cement consumption in India is forecasted to grow by over 22% by 2009-10 from 200708.Among the states, Maharashtra has the highest share in consumption at 12.18%,followed by Uttar Pradesh, In production terms, Andhra Pradesh is leading with 14.72% of total production followed by Rajasthan. Cement production grew at the rate of 9.1 per cent during 2006-07 over the previous fiscal's total production of 147.8 mt (million tons). Due to rising demand of cement the sales volume of cement companies are also increasing & companies

10 reporting higher production, higher sales and higher profits. The net profit growth rate of cement firms was 85%. Cement industry has contributed around 8% to the economic development of India. Outsiders (foreign players) eyeing India as a major market to invest in the form of either merger or FDI (Foreign Direct Investment). Cement 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 GDP. Future drivers of cement demand growth in India would be the road and housing projects. As per the Working Group report on Cement Industry for the formulation of the 11th Plan, the cement demand is likely to grow at 11.5 per cent per annum during the 11th Plan and cement production and capacity by the end of the 11th Plan are estimated to be 269 million tones and 298 million tones, respectively, with capacity utilization of 90 per cent. Despite the growth of Indian cement industry India lags behind the per capita production. Supply for cement is expected to remain tight which, in turn, will push up prices of cement by more than 50%. The most important factor for better prices is consolidation of the industry. It has just begun and we will see more consolidation in the coming years. Other budget measures such as cut in import duty from 12.5 per cent to nil etc. are all intended to cut costs and boost availability of cement.Sadly the adverse effects of global slowdown have not speared this industry too. Demand 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. ACC the countrys largest cement company thats controlled by Swiss giant HOLCIM, registered 2% fall in august sales. It is the biggest fall since Feb 2007. Production fell by 5%. To stand against the problematic situation, government as well as cement industry has taken some steps. Companies are focusing on cost of transportation. One of the strategy is to decrease dependence on road & opt for sea logistics as

11 that can cut transportation cost by 30- 50 %. Some 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 Pakistan .However cement prizes are not very much high as other items but still they are increasing. And the reason of high prize is surging cost of raw material and transportation cost. Apart from this government also discussed with cement industry not to have increase in prizes and keep consumer interest in mind. Now the question 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 US$ 3.23 billion for the National Highway Development, Project will keep the demand for cement alive? And to what extent the prizes of cement should be increase so that consumer cant affect. Cement industry in India has also made tremendous strides in technological up gradation and assimilation of latest technology. Presently, 93 per cent of the total capacity in the industry is based on modern and environmentfriendly 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 acquired technical capability to produce different types of cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White Cement etc. 1.3 COMPANY PROFILE The House of Chettinad began its journey in a humble way in the year 1912 by its founder Dr. Raja Sir Annamalai Chettiar, who was a

12 Visionary, Idealist, Entrepreneur, Educationist and Philanthropist of 19th 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 House of Chettinad "Strive, Save & Serve" continue to remain the same since 1912 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 Visionary, Idealist, Entrepreneur, Educationist and Philanthropist by Dr. Raja Sir Muthiah Chettiar, the son of the founder. The growth of Chettinad Group was taken forward with the untiring efforts by the grandson of the founder, Dr. M.A.M. Ramaswamy, a multi faceted personality an Entrepreneur, Educationist, Philanthropist, Sportsman and his love towards protecting the arts, culture and values of Tamil, is the present Chairman of the group. The House of Chettinad is successfully marching towards a centennial year with the hard work and dedication of three generations of the family which stand for its Quality, Integrity and Reliability of the Products, Services and Trading that are being dealt by the group. In 2000, the present Managing Director, Mr M.A.M.R. 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 Director Mr M.A.M.R. Muthiah, a professionally qualified individual, having work experience in the United States by having professionals with rich experience. Visioning for the new millennium, the present Managing Director envisaged Industrial, Infrastructural Development, Education and Health Services are the need of this century in which he wanted his group to participate and contribute. Accordingly, planned and increased the production capacity of the existing cement plant in Puliyur at Karur. The two new green site cement plants were commissioned in Ariyalur and Karikali near Dindigul. A new cement plant is being set up at Kallur in Karnataka. For developing infrastructure, the Ennore Coal Terminal was commissioned under Public Private Partnership with Ennore Port Limited. The group is also in the process of putting up coal power generation plant near Tharangambadi in Tamil Nadu, which will produce 1320 MW of power per annum. The vision of our Managing Director is to take the business forward across India within next 5

13 years and become an all India player. Considering the need for quality education, the group established Chettinad College of Engineering and Technology at Puliyur in Karur District and also an institution for higher learning in medical and paramedical sciences under the name of Chettinad Academy and Research Institute (CARE). Hospital attached to the academy is providing world class health care services in the multi-speciality hospital managed by the group. Besides 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 quality education, health care especially to Tamilnadu and this country. Our Managing Director is also very much interested in extending the "Corporate Social Responsibility" to the community around which it operate and better "environment management " to ensure sustainable development. The Group's turnover is Rs.4,000 Crores (approx.) The group has provided employment opportunity for more than 5,000 individuals and indirectly for more than 25,000 individuals, thereby lighting lamp in their families. The future of the House of Chettinad as a corporate is marching towards providing total customer satisfaction providing quality Education, Health and infrastructure facilities to uplift the society, which will continue in the future too. Chettinad Cement Corporation Ltd was incorporated on 11 th December 1962 and commenced cement production in the year 1968 at its first plant at Karikalli in Dindigul district of Tamil Nadu. Incorporated in the year 1962, Chettinad Cement Corporation Limited ISO 9002 certificate by the Bureau of Indian Standards, in 1994. Chettinad Cement Corporation principally operates in India and the company is headquartered at Chennai in India. Chettinad cement is operating its cement business spanning three generations. Since its establishment in 1962 with a wet process cement plant at Puliyur near Karur, Chettinad cement has been expanding and making itself versatile in the field of cement products. Major supplier of Southern India cement needs, Chettinad Cement supplies the "glue" upon which many residential, commercial and engineering projects are built.

