A Project report on

EMPLOYEE MOTIVATION
ROURKELA STEEL PLANT

An individual internship project work as partial

Fulfilment of Internship MBA Degree
Submitted by
Jyotirekha behera
Trident Academy of Technology
Bhubaneswar
Under the supervision and Guidance of
Mr. Jayant Dash
Jr. Officer personnel (power & MPC)
RSP, Rourkela

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 CERTIFICATE
This is to certify that this individual internship (
project work)has been prepared by Jyotirekha
Behera , student under my guidance. As a fulfilment
of MBA Degree. This project work has been a work
of innovation under my guidance has not been
submitted anywhere in any from.

ROURKELA
Dt:
Mr. Jayant Dash

Jr. officer(Personnel)P&MPC

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ACKNOWLEDGEMENT:
It gives me immense pleasure and proud privilege
to express my gratitude to seniors and my peers for
their kind cooperation and extended help that
enable me to give this shape to my present project
work.
I offer my solemn and earnest regards to Mr. Jayant
Dash Jr. Officer Personnel(Power & MPC), my project
guide whose scholarly guidance and illuminating
suggestions inspired me in shaping my project work.

Mr. Jayant Dash

Jr. Officer Personnel(P&MPC)

ROURKELA
Dt:

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DECLARATION:
I do here by declare that the individual project
work assigned to me on “Employee Motivation
of Rourkela Steel Plant” as part a fulfilment of
internship, it is my own and that has not been
submitted in other department/unit previously
in what so ever from.

ROURKELA Jyotirekha behera

Dt:
Student

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CONTENTS
Introduction
Chapter – 1:
SAIL – Details about SAIL
 Formation of Hindustan steel limited
 Formation of steel authority of India limited
 Present view of SAIL
 Ownership
 (1958-1973)
 Major units
 Steel demand in India
Chapter – 2:
 Vision
 Culture

Chapter – 3:
 A Brief Personnel Department
 Personnel functions
Chapter – 4:
 Functions of HR(RSP)

Chapter – 5:
 Employee Motivation
 Objective

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  Scope
Chapter-6:
 Questionnaire session (30samples)
 Graphical presentation
 Conclusion
 Suggestion

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 Chapter – 1

INTRODUCTION:

Though iron and steel have been used by men for almost 6000years, yet the
modern from of iron and steel industry came into being only during the 19th century.
The growth and development of iron and steel industry in the world until the
second world war was comparatively slower. But the industry has grown very
rapidly after the second World war. World production of steel, which was only 28.3
million tons (MT) in 1900, rose to 695 MT in 1992. The oil crisis of the seventies
affected the entire economy of the world including the steel industry. The position
started improving after 1983 and peaked at 780. World steel production is around
1322MT in 2007.
Steel is crucial to the development any modern economy and is considered to be
the backbone of human civilization. The level of per capita consumption of steel age
treated as an imported index of the level of socioeconomic Development and living
standards of the people in any country. it is a product of a large and technological
complex industry having strong forward and backward linkages in terms of material
flows and income generation. All major industrial economies are characterised by
the existence of a strong steel industry and the growth of many of these economies
has been largely saved by the strength of their steel industries in their initial stage
of development.
Steel industry watch in the vanguard in the liberalisation of the industrial sector and
has made rapid strides since then. The new Greenfield plants represent the latest
in technology. output haj increased, the industry has moved off in the value chain
and exports. Have raised consequent to a greater integration with the global

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economy. The new plants have also brought about a greater regional dispersion
esing the domestics supply position notably in the western region. at the same
time,. The domestic steel industry face new challenges. Some of these relate to the
trade barriers in developed markets and cotton structural problems of the domestic
industry notably due to the high cost of commissioning of new projects. The
domestic demand too has not improved to significant labels. the litmus taste of the
steel industry will be to surmount these difficulties and remain globally competitive.
History of steel:
There are evidences that man knew the use of iron since the ancient civilization of
Babylon, Mexico, Egypt,, China, India, Greece and ROM. Archaeological findings in
Mesopotamia and Egypt have proved that iron or steel has been in the service of
mankind for nearly 6000 years. The origin of the methods used by early men for
extracting iron from its ores each unknown.
in early days the product probably was so relatively soft and unpredictable,. That
bronze continued to be preferred for many tools and weapons., eventually iron
replace the non ferrous metal for this purposes when man learned how to master
the difficult arts of smelting,, forging, hardening and tempering iron.
Steel was discovered by the Chinese under the region of Han dynasty in 202 BC till
220 AD. Prior our to steal,. Iron was a very popular metal and it was used all over
the globe. Even the time period of around 2 to 3 thousand years before Christ is
termed iron was vastly used in that. In each and every part of life. But, Without
change in time and technology, people wear able to find an even stronger and
harder material than iron that was steel. Using iron head some disadvantages but
this alloy of iron and carbon fulfilled all that iron could not do. The Chinese people
invented steel aaj it was harder than iron and it could serve better if it is used in
making weapons. One legend says that the sword of the first Han emperor watch
made of steel only. From China, the process of Making steel from iron spray to its
South end reached India. High quality steel was being produced in southern India
in as early as 300 BC. most of the steel than was exploded from Asia only. Around
9th century AD, das Smiths in the Middle East developed techniques to produce
sharp and flexible steel blades, in the 17th century, Smiths in Europe came to know
about a new process of cementation to produce steel. Also, author new and

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improved technologies were gradually developed and still soon became the key
factor on which most of the economies of the world started depending.

INDIAN HISTORY :
Indian history is also replay with references to the usage of iron and steel. Some of
the ancient monuments like the famous iron pillar New Delhi or the massive beams
used in the sun temple at konark beer ample testimony to the technological
excellence of the Indian metallurgists.
History of iron in India goes back to the ancient era. our ancient literary sources
like rig veda, the atharvaveda, the puranas and other epics are full of references to
iron and to its uses in peace and war. according to one of the studies, iron has been
produced in India for over 3000 years, in primitive, small scale facilities.

SAIL : Details about SAIL

 Formation of Hindustan Steel Limited
How when the Government of India decided to enter into the field of iron
and steel production, it broadly envisaged not to run the firm as a
departmental undertaking. Although initially steel project administration was
directly under a ministry of the central government, Hindustan steel was
formed as a limited company, those Hindustan steel limited watch set up on
January 19, 1954.

Formation of Steel Authority of India limited (SAIL)

The company, the company incorporated on January24, 1973 with an authorised
capital Rs 2000 crore, was made responsible for managing 5 integrated steel plants
at bhilai, bokaro, durgapur, rourkela and burnpur, the alloy steel plant and the Salim
steel plant. in 1978 salvage restructured as an operating company. sale each one of

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the maharatna public sector undertaking of the Government of India, and produced
around 17.367 million tonnes of crude steel in 2021-22. it has 5 integrated steel
plants.

Present view of SAIL(RSP)

rourkela steel plant, the first integrated steel plant in the public sector in
India, watch set up with German collaboration with than installed
capacity of 1,000,000 tonnes. It’s fast blast furnace parvati watch lighted
up by d rajendra Prasad. Then the president of India on 3rd February 1959
subsequently its capacity watch enhanced to 2,000,000 tonnes of crude
steel and 1.67 million tons of syllable steel.
implementing a massive modernization and expansion, rsp haj enhanced
its capacity to 4.5 million tonnes of hot metal and 4.2 million tonnes of
crude steel. The modernization and expansion of rsp was dedicated to
the nation by the honorable Prime Minister of India Sri Narendra Modi
on 1st April 2015. Rsp was the first plant in India to incorporate LD
technology of steel making. it is sales only plant that produce a silicon
steels for the power sector and high quality pipes for the oil and gas
sector. The Odisha group of mines of rourkela steel plant hygiene its
ambit 4 iron r minds art bolani barsua kulta and talk Delh.
with a combined annual capacity of 20.0 5,000,000 tonnes per annum
this mines are not only fulfilling the requirements of sale plants, but are
also supplying raw material to external customers.

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Ownership:
The Government of India owns about 65% of sales equity and returns
voting control of the company. However, sale by virtue of its maharatna
status in May 2010, enjoys significant operational and financial
autonomy. Amarendra Prakash is the current chairman.

(1958-1973)
Sale operates and owns 5 integrated steel plants at bhilai, rourkela,
Durgapur, bokaro and burnpur entrée special steel plants art Salem,
durgapur and bhadravati. It also owns a ferro alloy plant art chandrapur.
For bhilai and durgapur steel plants, the preliminary work was done by
the iron and steel ministry. From April 1957, the supervision and control
of this 2 steel plants were also transferred to Hindustan steel. The
registered office was originally a New Delhi. It moved to Calcutta in July
1956, and ultimately to Ranchi in December 1959. a new steel company
bokaro steel limited, watch incorporated on 29th January 1964 to
construct and operate the steel plant at bokaro. The one Mt faces ably
and rourkela steel plants were completed by the end of December 1961.
The one Mt face of durgapur steel plant was completed in January 1962
after commissioning of the wheel and Axle plant. the crude steel
production of HSL went up from 1.58 Mt (1959-60) to 1.6 Mt. second
phase of bhilai steel plant watch completed in September 1967 after
commissioning up the wire rod mill. The last unit of the 1.8 Mt phase of
rourkela the tandem mill was commissioned in February 1968, and the
1.6 Mt stage of durgapur steel plant was completed in August 1969 after
commissioning of the furnace in SMS.