14 Chettinad Cement has established its position in the southern market by innovatively aligning its products and services to the needs of cement users. Chettinad Cement's modern, flexible manufacturing plant produces a wide range of cements which can be delivered in bulk using reliable road tanker fleet. Under its Builders Choice brand name, Chettinad Cement offers an extensive range of bagged products that includes Ordinary Portland cements and blended cements to suit most building and construction applications. For over four decades, the Chettinad cement companies have built a reputation for serving the construction industry with highperformance products that encourage creativity and ensure longevity. As 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. Chettinad Cements are carefully proportioned, highly accurate blends of quality materials including blended cement& Portland cement are manufactured under controlled conditions assuring reliable performance, and providing consistent quality. Chettinad Cement has always strived for high quality production and maintained international standards. The company has won many laurels for its cement production and has ISO 9001/2008, ISO 14001/2004 and IS 18001/2007 certifications. It has grown steadily from time to time through its consistent quality and customer service. ORGANIZATIONAL STRUCTURE

15 SPECIALITY OF PRODUCTS & SERVICE Ordinary Portland Cement (OPC) Our Gray Ordinary Portland Cement is a highquality, cost-effective building material mainly composed of clinker that meets all applicable chemical and physical requirements and is widely used in all construction segments: residential, commercial, industrial, and public infrastructure. Chettinad cement is the result of careful effort in the research and development of our cement engineers and scientists. It is specially blended with good quality control monitoring systems, high quality cement engineered for use in all structural, building and particularly useful in marine and hydraulic construction. Chettinad Cement is extremely easy to work with and produces consistently excellent results every time. This consistent quality, 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 quality performance as per cement class specs requirements. Portland Pozzolana Cement (Ppc) - Blended Cement This Blended hydraulic cements are produced by intergrinding or blending Portland 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. Depending on the constituents, blended cements can confer desirable qualities to concrete such as lighter colour, workability, or low heat of hydration. Slag from steel making and fly ash from the power industry are two commonly added materials in blended cements. By putting waste to work, blended cements contribute to sustainable development. We've made blended cements for over 20 years. Sulphate Resisting Portland Cement (SRPC) SRPC is a type of Portland Cement in which amount of tri-calcium aluminate (C3A) is restricted to low value. Chettinad SRPC has unique quality of having low C3A value. SRPC can be used for structural concrete wherever OPC are usable under normal condition. Use of Chettinad SRPC is more beneficial in the condition where the concrete is exposed to the deterioration due to sulphate attack and exposed directly to sea coast.

16 Portland Slag Cement (PSC) PSC is produced by an intimate and uniform intergrinding of Portland Cement Clinker and granulated slag with addition of Gypsum. Chettinad PSC has unique 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. Chettinad offers an array of blended cements which have a lower CO2 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 objective of offering an increasing range of more sustainable products. Technical Services Chettinad Cement Corporation Limited offers various services to our customers. Some of these include: Selection of proper aggregates materials for concrete mix design We 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 project. Concrete mix design for different applications Depending on the structural concrete strength required and condition in which the concrete will be used, we advise the customers on selection of type/class 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. General technical information on cement/concrete 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.

17 MILESTONES AND ACHIEVEMENT Sl. No. 1 1 (a) 2

AWARDS 0.4 MTPA cement production capacity with wet process plant installed at Puliyur. 1983-85 Three No. of 1500KVA / each capacity Yanmar (Japan) DG sets installed to overcome EB power shortage Modernised into dry process plant to a capacity of 0.8 MTPA with a kiln

YEAR 1967 1967

capacity of 2000 TPD commissioned with modern vertical roller mills for fuel 1989 & limestone grinding. 3 4 5 6 7 8 9 10 2 Nos. of 5.4 MVA Capacity WARTSILA DG set installed. 66 Nos. of wind electric Generator of total capacity 17.3 Mw installed at Poolavadi Udumaplet Taluk. ISO 9002 Certificate received. Stacker & Re-claimer for Limestone installed. Belt Elevator for Raw mill and Kiln feed installed. A) Impact Crusher for lime stone crushing at mines installed. B) Bag filter for coal mill grinding system. Vertical roller mill for cement grinding installed. Additional ESP installed for Kiln/ Raw mill to handle excess process gases. CIS/CFG Cooler installed. Low pressure cyclone installed. Latest Technology LV-Tech classifier installed in Raw Mill. The plant capacity 2000 increased to 1.2 MTPA cement. 11 12 13 14 Green field Cement plant with capacity of 0.9 MTPA was commissioned at Karikkali. Rock breaker (Terminator) installed in mines. ISO 14001:2004 is implemented . Environment Management Service Certificate option. Karikkali. 15 16 Fly Ash Silo construction work completed at Puliyur and Karikkali. 2001 2001 2003 2004 2004 2005 1990 1994 - 96 1995 1996 1996 - 97 1997 1998

14 (A) 1 No. 15MW Coal based Captive Power Plant commissioned in 12 Months at

Roller press with ball mill for cement grinding with capacity 0.7 MTPA 2006

18 installed at Karikkali. 17 18 19 20 21 Vertical roller mill for cement grinding installed. Additional ESP installed for Kiln/ Raw mill to handle excess process gases. Karikkali plant capacity increased to 2.0 MTPA by increasing of blended cement production. Bag House installed in Raw Mill/Kiln Circuit in addition to the existing ESP at Puliyur. Energy dispersive X-Ray specto meter was put into service for increasing the output and economical mines operation & conservation of minerals. Advance Research laboratories, Switzerland make X-Ray Spectrometer Sequential type was commissioned for augmenting clinker production and 2007 its quality. 22 23 24 25 26 27 28 Seethainagar Mines crusher capacity was upgraded for supply of 40% Karikkali plant requirement of Limestone. Coal based 15 MW capacity CPP was commissioned during Feb-2008 at Puliyur Works. Automation & control sections PLC's OS software up gradation and PLC's capacity. KHD make Burner Management System for kiln operation to improve quality of clinker and to save thermal energy. Coal based 2 x 15 MW capacity CPP was commissioned during Sep-2008 at Ariyalur. Green field Cement plant with capacity 2.75 MTPA was commissioned during Dec-2008 at Ariyalur. Video conferencing facility was commissioned between Puliyur, Karikkali, Ariyalur and Head Office for more effective and faster communications and 2008 project monitoring. 29 Brown field Cement plant with capacity 2.75 MTPA was commissioned at Ariyalur during October-2009. Erection and Commissioning of 2 Cement Plants in World Record Time at Ariyalur - 30 Months from Bhoomi Pooja to Commissioning Highest Production Capacity for Cement in a Single Location at Ariyalur Three No. 2009 2007 2008 2008 2008 2008 2008 2006 2007 2007 2007

29 (A) Coal based 1 x 15 MW capacity CPP was commissioned during Jan-2010 2010

19 15 MW Coal based Captive Power Plants Commissioned in 18 months at Ariyalur Chettinad Cement Technical Team rated No 1 by FLS Denmark at Ariyalur 30 31 Roller press with ball mill for cement grinding with capacity 0.5 million commissioned during February -2010 at Puliyur. Brown field Cement Plant with capacity of 2.5 MTPA was commissioned at Karikkali in March 2011 along with coal based 30MW captive power plant 2011 within the same premises 32 Work is under progress for a new Green field production line of 2.5 MTPA cement with 1 No. of 30MW Coal based captive power plant in Kallur Village, Chincholi Taluk and Gulburga Dist of Karnataka state and expected to be commissioned in year 2012. 33 32.Installed Capacity as of now is 11.7 MTPA Puliyur 1.7 MTPA Karikkali Line I 2.0 MTPA Karikkali Line II 2.5 MTPA Ariyalur Line I 2.75 MTPA Ariyalur Line II 2.75 MTPA 2011 2011 2010

Chettinad Cement has attached great importance to social responsibility and environmental values. This is manifest in the installation of the latest pollution control equipment in the plant. The Company added another feather to its cap by installing and commissioning a giant, sophisticated, high-tech and power efficient O & K cement mill resulting in a quantum leap in production to touch One Million Tonne mark. 1.4 OBJECTIVES Primary objectives

To study the important factors which are needed to motivate the employees.