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Major units

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Steel Demand In India:
India’s steel demand to touch 190 Mt- mark in 2030; production
to reach to 210 Mt: steel mint. in the best case scenario, “it can
also reach to 230 Mt by 2030, the report titled India’s steel and
cooking coal demand 2013’.The demand will also be posted by
sectors like auto and engineering, and factors like population
growth, various government initiatives will be its key drivers.
The demand is expected to touch 120 Mt mark by 2023 and, and
production will be at 1:36 Mt, as an report.

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 Chapter – 2
Vision and culture
Introduction:
In an organization mission or vision leads to strategies. The long
term strategy leads to system and structures. To have the right
system and structure, culture should be good.
For work culture to be conducive each member in organization
should have same values and exhibit norms of behaviour in line
with culture.

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Vision:
Bhajan depicts do hajaar stations of an organization and gives
substance to its existence. it defines boundaries for exon and sets
strategic direction for the organization. It can be compared to a
bitcon. Or it may be thought of us functioning like a lighthouse
for a seep. However, bhaijan is always at a distance, beckoning
the organization to move towards it. It may never be achieved
but must always be in sight. For example, if the feature of an
organization is to be noon for its product quality, it is not that the
feature will be achieved for all times to come and nothing more
net be done. it may so happen that once the organization
achieves a given quality standard, it would find competitors
providing same or better quality, Ortho customers having got
used to this quality would be demanding steel better quality for
more sophisticated and use. The Bhajan thos, keep on residing,
archive appear to approach it end, in the process, continuously
guides the efforts of the organization.
Customer is seen to provide contest for all our India versus. the
fusion of sale has been evolved with this reality in mind. Sale
bhajan husband articulated in the directors workshop art
jodhpur. The sale bhajan takes into account the realities of the
environment and articulates the core concern of the
organization.

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Culture:
The most general sense culture could mean a way of life. Organization
culture refers to the tradition, attitudes, Belief and practices follow in an
organization by the constituent members. However, culture by itself
cannot be observed. It can only be reflected in the absorbed behaviour of
the employees behaviour towards author employees, towards the
customers, towards outsiders and most importantly, behaviour towards
ones, job. For an organization to have a distinct culture, it is necessary
that members of the organization behave in a given way in response to
various stimuli every time. An organization should put emphasis on
culture being collective, consistent behaviour or habit. Only a few
employees acting in a particular fashion all the time or all the employees
acting in a particular fashion summer of the times do not make that
behaviour the culture of any organization. It has to be manifested in the
behaviour of most of the employees at most of the times. it has to become
a collectivehabit. Behaviour is determined by the values prevailing in the
organization. Therefore, to inculcate desired behaviour, it is necessary to
cultivate a right setup culture. Culture consists of the organisations core
values norms attitudes and beliefs. This influence the employees to
determine the behavioural patterns which have to be consistent overtime.
The collective behaviour,in turn, defines the culture of the organization.
Sail has observed that some of the strategies have been implemented
well whereas someothers have not been

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implemented at all. Again, some of the strategies have been
implemented well in a department in a unit whereas the
implementation in other departments of the same unit has left a
lot to b desired for example, implementation of the internal
customer satisfaction model, adherence to sop s, ISO
certification exc., are all strategies and systems which have been
implemented with differing levels of sincerity and success. the
reason for this may be the prevalent culture particular to that
unit or department. to understand the prevailing culture and
employee perceptions on various aspects of culture, a study was
undertaken across the organization.
These are the areas of major concern because resistance to
change will be great in these areas. This is because if an individual
or a collective feels that though performance in this field is
already good, there will be no effort on their part of change. One
suite remember that in the final recognising, it is the customer
and north the employee who will measure customer satisfaction.
It is important to undertake periodic refugees of the prevailing
culture to ensure congruence between the exciting culture and
the requirements of the business environment. it may, therefore,
be necessary to define and then cultivate a desired culture.

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 CHAPTER - 3
A Brief of Personnel Department

While managing human resource in an integral job of the

manager at all levels, in a business organization, a nodal agency
is required to overseas and monitor the myriad human process
and also to carry out specific functions required to optimise the
available human resources. The personnel department of
Rourkela steel plant is primarily responsible for this. The
functionsof personnel department can be broadly categorized.

Personnel Function
Rationalization of manpower:
To meet the present and future manpower needs, personnel
department makes strategic personnel planning and ensures
induction of competent personnel in an organization. personal
department analysis the requirement of manpower and exciting
profile on a continuous basis leading to a systematic deployment
plan, which comprises of both redeployment from within a
recruitment for insuring right man on the right job. an annual
manpower budget is prepared taking care of various
organizational requirements and objectives. Besides, thrust is
also put for optimum utilisation of the human resource by way
of redeployment, retraining etc.
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Motivating employees:
In order to encourage the employees to maintain consistently
high levels of performance. Personnel department facilitates
the introduction and implementation of various financial and
non financial motivational schemes and awards. The schemes
are both crew and individual based. various schemes are in place
linkto achievement of departmental targets best on production,
productivity, cost control, quality consciousness etc. Besides this
the personnel department also plays an active role in facilitating
nominations for national and international level awards.
Grievance Redressal system:
Effective and quick redressal and grievances of employee CJ vital
personal function specially in labour intensive industry like
rourkela steel plant. there is an effective system of informal
grievance handling through employ Assistance register to settle
employees grievances at the shortest possible time. In addition
to the above, there are also formal cribbins redressal mechanism
called grievance redressal committee and executive grievance
board for redressal of the employees grievance on a time bound
basis.
Employees welfare and Social Security:
Employees welfare edge of utmost priority among various
personnel commitments in any organization. Personal
department takes utmost care for insuring and up keeping fast
array of welfare facilities both statutory and non statutory. Some

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of the men welfare facilities include canteens, rest rooms,
drinking water, public convenience buildings, first aid, medical
facilities, baby creche EC. Besides personnel department
facilities the implementation of all Social Security majors in
vogue in the organization.
Performance management system and growth of Employees:
For an objective assessment of the performance and potential
of the employees and 2 distinguish between different label levels
of performance, The personnel department implements the
performance management system in vogue in the company. a
comprehensive appraisal system for the employees husband
developed to ensure an objective assessment of performance
and potential of the employees and to integrate companies and
individual goals. transparency and objectivity being the 2 pillars
of effective performance management, the system for
assessment of performance have been made online. besides to
motivate the employees for their better performance, personnel
department take care of the aspiration of the employees by
affecting promotion, career planning and succession planning.
Communication:
communication is the lifeline of any organization. It can help
establish a performance oriented culture in the organization.
communication helps not only in disseminating information to
the employees, it also helps in enhancing employees moral,
inculcating a sense of participation and belongingness, fostering
team spirit and a motivation to perform better.
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Online HR service:
To improve the responsiveness of the personnel department
and to provide better services to the employees, personnel
department is continuously working on simplification of various
rules and policies and also to incorporate new technologies to
improve various HR services. Accordingly, many HR services are
now available online to provide latest information and better
service to employees.
Employee engagement:
The employees apart from various communication forums are
also engaged throw in house activities, games and various
competitions to keep them informed and also to ensure their
participation in the development of various initiatives of the
organization. Some of the engagement initiatives like spouse
visit. Apart from regular employees, thrust is also given to engage
employees even after separation through online portal sampark
and other forums.

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 ORGANISATION STRUCTURE OF ROURKELA STEEL PLANT

Managing Director

Executive General Executive Executive Executive Executive

Director Manager Director I/C Mat Director Director Mgt Director Medical
Personnel & Finance mgr & proj Works serv.& business & health service
Admn accounting planning

General manager Dy General Manager

[Link]&FP C & IT
General General General
Manager Manager Manager
Material General manager Total Quality Mgt
Personnel & Marketing
Admn Mgt Sintering Plants

General manager Dy General Manager

Dy General Dy General Iron SQC
Manager Manager
Marketing Material
Mgt General manager Dy General Manager
Steel IED

General manager
Hot Strip Mill

General manager
Cold Rolling Mill

General manager
Mechanical

General manager
Electrical

General manager
Services

DGM Safety

DGM Fire Services

General manager
Research &
Control lab

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 CHAPTER - 4
Functions of HR
Human resources is the best set of people who make up the
workforce of an organization, business sector, industry or
economy.
 Recruitment and selection
It is a fundamental function of HR. et involves identifying the
need for a role, writing of job descriptions, defining the
requirements of the rule and the skill set up the right
candidate, setting salary budgets, Advertising to the right
people, screening, interviewing, end selecting the best person
for the job. It might seem straightforward but this function is
not just about finding people to fill roles. If done correctly, by
clearing defining job specifications and specifying the
employee profile, placing the perfect candidates in the right
positions can profoundly affect employee returns on and
create a happier workforce. The recruitment process obtain
includes on boarding also known as organization socialization,
which is usually facilitated and overseen by HR personnel.
This is where new employees acquire the necessary skill,
knowledge and behaviours to become effective members of
their team.