20 Secondary objectives

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 techniques 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 Popular Maslows hierarchy of needs.

21 1.5 SCOPE OF THE STUDY Management's basic job is the effective utilization of human resources for achievements of organizational objectives. 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. Hence this studies also focusing on the employee motivation among the employees of Chettinad Cement ltd.

22 1.6 LIMITATIONS

Due to time constrains the study area covers only the Ariyalur chettinad Cement works Ltd.

The employees did not express the real opinion of the motivation and working condition. Owing to the availability of limited time, the study was limited to cover five departments namely operation, machinery, Electricals, Railways mines and only 110 respondents could be covered out of total employees 500.

23

1.7 REVIEW OF LITERATURE

1.MOTIVATION OVERVIEW 1) Achievement Motivation It is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is important for its own shake and not for the rewards that accompany it. It is similar to 'Kaizen' approach of Japanese Management. (2) Affiliation Motivation It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and cooperation. (3) Competence Motivation It is the drive to be good at something, allowing the individual to perform high quality work. Competence motivated people seek job 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. 4) Power Motivation It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organization and are willing to take risks to do so.
(5) Attitude Motivation

Attitude 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.

24
(6) Incentive Motivation

It is where a person or a team reaps a reward from an activity. It is "You do this and you get that", attitude. It is the types of awards and prizes that drive people to work a little harder.
(7) Fear Motivation

Fear motivation coercions a person to act against will. It is instantaneous and gets the job done quickly. It is helpful in the short run. 2. Authors Review

1. Standford and Wightman. describe a motive thus:

"It is restlessness, a lack, a lack, a yen a force. Once 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 force".

2. Lillis observes: "It is the stimulation of any emotion or desire operation upon one's

will and prompting or driving it to action". The Encyclopedia of management observes: "motivation 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 readiness".

3. Tolman observes, "More specifically, the term motivation has been called an

intervening variable", Intervening variables are internal and psychological processes which are not directly observable and which, in turn, account for behaviour".

4. 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

25 that is always mentioned in literatures of employee motivation, the intrinsic and extrinsic motivation (Decharms, 1998).

5. 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 (Gerhardt, 2000).

6. Trusty Webster's defines motivation as "to provide with a motive" and a motive is

"something, as a reason or desire, to spur action." Obviously, 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

7. David McClelland believed that workers could not be motivated by the mere need for

money - in fact, extrinsic motivation (e.g. money) could extinguish intrinsic moptivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g . keeping Score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto " To make everyone productive , happy, and free".

8. Elton Mayo 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. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups, Mayo named the model the Hawthorne effect. His model has been judged as placed undue reliance on social contacts at work situations for motivating employees.

9. Twyla Dell writes of motivating employees, "The heart of motivation is to give people

what they really want most from work. The more you are able to provide what they want,

26 the more you should expect what you really want, namely, productivity, quality, and services".

10. JUNG (1978) is more concerned with questions of locus: is observed behaviour

caused by intrinsic or extrinsic factors? kanfer (1990) clarifies terms: " Intrinsic motivation has often been defined as behaviour performed in the absence of any apparent external reward", and remarks that " Intrinsic motivation may be more apply conceptualized as episodic and temporally bounded rather than continuous".

11. "Motivation 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 - Fred Luthans.

12.

"Motivation is the process of attempting to influence others to do their work through

the possibility of gain or rewards". -Edwin B.Flippo

13.

"Motivation says do this because it's very meaningful for me to do it"

-Fredrick

Herzburg

3. 5 Employee Motivation Myths Debunked

Business owners need to ensure that their employees are productive and eager to do the best job possible--this is especially true during today's challenging economic times. Yet every industry and every organization has people who simply do not produce work in the quality that they are capable of providing. That can create costly problems for a manager. Leaders often miss the mark when trying to ramp up employee productivity. Let's debunk some motivational myths. 1. Money motivates. Of course, if you pay some enough money, they will do almost any job. And when you give bonuses to reward past behavior, the recipients are usually very happy (unless they were expecting a larger bonus). The staff does a better job following the glow that accompanies added money.

27

However, studies find this happiness is short-lived. Within 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. Everyone knows who the bonus recipient is, and she is proud of her accomplishments--the high earner gains recognition from colleagues and clients. Recognition and status are two key sources of motivation. So while money can serve to motivate, its effects are often short term at best. What should you do? Set up situations that allow the employee to feel a sense of accomplishment. Employees respond most to opportunities for achievement, recognition, growth, job enrichment and job enlargement. 2. Just keep them happy. Employers often go to great lengths to keep their employees happy--some offer game rooms; others have phones with free longdistance 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. Unfortunately, this is not very effective. Employees actually enjoy their break times, look forward to them, and may even linger during them. But the satisfaction found during the break times does not necessarily translate into better or higher quality job performance. 3. Ignore Conflict. Few people, especially in the professional world, enjoy conflict. Most bosses and employees alike would rather "let something go" or "sweep it under the rug" 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 quickly. Not addressing an employee's problematic behavior doesn't help anyone.

28 4. Some people just aren't motivated. This is a very common misconception. Everyone is motivated--but for different reasons. Walking 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 job tasks. But that may not be entirely correct. At that moment, the "aimless" employee is motivated, perhaps even highly motivated. But 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 job description. (This point also assumes that the employee is worth keeping.) 5. Smart employees don't need to be motivated. Being "smart" carries an important cachet in American society. Everyone wants to have smart people working for them because these people are quick to learn, adapt and produce. Employers may erroneously believe that they don't need to spend much time or attention on these staffers. Unfortunately, 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 just what motivates them personally; they tend to get bored or frustrated easily. The result is a lack of inter est and a lack of productivity. So what does an employer do? A 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 job description are interesting or exciting verses boring.

Tips for Motivating Employees

Having trouble getting workers fired up about a project " or your company in general? We've compiled some pointers from the experts. Any CEO knows that employee motivation is a key to individual performance, group productivity, and maintaining a pleasant office culture. So how do you do it exactly? For a dose of inspiration on how to motivate those who work for you, we've compiled the best recent pointers on the subject from articles published in Inc. magazine and on Inc.com. 1. Set a Good Example.