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 Training and development
HR training at development is vital for addressing skill or
training deficits among employees and providing them with
the necessary tools to strengthen their skill sets, improving
their confidence, and perform more effectively. Employers
who invest in their workforce in This way see distinct
increase in employee satisfaction and moral. They are seen to
be valued and supported and more likely to fill motivated in
their rolls. Training employees also provides benefits to a
company. Investing in an Employees development encourage
employees retention and keeps recruitment costs to a
minimum. It also makes your company more attractive to
potential recruits who seek to improve their skill and provides
them with more opportunities. Trending also important for
industry changes and innovation, keeping employees on top
of the latest developments sustains the organization as a
leader and top competitor in its field.
 Performance management
Performance management is usually facilitate by human
resource with the help of line managers. A teacher tool to
monitor progress and evaluate employees work,, attitude,
efficiency and effectiveness. A good performance
management process includes quarterly or annual appraisals
or performance reviews. This enable one on one
communication between employees and line managers to set
clear individual goals and team goals that align with the
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strategic goals of the organization. performance management
is an ongoing process that can include a variety of integrated
activities to form a performance management cycle.
 Employee relations
there are 2 primary functions when it comes to employee
relation. Firstly HR helps prevent and resolve problems or
disputes between employees and management. Secondly
they assist in creating and enforcing policies that are fair and
consistent for the whole workforce. good relationships lead to
increased employee wellbeing. employee relations is a turn
that refers to an organization's effort to create and maintain
positive relationship between employees and their employers.
year each integral for organizational performance, loyalty
among staff members, and improved engagement. Erich
usually falls under the wing of HR personnel and involves them
acting Ajay liaison or intermediary between employees and
managers. They also create an implement policies for
employees issues such as fair compensation, reasonable
working hours, work life balance, and useful benefits among
others.
 Employment law and compliance
HR practitioner suits stay familiar and up to date with
employment law and ensure the organizational policies,
procedures and benefits comply with the latest Los.
Employment law is the legal framework within which the

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organization must operate. there are a wide range of laws and
regulations that cover a myriad of human resource practices
such as recruitment, performance management, employee
relation,, compensation, and health and safety.
 Compensation and benefits
compensation and benefits is likely every employees fibrate
HR function. compensation is the basic salary that is agreed
open with each employee. company benefits offered to
employees can range from pay rises link to appraisals. Social
Security, pensions, private health, insurance and many more
depending on the prioritise of the company and its employees.
Company benefits are a way to attract employees. job
satisfaction is directly linked to motivation, efficiency, and
employee productivity sort-out set up company benefits can
increase moral and motivation in the workplace.
 Administration payroll and HR system
developing systems, maintaining employee data, calculating
taxes, prorating working hours and holidays, and playing
salaries are some of the administrative duties that usually fall
under HR. some larger organizations may have a separate
payroll team that works together with HR department. HR
administration is generally the first rule HR professionals take
on in their careers and it is ancient dial to understanding the
rest

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CHAPTER – 5
MOTIVATION:
Motivation is defined as the processes that account for an individual’s
intensity, direction, and persistence of effort toward attaining a goal; we’ll
narrow the focus to organizational goals in order to reflect our singular
interest in work-related behavior. The three key elements in our definition
are intensity, direction, and persistence. Intensity is concerned with how
hard a person tries. This is the element most of us focus on when we talk
about motivation. However, high intensity is unlikely to lead to favorable
job-performance outcomes unless the effort is channeled in a direction that
benefits the organization. Therefore, we have to consider the quality of
effort as well as its intensity. Efforts that is directed toward, and consistent
with, the organization’s goal is the kind of effort that we should be
seeking. Finally, motivation has a persistence dimension. This is a
measure of how long a person can maintain their effort. Motivation
individuals stay with a task long enough to achieve their goal.
Motivation is one of the most researched topics. In spite of the facts that
managers continue to search for innovative ways to motivate their
employees and that a significant proportion of today’s workers seem to be
unmotivated. They actually know a great deal about how to improve
employee motivation. Motivation is a problem and organizations keep
looking for a solution.
EARLY THEORIES OF MOTIVATION

Three specific theories were formulated during 1950s, which although

heavily although heavily attacked and now questionable in terms of
validity, are probably still the best-known explanations for employee
motivation for the following reasons.
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They represent a foundation, from which contemporary theories have
grown,
Practicing managers still regularly use these theories and their technology
in explaining employee motivation.

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SCOPE AND OBJECTIVE OF THE STUDY

The study has envisaged to bring out the silent points of the policy on
motivation & welfare scheme within the organization and find out the
strengths and weaknesses of the system .It is also envisaged to bring out
during the investigation some aspects related with the general environment
of the working which has a bearing on the individuals satisfaction or
dissatisfaction with the organization .The researcher intends to bring out
with this study what actually is the position with respect to motivation of
employees and also what individual themselves feel about it.
Various financial and non-financial schemes for motivation of the
employees and also what individuals themselves feel about it would be
examined during the study. Further the capacity of the organization to
build a committed workforce for better performance will also be a point of
scrutiny .The study envisages probing the efficiency of different
motivational schemes in the organization. The scope of the study includes
executed as well as supervisory and manual workers .All efforts have been
made to make the study a representative of the facts actually existing.

NEED OF THE STUDY

The most well-known theory of motivation is Abraham Maslow’s
hierarchy of needs. He hypothesized that within every human being there
exists a hierarchy of five needs. These needs are:
 Physiological: Includes hunger, thirst, shelter and other bodily needs.
 Safety: Includes security and protection from physical and emotional
harm.

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  Social: Includes affection, belongingness, acceptance, and
friendship.
 Esteem: Includes internal esteem factors such as self-respect,
autonomy, and achievement and external esteem factors such as
status, recognition, and attention.
 Self-actualization: The drive to become what one is capable of
becoming includes growth, achieving one’s potential, and self-
fulfillment.
As each of these needs becomes substantially satisfied, the next
need becomes dominant. In terms of the above diagram, the individual
moves up the steps of the hierarchy. Maslow separated the 5 needs into
higher and lower orders. Physiological and Safety needs were described as
lower order needs and Social, Esteem, and self-actualization as higher
order needs. The higher order needs are satisfied internally, whereas lower
order needs are predominantly satisfied externally

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. Unfortunately, however, research does
not generally validate the Theory Maslow provided no empirical

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substantiation and several studies that sought to validate the theory found
no support for it.

THEORY X AND THEORY ‘Y’

Douglas McGregor proposed two distinct views of human beings:
one basically negative, labeled Theory X, and the other basically positive,
labeled Theory Y. Under Theory X, the four assumptions held by
managers are:
Employees inherently dislike work and, whenever possible, will attempt to avoid it.

Since Employees dislike work, they must be coerced, controlled, or threatened with
punishment to achieve goals.

Employees will avoid responsibilities and seek formal direction whenever possible.

Most workers place security above all other factors associated with work and will
display little ambition.

In contrast to these negative views about the nature of human beings, McGregor
listed the four positive assumptions that he called Theory Y:

Employees can view work as being as natural as rest to play.

People will exercise self-direction and self-control if they are committed to the
objectives.

The average person can learn to accept, even seek, responsibility.

The ability to make innovative decisions is widely dispersed throughout the

population and is not necessarily the sole province of those in management positions.

Theory X assumes that lower-order needs dominate individuals. Theory Y assumes

that higher-order needs dominate individuals. McGregor himself held to the belief
that Theory Y assumptions were more valid than Theory X. Therefore, he proposed
such ideas as participative decision making, responsible and challenging jobs, and

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good group relations as approaches that would maximize an employee’s job
motivation

TWO-FACTOR THEORY:
The Two-factor Theory sometimes also called Motivation-Hygiene Theory was
proposed by psychologist Frederick Herzberg. He investigated the question, “What
do people want from their job?” He asked people to describe, in detail, situations in
which they felt exceptionally good or bad about their jobs. From the categorized
responses, Herzberg concluded that the replies people gave when they felt good
about their jobs were significantly different from the replies given when they felt
bad.

Certain characteristics tend to be consistently related to job satisfaction and

others to job dissatisfaction. Intrinsic factors, such as advancement, recognition,
responsibility, and achievement seem to be related to job satisfaction. Respondents
who felt good about their work tended to attribute these factors to them. On the
other hand, dissatisfied respondents tended to cite extrinsic factors, such as
supervision, pay, company policy, and working conditions. The data suggest, said
Herzberg, that the opposite of satisfaction is not dissatisfaction, as was traditionally
believed.