29 Remember that your attitude is contagious. Kevin Plank, founder of Under Armour, an apparel company located in Baltimore, says that communication is key to making members of your company's team feel including in major decisions. "I 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 mattered," he told Inc. "Employees are more motivated when they feel needed, appreciated, and valued." Plank also recommends hiring employees who have great leadership skills. At his company, he calls these natural leaders "engines," and peppers them strategically around the organization. 2. Focus on Employee Happiness Rather Than Employee Motivation. Zappos is often hailed as the most employee-friendly business out there. But, perks aside, what really keeps the workers there motivated? When Inc.'s Max Chafkin last interviewed Zappos CEO Tony Hsieh in Las Vegas, he discovered that what Hsieh really cares about is making Zappos's employees and customers feel really, really good. In fact, he's decided that his entire business revolves around happiness. Chafkin writes: "Zappos's approach to workplace bliss differs significantly from that of other employee-friendly businesses. For one thing, Zappos pays salaries that are often below market rates - the average hourly worker makes just over $23,000 a year. Though the company covers 100 percent of health care costs, employees are not offered perks found at many companies, such as on-site child care, tuition reimbursement, and a 401(k) match. Zappos 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 Googleplex. Instead of buying his employees' loyalty, Hsieh has managed to design a corporate culture that challenges our conception of that tired phrase." 3. Make Sure Employees Share in the Company's Success. Employee 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 especially when the company is consistently successful. Sue Holloway, an expert in compensation at World at Work, a human resources organization focused on employee benefits, told Inc.com that the objective of a profit sharing plan "is to foster employee identification with the organization's success." By implementing such a program, the CEO is saying, "We're all in this together, and everybody's focused on profit," Holloway says.

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4. Create a Culture of Autonomy and Agency. In his book Drive: The Surprising Truth About What Motivates Us , author Daniel H. Pink writes that the crash of Wall Street is a striking example of the peril of motivating employees strictly with gobs of cash. He advises that instead, companies should create conditions for employees to find the joy 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 and simply doing more, better. 5. Encourage Worker to Voice Complaints. When Dell amassed an online "antifan club," excoriating the PC maker across the blogosphere, it not only acknowledged criticism, but also actually fixed things, according to Jeff Jarvis's book What Would Google Do. "Dell transformed itself from worst to first in the era of customer control," writes Jarvis. How about applying the same principle apply to employees? There are scores of reasons why employees don't contribute critique of management or their company's culture from fear of retaliation to hesitation to appear ungrateful. But remember, as Inc.'s Leigh Buchanan writes, "When the heat's not lowered, though, steam escapes."

6. Take on Fun Volunteer Assignments. In the heat of the recession, Door Number 3, an Austin-based advertising agency, saw business slow. Thus, creative employees were occasionally idle on the job. M.P. Mueller, the company's president, decided to ramp up the agency's pro bono efforts an established way to build work portfolios and maintain track records. It also had the sideeffect of keeping employees sharp and motivated between projects. Mueller said these projects not only help charities, which also struggle during hard times, but also help employees create some of their most inspired work. "You get a lot more freedom with nonprofit clients," she says. 7. Get in Touch With Your Inner Start-up.

31 Every morning in the Chicago offices of Total Attorneys, a legal software and service firm, small groups of the company's 180 employees gather in clusters around the office. Laughter, banter, and collaboration ensue. For about 15 minutes, the office might be said to resemble a college cafeteria but to CEO Ed Scanlan it's a perfect example of what he calls controlled chaos. That's a process inspired by a process for designing software called "agile development," which aims to foster flexibility, speed and teamwork in other words, make an established company work more like a start-up.

4. Methods of Motivation
According to the classical theory of Abraham Maslow, people are motivated by unmet needs. The famous Maslows hierarchy of needs includes: Psychological, survival needs Safety and security needs Social needs of acceptance Esteem and acknowledgement needs Self-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 HR manager is to understand the types of needs in a particular culture.

Money as a motivator
The traditional method of motivating employees in the Western business culture has been to use extrinsic motivation such as pay rises, bonuses, and promotions. A recent study revealed that employees (especially those in non-Western cultures) leave not only for compensation reasons. It is no surprise that money is an important factor, but there are many other reasons for an employees 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 quickly. Employees look beyond the money factor and new aspects become crucial.

32

A long-term perspective including the family

Safety and acceptance needs are the ones to be satisfied next. According to a recent survey, consistent with the Indian traditional collectivist and relations-oriented culture, as many as 70 percent of employees see job security and emotional comfort as the major 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-long) contracts. Besides, research shows that those organizations that appear to be successful on the Indian market often include employees families into the company life. Family in India plays a crucial role in the life of an individual. A family decision can change the career path of a young professional and make him abruptly change his or her job. All 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. Basic things such as family, sport and recreation events, small presents, and specific types of financial support will do the job. Furthermore, the Indian leadership style often criticized for its paternalism offers involvement and support not only in job-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. Protectionist policies make local, relations-oriented companies more attractive than foreign task oriented organizations.

Enabling personal development

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. A 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 Western attitude, but rather means additional benefits, better work conditions, and respect.

33 This explains the concern for individual development and career advancement. An Indian employee, as any other employee, is keen to know his or her career opportunities and path in the company. A career development program could be one of the solutions for an effective motivation policy. Another factor closely connected with career growth are the learning opportunities available. Knowledge and experience are seen as status factors and lead to a higher degree of respect and acknowledgement. According to research, companies providing both technical and soft skills trainings appear to be more attractive and succeed more in their retention policies. Consistent 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. Along with the above-mentioned factors, experts often emphasize the importance of the organizations reputation. Big 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. Last, but not least, self-actualization needs appear to be of great importance in the present-day Indian business environment. Financial satisfaction and acknowledgement needs are relatively fast to reach and internal motivators become crucial elements of the retention policy. Considering this, the key motivator for professionals (especially those at young age) is that their learning curve and the challenges given to them should not come to a standstill. Such aspects as work on new projects and exposure to new technologies come to scene. 6.Motivation determines Deficiency 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 Performance = Ability X Motivation Motivation Cycle of process

34

REQUISITES TO MOTIVATE

We have to be Motivated to Motivate

Motivation requires a goal

Motivation once established, does not last if not repeated

Motivation requires Recognition

Participation has motivating effect

Seeing ourselves progressing Motivates us

Challenge only motivates if you can win

Everybody has a motivational fuse i.e. everybody can be motivated

Group belonging motivates

35 1.8 RESEARCH METHODOLOGY The research methodology is a tool to aid in making the decisions in the absence of certainty. Further in the sampling and other processes (presetting) 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) Research Design: A Research Design 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 procedure. For this study descriptive design was used Descriptive as name Excel implies, is conducted to describe something. This study describes the factors which led to the employees motivation Chettinad cement Industry. Here, the descriptive research was conducted to know the information about factors and to spot light the areas that need the managements attention. Fully the project is based on labour survey statistical method of design was adopted in this project. i) Primary Data The data collected were primary in nature. They were the first hand information, view and opinions of the workers collected with structured questionnaire. ii) Secondary Data Secondary Data was collected from the company profile, annual report and so an.