According to Herzberg, the factors leading to job satisfaction are separated

and distinct from those that lead to job dissatisfaction. Therefore, managers who
seek to eliminate factors that can create job dissatisfaction may bring about peace
but not necessarily motivation. As a result, such characteristics as company policy
and administration and supervision, interpersonal relations, working conditions and
salary have been characterized as hyegine factors. When they are adequate, people
will not be dissatisfied; neither will they be satisfied. If we want to motivate people
on their jobs, Herzberg suggested emphasizing achievement, recognition, the work
itself, responsibility and personal growth. These are the characteristics that people
find intrinsically rewarding.

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 QUESTIONAIRE:

Name :

Age : Qualification :

Designation with Department :

1. Are you aware of any scheme to recognize outstanding performance by an individual in your Dept / RSP?

(a) Yes (b) No

2. If yes, which of the following Monetary Motivational Schemes applicable in your Department?

(a) Production Incentive Scheme b) Reward Scheme c ) CBMS / QBMS schemes d) All of the above

3. Which of the following Non-Monetary Motivational Schemes applicable in your Department?

(a) Srujani Schemes (b) Quality Circle (c) Both

4. Who formulates the Schemes? (a) Union (b) Management (c) Both
5. Do you appreciate the Motivational Schemes of RSP? A) Yes (b) No

6. Are the Motivational Schemes linked with Production and Productivity?

(a) Yes (b) No

7. Are the Motivational Schemes for the executives same as those for the non-executives?

(a) Yes (b) No

8. Do you think the existing Motivational Schemes in RSP are contributing to productivity?

(a) Yes (b) No

9. Does your Departmental Head play any role to achieve the target level? A) Yes (b) No

10. Are you satisfied with the target level of production / services in your Department?

(a) Yes (b) No

11. Does your HR Dept. play any role in the formulation of the Motivational Schemes? (a) Yes (b) No

12. Do you think Motivational Schemes need improvement? (a) Yes (b) No

13. Management is really interested in motivating the employees?

(a) Strongly agree (b) Agrees (c) Natural

(e) Disagree (e) strongly disagree

14. Which type of incentive scheme motivates you more to contribute at highest level ?
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 a. Monetary Schemes b. Instant Recognition Scheme

c. Employee Engagement etc. d. All of these

15. Have you been promoted at work in the last six months? (a) Yes (b) NO

16. What factors de-motivates you at work place?

(a) Job profile (b) company profile

(c) Work environment (d) others

17. Have you any suggestion to make to improve the Schemes? If yes, kindly set out.

TABLE OF QUESTIONNAIRES OF MOTIVATIONAL SCHEMES

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16

YES 70 80 80 88 90 88 84 92 85 82 60

NO 30 20 20 12 10 12 16 8 15 12 40

For Q1, 70% employees said yes so it can be said that many employees are aware
of motivational schemes recognize better [Link] SCHEME

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 OUTSTANDING PERFORMANCE RSP

YES
NO

For Q2, employees said productivity incentive scheme,reward scheme,CBMS/QBMS

scheme will be applicable for their department

For Q5, 80% employees said yes so it can be said that

many employees appreciate the motivational schemes of
RSP.

EMPLOYEE
APPRICIATE
MOTIVATIVE…
YES
NO

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For Q6, 80% employees said yes so it can be said that motivational
schemes are linked with production and productivity.

PRODUCTION AND PRODUCTIVITY LINK

WITH MOTIVATIONAL SCHEME

YES
NO

For Q7, 88% employees said yes so it can be said that the motivational schemes for the
executives are same as those for the non- executives.

SAME AS EXECUTIVE OR NON EXECUTIVE

YES
NO

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For Q8, 90% employees said yes so it can be said that the existing
motivational schemes are contributing to productivity.

CONTRIBUTING PRODUCTIVITY

YES
NO

For Q9, 88% employees said yes so it can be said that the departmental head plays role to
achieve the target level.

TARGET LEVEL DEPARTMENT IN RSP

YES
NO

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Q10, 84% employees said yes so it can be said that employees are satisfied with the target
level of production or services in their department.

SATISFIED PEOPLE

YES
NO

Q11, 92% employees said yes, it can be said that the HR

department plays role in formulation of the motivational
schemes

HR MOTIVATIONAL SCHEME

YES
NO

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Q12, 85% employees said motivational scheme need improvement

IMPROVEMENT

YES
NO

Q13, 82% employees said yes so it can be said that many employees think motivational

NEED IMPROVEMENT

STRONGLY AGREE
AGREE
NATURAL
DISAGREE

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Q15, 60% employees getting promotion within 6 month

Column1

yes
no

120

100

80

60 YES
NO
40

20

0
QS1 QS5 QS6 QS7 QS8 QS9 QS10 QS11 QS12 QS13 QS15

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ANALYSIS AND CONCLUDING REPORT

The questionnaire was circulated among a population of 30 employees

including all representative levels of work force i.e. various departments of
the Rourkela Steel Plant.