36 b) Data Collection Method The researcher has collected the data by administering questionnaire to the concerned workers. He had also adopted the method of having discussion with senior managers of the respective department in the initial stages for collection of data. c) Research Approach Personal interview method was adopted in order to collect the responses. Since the questionnaire was in English. It has been translated in to Tamil. d) Sampling Unit The entire group from which a sample is chosen is known as employees. This research data was collected from employees from various department in Chettinad Cement Industry namely spinning, winding, maintenance, preparatory and general. e) Sample size The sample size of study to 110 samples of the employees in Chettinad Cement Industry samples are selected 20 each in 5 department namely operation, machinery, Electricals, Railways, mines. f) Analytical Tools used The tool used in this study is percentage analytic method it was explained with the help of tables and charts Chi Square and weighted Average are also included. TOOLS USED FOR ANALYSIS Percentage analysis Weighted average method Chi Square Percentage analysis:

37 One 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 equal to 100, which facilitates comparison. The formula used to compose percentage analysis is, Number of Respondents Percentage of the Respondents = Total No. of Respondents Chi square It is a measure to study the direngence of actual and expected frequencies. It is represented by the symbol
2

100

Great letter chi. It describes the discrepancy theory and observation. The formula used is, (O1 E1) 2 = Where, E1 O = Observed frequency E = Expected frequency WEIGHTED AVERAGE CALCULATION A firm weighted Average calculation is the overall required 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 = Wx/ W

38 CHAPTER II DATA ANALYSIS AND INTERPRETATION TABLE 2.1 BASE ON DEPARTMENT PARTICULARS Operation Machinery Electricals Railways Mines Total RESPONDENT 10 15 20 25 40 110 PERCENTAGE 9 14 18 23 36 100

C H AR T 2.1 D EP AR T MENTW IS E S EP R ATION OFR ES P OND ENT

40 30 20
10 20 15 25 40

3 6 2 3

1 8

1 4

10 0

Opera tion

Ma chinery

E lectrica ls

R a ilwa ys

Mines

R espondent
Interpretation

Percentag e

From the above table its known 36% of the employees working under Mines, 23% of the employees working railways 18% of the employees under Electrical 14% of the employees under machinery and other 9% of the employees working under operating department. Most of the employees work under mines department. TABLE 2.2 SHOWING LEVELS OF RESPONDENT

39 Particular Respondent Percentage

Skilled Unskilled Total

60 50 110

55 45 100

CHART 2.2 SHOWING LEVELS OF RESPONDENT 60 50 40 30 20 10 0 S killed R es pondents Uns killed Percentag e 60 50 45 55

Show above the table its known 110 employees 55% of the employees skilled and another 45% of the employees unskilled labours.

40 TABLE 2.3 SHOWING THE DISTRIBUTION OF AGES PARTICULAR 18-25 years 26-35 years 36-45 years Above 45 Total RESPONDENT 15 25 30 40 110 PERCENTAGE 14 23 27 36 100

C H AR T2.3 AGE W IS EDIVIS ION OF R E S P ONDE NT S

40 30 20 10 0 18-25 26-35 36-45 above 45 15 14 25 23 30 40 27 36

R espondent
Interpretation

Percentag e

The above the table shows 14% of the employees 18-25 years old, 23% of the employees 26-35 years old age group, 27% of the employees belong 36-45 years age scrap and 36% of the employees are above 45years old. Most of the employees above 45 years old age group.

41 TABLE 2.4 EDUCATION AND QUALIFICATION Particular SSLC HSc or Diploma Under Graduate Post Graduate Total Respondent 40 30 15 25 110 Percentage 36 27 14 23 100

C HAR T 2.4 QUALIF IC AT ION OFR ES P ON DE NT S

40 30 20 10 0 S S L C H S c or Diplom a UG Percentag e PG 40 36 3 0 27 1 5 14

25 23

R espondent
Interpretation

The above table shows 36% of the employees studied SSLC or below, 27% of the employees studied HSc or Diploma, 14% of the employees are under graduate and 23% of the employees are post graduates. Most of the employees studied lower only.

42 TABLE 2.5 SHOWING THE MARITAL STATUS Particular Married Unmarried Total Respondent 70 40 110 Percentage 64 36 100

C H AR T 2.5 C ATE GOR IE SON MAR IT AL S T AT US

80 60 40 20 0 Married Respondent
Interpretation From the table to known 64% of the employees married and another 36% of the employees unmarried

70

64 4 0 3 6

Unm arried Percentag e

43 TABLE 2.6 SHOWING AVERAGE MONTHLY SALARY Particular Below 5000 5000-10000 10000-15000 Above 15000 Total Respondent 30 35 25 20 110 Percentage 27 32 23 18 100

C HAR T 2.6 B AS E D ON AVE R AGEMONT HL Y S AL AR Y 40 30 20 10 0

B elow 50 00 5000-10 000 100 00-1500 0 above 15 000

30 27

35

32 25 23 20 18

R es pondent
Interpretation

P ercentag e

The above the table shows 27% of the employees earn only below 5000 per month, 32% of the employees earn 5000-10000, 23% of the employees earn 1000015000 and 18% of the employees only get monthly more than 15000Rs. Most of the employees earn 5000-10000Rs.

44 TABLE 2.7 SHOWING LENGTH OF SERVICE PARTICULAR 1 to 2 2 to 3 3 to 5 Above 5 years Total RESPONDENT 40 20 35 15 110 PERCENTAGE 36 18 32 14 100

CH ART 2.7L ENGTHOFS ERVICES

4 0

40 30 20 10 0

36
2 0

3 5

32
1 5

18

14

1 to 2

2 to 3
R espondent

3 to 5
Percenta g e

Above 5 years

Interpretation From the above table and chart its clear to know the employees 36% of 1 to 2 years only working in the company, 18% of the employees 2 to 3 years , 32% of the employees working 3 to 5 years and 14% of the employees working more than 5 years. Most of the employees still not get too long experience, because, 36% of the employees got only below 2 years experience.

45 TABLE 2.8 SHOWING PRESENT WAGE Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 40 30 25 10 5 110 Percentage 36 27 23 9 5 100

CHART 2.8 BASED ON PRESENT WAGE

40 35 30 25 20 15 10 5 0

40

36 30 27 25 23 109

5 5
Don't know

S trong ly Ag ree

Ag ree

S trong ly D isa g ree D isa g ree

R espondent
Interpretation

Percentag e

Show above the table 36% of the employees opinion present wage strongly agree, 27% of the employees feel to agree the present wage, 23% of the employees strongly disagree, 9% of the employees feel disagree and 5% of the employees dont know the present wage. Most of the employees strongly agree.

46 TABLE 2.9 SHOWING OPINION OF GOOD JOB DESCRIPTION Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 30 26 20 15 19 110 Percentage 27 24 18 14 17 100

C HART2.9 BAS E D ON JOB DIS C RIP T ION

40 30 20 10 0

30

27

26 24

20 18

15 14

19 17

S trong ly Ag ree

Ag ree
R es pondent

S trong ly D isag ree

Disag ree Don't know

Percentag e

Interpretation Show above the table 27% of the employees opinion job description strongly agree, 24% of the employees feel to agree the job description, 18% of the employees strongly disagree, 14% of the employees feel disagree and 17% of the employees dont know the job description. Most of the employees strongly agree.

47 TABLE 2.10. SHOWING COMPANYS FACILITES Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 14 19 25 40 12 110 Percentage 13 17 23 36 11 100

2.10. SHOWING COMPANYS FACILITES

Interpretation Show above the table 13% of the employees opinion company ability to complete effectively strongly agree, 17% of the employees feel to agree the present wage, 23% of the employees strongly disagree, 36% of the employees feel disagree and 11% of the employees dont know the company ability to complete effectively. Most of the employees disagree.

48

TABLE 2.11 PHYSICAL WORKING CONDITIONS OF EMPLOYEES. PARTICULAR Strongly agree Agree Strongly Disagree Disagree Dont know Total RESPONDENT 35 30 20 15 10 110 PERCENTAGE 32 27 18 14 9 100

CH ART2.11PH Y S ICALWORK ING C OND ITIONS

40 30 20 10 0
35 32 30 27 2 0 18 15 1 4

1 0 9

S trong ly Ag ree S trong ly Disa g ree Don't Ag ree Disa g ree know
Respondent P ercentag e

Interpretation Show above the table 32% of the employees opinion company physical working condition strongly agree, 27% of the employees feel to agree the physical working condition, 18% of the employees strongly disagree, 14% of the employees feel disagree and 9% of the employees dont know the physical working condition. Most of the employees strongly agree.

49

TABLE 2.12 SHOWING ACCEPTENCE OF WORK ATMOSPHERE Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 35 30 20 15 10 110 Percentage 32 27 18 14 9 100

C H AR T2.12 AC C E P TANC E ON W OR K ATMOS P H E R E

40 35 30 20 10 0 32 3 0 27

201 8 15 1 4

10 9

S trong ly Ag ree S trong ly D is ag ree D on't Ag ree D is ag ree know

R espondent
Interpretation

Percentag e

Show above the table 32% of the employees opinion company atmosphere level good condition is strongly agree, 27% of the employees feel to agree the atmosphere level good condition, 18% of the employees strongly disagree, 14% of the employees feel disagree and 9% of the employees dont know the company atmosphere level condition. Most of the employees strongly agree.

50 TABLE2.13 SHOWING INDIVIDUAL RECOGNITION AND PERFORMANCE Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 10 15 20 30 35 110 Percentage 9 14 18 27 32 100

CH AR T 2.13IND IVID UALR ECOG NITION AND PER F OR MANCE

3 5 3 0 2 5 2 0 1 5 1 0 5 0
35 3 0 20 1 8 2 7 3 2

1 0 9

15 14

S trong ly A g ree

A g ree

S trong ly D isag ree Disag ree P ercentag e

Don't know

Respondent

Interpretation Show above the table 9% of the employees opinion company individual recognition and performance is strongly agree, 14% of the employees feel to agree the individual recognition and performance, 18% of the employees strongly disagree, 27% of the employees feel disagree and 32% of the employees dont know the company individual recognition and performance. Most of the employees individual recognition and performance dont know.

51 TABLE 2.14 OPINIONS THAT SUPERVISION BRUISES FEELINGS. Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 30 35 20 10 15 110 Percentage 27 32 18 9 14 100

CHAR T 2.14 S UPER VIS ION DIF F ER ENT B R UIS ESF EEL ING
35 30 25 20 15 10 5 0
3 5 3 0 27 20 18 10 9 15 14 3 2

S trong ly A g ree

A g ree

S trong ly D isag ree

D isag ree

Don't know

R es pondent Interpretation

Percentag e

Show above the table 27% of the employees opinion company supervision different bruises feelings strongly agree, 32% of the employees feel to agree the supervision bruises feelings, 18% of the employees strongly disagree, 9% of the employees feel disagree and 14% of the employees dont know their Supervisor decisions. Most of the employees feel their supervisi different bruises feelings agree.

52 TABLE 2.15 SHOWING OPINION ON UTILISATION OF SKILLS Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 20 35 10 34 11 110 Percentage 18 32 9 31 10 100

CH ART 2.15OPINION ON UTICIS ATION OF S K IL L S

40 30 20 10 0
20 18 10 9 1110 35 32 34 31

S trong ly Ag ree S trong ly Disa g ree Don't Ag ree Disa g ree know Respondent Percenta g e

Interpretation Show above the table 18% of the employees opinion company employees want to feel skill and capacities for jobs strongly agree, 32% of the employees feel to agree employees want to feel skill and capacities for jobs, 9% of the employees strongly disagree, 31% of the employees feel disagree and 10% of the employees dont know employees want to feel skill and capacities for jobs. Most of the employees employees want to feel skill and capacities for jobs agree.

53 TABLE 2.16 SHOWING COMPANY RETIREMENT BENEFITS Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 15 35 20 30 10 110 Percentage 14 32 18 27 9 100

CH AR T 2.16COMPAN YR ETIR EMENT B EN EF ITS

40 30 20 10 0
strong lya rg ee ag ree strong ly disa g ree disag ree

35

32 20 18

30 27

15 14

10 9
don'tknow

res pondent Interpretation

percentag e

Show above the table 14% of the employees opinion company retirement benefits strongly agree, 32% of the employees feel to agree retirement benefits, 18% of the employees strongly disagree, 27% of the employees feel disagree and 9% of the employees dont retirement benefits. Most of the employees retirement benefits agree.

54 TABLE 2.17. SHOWING OPINION ON THE INTERESTING CHALLENGES IN JOB. Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 10 15 20 25 40 110 Percentage 9 14 18 23 36 100

CH ART 2.17 .OPINION ON TH E INTERES TING C H AL L ENG IN JOB.

40 30 20 10 0
10 9 1514 20 18 25 23 40 36

S trong ly Ag ree S trong ly D isag ree Ag ree D isa g ree Respondent P ercenta g e

D on't know

Interpretation Show above the table 9% of the employees opinion company every job can be challenging strongly agree, 14% of the employees feel to agree every job can be challenging, 18% of the employees strongly disagree, 23% of the employees feel disagree and 36% of the employees dont know challenging. Most of the employees dont want to challenging.