During the collection of data, set of questionnaires were framed and

distributed among employees for eliciting their responses on the questions
which were implicated in said questionnaire. The questions are similar in
nature and asked to all groups.

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 Conclusion:
Rourkela Steel Plant has got a vital human resource of more than 36,000
unmatched in their skills and dedication. A healthy organization must manage
the human resources in such a way that they work with a high degree of
satisfaction, productivity and moral. Hence, the human beings need greater
attention and care to achieve the objectives and goals of the organization.

All human beings need working conditions and health to withstand the stress
and strain of working life. This would mean that their physiological needs are
met and this also includes the needs of his family. in this connection, wage
plays an important role. Wages of employees is a positive motivation for the
human habit of doing creative and productive work. As can be seen the wage
structure of the employees of RSP is very attractive in comparison to other
organizations in the region. A majority of the employees also seem to be
contending with the benefits provided by the company.

Challenging in the job is very important for work motivation. A feeling of lack
of challenge seems to be prevailing as expressed by 41.25% of the sample
employees. In this connection, it may be useful to examine the job content
and do something to build more challenge in the job. Delegation of more
responsibility expanding the scope of the job will help.

Opportunities to influence decisions increase work motivation. More than

52% sample employees of RSP feel that they do not get enough chance in
decision making in their department, even a helper feels motivated if he is
given specific responsibility, freedom to operate and held responsible for
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results. Autonomy with adequate support and a demand for responsibility
combine to increase motivation. In this context, each job may be examined to
see how such autonomy and responsibility can be increased.

Competence in the job and good work should be recognized. If employees

perceive such reorganization the level of motivation rises resulting better
performance from them. About 72% of the employees gets due publicity in
the house magazines and local cable TV.

Motivation will be high if employees feel that what they do in the job helps
them to learn new things and contribute to their development. A good system
of career development planning provides an effective way of “winning the last
soul”. As good as 33.75% employees feel that the present promotion policy
does not provide to work more effectively. It is due to the stagnation of
employees in a particular grade and also in a particular job. Job rotation will
be helpful in this regard as even if they are not getting promotion, they will
not feel bore. Promotions based on merit and competence creates a climate
of high work motivation.

Maximum dissatisfaction exists among the employees of RSP due to the poor canteen
service. Dissatisfaction over evaluating of job performance and councelling was quite
significant among the employees of RSP. Conditions (like limitation on absence to get
reward) put in Reward Schemes is well motivating (reducing absenteeism) the employees.

There is dissatisfaction over factors, like superior’s ability in knowing subordinate’s

problems and his giving freedom to the subordinates in work. One of the most unique
Schemes in RSP is “SRUJANI – The Creative Award Scheme”. The Scheme if
implemented properly will be a very high motivating factor for the employees for innovating
new techniques required for better production & productivity.

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SUGGESTION:

THE RESPONSES OF EMPLOYEES

Here the trend is positive for question no.s 1, 5, 6, 7, 8, 9, 10, 11, 13. In
comparison to the positive answers, the negative answers are much less in
volume. After a good analysis, it seems that the Management is taking good
Motivational Schemes of Rourkela Steel Plant.

For the question no. 17 employees have share some suggestions to

improve the Motivational schemes. They are as follows:

 Motivational schemes which they avail now are less in number. All the
Schemes should be brought to them.

 All Motivational Schemes should be in accordance with the tripartite

agreement so that management cannot withdraw any scheme at any
time without prior notice to show their monopoly.

 Motivational Schemes should be so devised to promote individual’s

performance or output besides group or department performance.

 Now a day so many Motivational schemes have withdrawn. They

suggest performing all the Motivational schemes with a beneficial
purpose, by which an employee will work without making himself
absenteeism. Schemes like MD Reward Scheme, Bonus Scheme
should be re-introduced as it was earlier.

 To improve the Scheme the employee’s performance must be

appreciate by his/her superior and he/she should be awarded for the
same. Individual recognition is necessary like special

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 incentive/promotion to boost the moral as well as enthusiasm of the
employee

 Direct cash incentive should be offered after implementation of their

suggestion. The amount offered under the Scheme should be equal
irrespective of Designation and Department.

 D.A.P.S daily attendance prodection scheme L.T.C,L.L.T.C

 Workful employee are not neglected in RSP

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