55 TABLE 2.18 SHOWING BEST USE OF TALENTS. Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 30 40 10 25 5 110 Percentage 27 36 9 23 5 100

CHATR 2.18 B ES T US E OFTAL ENTS

40 30 20 10 0
S trong ly Ag ree Ag ree 3 0 2 7 4 0 3 6 2 5 2 3 1 0 9

5 5 D isa g ree D on't know

S trong ly D isa g ree

R espondent

Percenta g e

Interpretation Show above the table 27% of the employees company wants best in everything strongly agree, 36% of the employees agree employees dont know wants best in everything. Most of the employees wants best in everything agree. wants best in everything, 9% of the employees strongly disagree, 23% of the employees feel disagree and 5% of the

56 TABLE 2.19 SHOWING EMPLOYEES INTEREST IN WORKING HOURS. Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 24 15 30 20 21 110 Percentage 22 14 27 18 19 100

C H ART 2.19 BAS EON E MPL OY E E SINT E RE S T IN WORK ING H OURS

30 20 10 0

30 24 22 1514

27 20 18 21 19

S trong ly Ag ree

Ag ree

S trong ly Disag ree Disag ree

D on't know

R espondent
Interpretation

Percentag e

Show above the table 22% of the employees interest in working hours strongly agree, 14% of the employees feel to agree employees interest in working hours, 27% of the employees strongly disagree, 18% of the employees feel disagree and 19% of the employees dont know interest in working hours. Most of the employees employees dont want to interest in working hours.

57 TABLE 2.20. OPINCON ON ACHIEVING REWARDS. Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 30 40 20 15 5 110 Percentage 27 36 18 14 5 100

C H AR T 2.20. IMPOR TANT OFR EWAR D ED 40 30 20 10 0

S trong ly A g ree A g ree S trong ly Disag ree 4 0 3 0 27 2 0 18 1 5 14 5 5 Disag ree Don't know 3 6

R es pondent Interpretation

Percentag e

Show above the table 27% of the employees opinion company actually in important reward strongly agree, 36% of the employees feel to agree actually in important reward, 18% of the employees strongly disagree, 14% of the employees feel disagree and 5% of the employees dont know actually in important reward. Most of the employees want to actually in important reward.

58 TABLE 2.21. OPINION ON SELF DEVLAPMENT Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 35 30 20 15 10 110 Percentage 32 27 18 14 9 100

CHART 2.21. OPINION ON SELF DEVLAPMENT 35 30 25 20 15 10 5 0 35 3 2 30 27 20 18 1 51 4 10 9

S trong ly Ag ree S trong ly D is ag ree D on't Ag ree D is ag ree know R es pondent Percentag e

Interpretation Show above the table 32% of the employees want to best in the job strongly agree, 27% of the employees feel to agree employees want to feel want to best in the job, 18% of the employees strongly disagree, 14% of the employees feel disagree and 9% of the employees dont know employees want to best in the job. Most of the employees employees want to best in the job.

59 TABLE 2.22. OPINION THAT JOB BUILDS RELATION SHIPS Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 40 30 20 15 5 110 Percentage 36 27 18 14 5 100

CHART 2.22. OPINION THAT JOB BUILDS RELATION SHIPS 4 0 3 5 3 0 2 5 2 0 1 5 1 0 5 0 40 36 30 27 20 18 15 1 4 5 5 S trong ly Ag ree Ag ree S trong ly Dis ag ree D is ag ree Percentag e D on't know

R es pondent Interpretation

Show above the table 36% of the employees opinion company relationship is very important strongly agree, 27% of the employees feel to agree company relationship is very important, 18% of the employees strongly disagree, 14% of the employees feel disagree and 5% of the employees dont know company relationship is important. Most of the employees feel company relationship is very important

60 TABLE 2.23. OPINION ON INDIVIDUAL INCENTIVES Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 40 25 20 15 10 110 Percentage 36 23 18 14 9 100

CH AR T 2.23OPINION ON IND IVID UALINCENTIVES

40 30 20 10 0 S trong ly Ag ree Ag ree S trong ly D is ag ree D is ag ree 40 36 25 23 20 18

15 14

10 9

D on't know

R es pondent Interpretation

Percentag e

Show above the table 36% of the employees opinion individual incentives, 23% of the employees feel to agree employees want to individual incentives, 18% of the employees strongly disagree, 14% of the employees feel disagree and 9% of the employees dont know individual incentives. Most of the employees want to feel individual incentives.

61 TABLE 2.24. OPINION THAT JOB BUILDS RELATION SHIPS Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 30 33 22 13 12 110 Percentage 27 30 20 12 11 100

R T 2.24. OPINION TH ATJOBBUICD SR ELATION S H IPS

40 30 20 10 0 S trong ly Ag ree Ag ree S trong ly D is ag ree Dis ag ree Percentag e 30 33 30

27

22 20

13 1 2

12

11

D on't know

R es pondent

Interpretation Show above the table 27% of the employees strongly agree opinion management need to important to employees, 30% of the employees feel to agree opinion management need to important to employees, 20% of the employees strongly disagree, 12% of the employees feel disagree and 11% of the employees dont know opinion management need to important to employees. Most of the employees feel opinion management need to important to employees .

62 TABLE 2.25 OPINION REGARDING DECISION OF SUPERVISOR Particular Strongly Agree Agree Strongly Disagree Disagree Dont know Total Respondent 35 30 20 15 10 110 Percentage 32 27 18 14 9 100

DE C IS ION OFS UP E RVIS OR

40 30 20 10 0 40 36 30 27

20 18 15

14 5 5

S trong ly Ag ree S trong ly D isag ree D on't Ag ree Disag ree know Respondent P ercentag e

Interpretation Show above the table 32% of the employees feel decision of supervisor is strongly agree, 27% of the employees feel to agree decision of supervisor, 18% of the employees strongly disagree, 14% of the employees feel disagree and 5% of the employees dont know their superior decision. Most of the employees employees feel in their superior decisions well.

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CALCULATION OF WEIGHTED AVERAGE ABOUT EMPLOYEE JOB SECURITY IN CEMENT INDUSTRY NO. OF OPINION Employee Job Security Retirement Benefits Incentives Salary Job Design Total = Wx/ W RESPONDENTS (W) 35 15 20 30 10 110 RANKING (X) .30 .25 .05 .35 0.05 (W*X)
10.5 3.75 1 10.5 0.5

22.4

= 22.4/110 = 0.203 Inference: The above table shows that calculated weighted average Employee Motivation in cement Industry Limited is 0.203 This shows that the majority employees are not motivated through the job factors given by the right.

64 STATISTICAL TOOLS Chi-square test was used to the testing of Hypothesis by applying the formula. NULL HYPOTHESIS There is no significant relation (Get wages of employees and designation) The present wage and Job Description were dependent variable. ALTERNATIVE HYPOTHESIS There is significant relation (Get wages of employees and designation) The present wage and Job Description were independent variable. PARTICULAR Strongly agree Agree Strongly Disagree Disagree Dont know Total Present Wage 40 30 25 10 5 110 Job Description 30 26 20 15 19 110 Total 70 56 45 25 24 220

Computation of expected frequency formula. 11070 E1 = 35 E6 220 11056 E2 = 28 E7 220 11045 E3 = 23 E8 220 11042 E4 = 12 E9 220 11024 E5 = 12 E10 220

11070 = 35 220 11056 = 28 220 11045 = 23 220 11025 = 12 220 11024 = 12 220

65 Computation of Chi-square value O 40 30 25 10 5 30 26 20 15 19 O E R C = = = = E 35 28 23 12 12 35 28 23 12 12 Total Observed Frequency Expected Frequency Number of Rows No of Columns (O-E) 5 2 24 2 7 5 2 3 3 7 (O-E)2 25 4 4 4 49 25 4 9 9 49 (O-E)2/2 0.71 0.14 0.17 0.33 4.08 0.71 0.14 0.39 0.75 4.08 11.5

N(r-1) (c-1) (5-1) (2-1) = 4 Degree of freedom = 4 Table value = 9.49

The calculated value of x2 11.5 is higher the table value of 5%. Here the calculated value is higher than the table value, therefore the table is rejects the Null Hypothesis. So, it is concluded that there is significant relation between wages employee and designations.

66 CHAPTER - III 3.1 FINDINGS Most of the employees working under mines department. Majority of the employees skilled workers. Most of the employees age above 45 years old. Most of the employees studied SSLC only. Majority of the respondents married. Most of the employees earn between Rs.5000-Rs.10000. 36% of the employees service in below 2 years only. That is majority in the organization. Most of the employees strongly agree there present wage. Most of the employees strongly agree in their job 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 dont understand in their individual recognition and performance.
Majority of the employees supervision different car often bruises feelings agree. Most of the employees employees want to feel skill and capacities for jobs agree. Most of the employees retirement benefits agree. Most of the employees dont want to challenging. Most of the employees wants best in everything agree. Most of the employees employees dont want to interest in working hours . Most of the employees want to actually in important reward. Most of the employees employees want to best in the job. Most of the employees feel company relationship is very important Most of the employees want to feel individual incentives. Majority of the employees feel opinion management need to important to employees Most of the employees employees feel in their superior decisions well.

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68 3.2 SUGGESTIONS 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. Non financial incentive plans should also be implemented; it can improve the productivity level of the employees. Organization should give importance to communication between employees and gain co-ordination through it. Skills of the employees should be appreciated. Better 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 job description involves a variety of tasks. Feedback must be provided negative aspects. an appropriate amount of autonomy should be allowed for the employee based on previous and anticipated accomplishment. Depth and breadth of what the employee is currently doing must be increased employee must be provided with adequate opportunity to succeed. along the way, pointing out both positive and

69 3.3 CONCLUSION The study concludes that, the motivational program procedure in Chettinad Cements 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 110 employees and collected information through structured questionnaire. 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 major role in motivating the employees of the organization. It is a major 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. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

70 ANNEXURE-I Questionnaire A Study on Employee Motivation in Chettinad Cement Corporation, Keelapazhur Personal Factors: Name of the employee 1. Department a) Operation c) Electricals e) Mines 2. Level of the employee a) Skilled 3. Age group a) 18 - 25 c) 35 45 4. Educational Qualification a) SSLC c) Under Graduate 5. Marital Status a) Married 6. Average monthly salary a) Below 5000 c) 10000 - 15000 7. Length of the service a) 1 to 2 years c) 3 to 5 years b) 2 to 3 years d) above 5 years b) 5000 - 10000 d) above 15000 b) Unmarried b) H. Sc or Diploma d) Post Graduate b) 26 - 35 d) above 45 b) Unskilled : : b) Machinery c) Railways

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8. The Wage increases should be given to employee who do their job very well a) Strongly agree c) Dont know d) Strongly Disagree 9. Better job descriptions would be helpful so that employees will know exactly what is expected of them a) Strongly agree c) Dont know e) Strongly Disagree 10. Company facilitates employees by giving adequate equipments a) Strongly agree c) Dont know e) Strongly Disagree 11. Supervisors should give a good deal of attention to the physical working conditions of their employees a) Strongly agree c) Dont know e) Strongly Disagree 12. Supervisors ought to work hard to develop a friendly working atmosphere among their people a) Strongly agree c) Dont know e) Strongly Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree

72 13. Individual recognition for above-standard performance means a lot to employees a) Strongly agree c) Dont know e) Strongly Disagree 14. In different supervision can often bruise feelings a) Strongly agree c) Dont know e) Strongly Disagree 15. Employees feel that their skills and capacities are put to use on their jobs. a) Strongly agree c) Dont know e) Strongly Disagree 16. The company retirement benefits are important factors in keeping employees on their jobs. a) Strongly agree c) Dont know e) Strongly Disagree 17. Almost every job can be made more stimulating and challenging a) Strongly agree c) Dont know e) Strongly Disagree 18. Many employees want to give their best in everything they do a) Strongly agree c) Dont know e) Strongly Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree

73 19. Management could show more interest in the employee by sponsoring social events after hours a) Strongly agree b) Agree c) Dont know e) Strongly Disagree 20. Pride in ones work is actually an important reward a) Strongly agree c) Dont know e) Strongly Disagree 21. Employees want to be able to think of themselves as the best at their our jobs a) Strongly agree c) Dont know e) Strongly Disagree 22. The quality of the relationships in the informal work group is quite important a) Strongly agree c) Dont know e) Strongly Disagree 23. Individual incentive bonuses in the informal work group is quite important a) Strongly agree c) Dont know e) Strongly Disagree 24. Visibility with upper management is important to employees a) Strongly agree c) Dont know e) Strongly Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree d) Disagree

74 25. Employees generally like to schedule their own work and to make job related decisions with a minimum of supervisors a) Strongly agree c) Dont know e) Strongly Disagree 26. Job security is important to employees a) Strongly agree c) Dont know e) Strongly Disagree 27. Having good equipments to work with is important to employees a) Strongly agree c) Dont know e) Strongly Disagree b) Agree d) Disagree b) Agree d) Disagree b) Agree d) Disagree

Thank You

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BIBLIOGRAPH _Human resource management: k.Aswathappa

_Personnel management: C.B. Memoria & S.V.Gankar _Personnel management: K.K.Ahuja _Research methodology: C.R.Kothari _Organization behavior: Stephen P.Robbins _ Organization behavior: Fred Luthans _WWW.Best motivation.com/books.htm _WWW.Motivationle books.com

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ANNEXURE-2 CHI-SQUARE TABLE

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