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INTRODUCTION

Oil and Natural Gas Corporation Limited (ONGC) was incorporated on June 23, 1993 which is
an Indian public sector petroleum company. It is a Fortune Global 500 company ranked 335th,
and contributes 77% of India's crude oil production and 81% of India's natural gas production. It
is the highest profit making corporation in India. It was set up as a commission on August 14,
1956. Indian government holds 74.14% equity stake in this company.
ONGC has set up seven exclusive institutes to meet its R & D needs and consultancy
supports in all the areas of hydrocarbon sector, from exploration to exploitation, multi-
dimensional expertise in diverse fields of upstream petroleum industry. ONGC institutes
integrated services (OISS) is a common platform for these institutes and provide synergetic
expertise in all the areas of upstream oil sector through single window service, of international
standards in terms of quality, reliability, cost effectiveness and time consciousness. ONGC has
made important oil-gas discoveries in the country and today the numbers of discovered fields are
around 200. ONGC is ranked among top 20 oil companies in the world and is ranked 1st
according to its net worth , reserves and profits. ONGC, which has been granted the status of
“NAVRATNA” is one of the eleven elite public sector organization selected for development as
global giants, and may be accorded the status of “MAHANAVRATNA”.
ONGC is one of Asia's largest and most active companies involved in exploration and
production of oil. It is involved in exploring for and exploiting hydrocarbons in 26 sedimentary
basins of India. It produces about 30% of India's crude oil requirement. Itowns and operates
more than 11,000 kilometers of pipelines in India. Until recently (March 2007) it was the largest
company in terms of market cap in India. ONGC’s wholly-owned subsidiary ONGC Videsh Ltd.
(OVL) is the biggest Indian multinational, with 44 Oil & Gas projects (7 of them producing) in
18 countries, i.e. Vietnam, Sudan, Russia, Iraq, Iran, Myanmar, Libya, Cuba, Colombia, Nigeria,
Nigeria Sao Tome JDZ, Egypt, Brazil, Congo, Turkmenistan, Syria, Venezuela and United
Kingdom. OVL has a committed overseas investment of over 5 billion US dollars.

HISTORY OF ONGC LTD

1947-1960

During the pre-independence period, the Assam oil company in the northeastern and attock oil
company in northwestern part of the undivided India were the only oil companies producing oil
in the country, with minimal exploration input. The major part of Indian sedimentary basins was
deemed to be unfit for development of oil and gas resources.

After independence, the national government realized the importance oil and gas for rapid
industrial development and its strategic role in defense. Consequently, while framing the
industrial policy statement of 1948, the development of petroleum industry in the country was
considered to be of utmost necessity.

Until 1955,private oil companies mainly carried out exploration of hydrocarbon resources of
India. In Assam, the Assam oil company was producing oil at digboi[discovered in 1889] and the
oil India ltd [a 50%joint venture between government of India and Burma oil company] was

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engaged in developing two newly discovered large fields naharkatiya and Moran in Assam. In
west Bengal, the indo-stanvac petroleum project [a joint venture between government of India
and standard vacuum oil company of usa] was engaged in exploration work. The vast
sedimentary tract in other parts of India and adjoining offshore remained largely unexplored.

In 1955, government of India decided to develop the oil and natural gas resources in the various
regions of the country as part of the public sector development. With this objective, an oil and
natural gas directorate was set up towards the end of 1955, as a subordinate office under the then
ministry of natural resources and scientific research. The department was constituted with a
nucleus of geoscientists from the geological survey of India.

A delegation under the leadership of Mr. k d malviya, the then minister of natural resources,
visited several European countries to study the status of oil industry in those countries and to
facilitate the training of Indian professionals for exploring potential oil and gas reserves. Foreign
experts from usa, west Germany, Romania and erstwhile u.s.s.r visited India and helped the
government with their expertise. Finally, the visiting soviet experts drew up a detailed plan for
geological and geophysical surveys and drilling operations to be carried out in the 2 nd five year
plan [1956-57 to 1960-61].

In April 1956, the government of India adopted the industrial policy resolution, which placed
mineral oil industry among the schedule a industries, the future development of which was to be
the sole and exclusive responsibility of the state.

Soon, after the formation of the oil and natural gas directorate, it became apparent that it would
not be possible for the directorate with its limited financial and administrative powers as
subordinate office of the government, to function efficiently. So in august, 1956, the directorate
was raised to the status of a commission with enhanced powers, although it continued to be
under the government. In October 1959, the commission was converted into a statutory body by
an act of the Indian parliament, which enhanced powers of the commission further. The main
functions of the oil and natural gas commission subject to the provisions of the act, were ‘to plan,
promote, organize and implement programmes for development of petroleum resources and the
production and sale of petroleum and petroleum products resources and the production by it, and
to perform such other functions as the central government may, from time to time, assign to it’.
The act further outlined the activities and steps to be taken by ongc in fulfilling its mandate.

1961-1990

Since its inception, ongc has been instrumental in transforming the country’s limited upstream
sector into a large viable playing field, with its activities spread throughout India and
significantly in overseas territories. In the inland areas, ongc not only found new resources in
Assam but also established new oil province in cam bay basin [Gujarat], while adding new
petroliferous areas in the Assam-arakan fold belt and east coast basins [both inland and
offshore].

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Ongc went offshore in early 70’s and discovered a giant oil field in the form of Bombay high,
now known as Mumbai high. This discovery, along with subsequent discoveries of huge oil and
gas fields in western offshore changed the oil scenario of the country. Subsequently, over 5
billion tones of hydrocarbons, which were present in the country, were discovered. The most
important contribution of ongc, however, is its self-reliance and development of core competence
in e&p activities at a globally competitive level.

After 1990

The liberalized economic policy, adopted by the government of India in July 1991, sought to
deregulate and de-license the core sectors [including petroleum sector] with partial
disinvestments of government equity in public sector undertakings and other measures. As a
consequence thereof, ongc was re-organized as a limited company under the company’s act, 1956
in February 1994.

After the conversion of business of the erstwhile oil & natural gas commission to that of oil &
natural gas corporation limited in 1993, the government disinvested 2% of its shares through
competitive bidding. Subsequently, ongc expanded its equity by another 2% by offering shares to
its employees. During march 1999, ongc, Indian oil corporation [ioc]- a downstream giant and
gas authority of India limited [gail]- the only gas marketing company, agreed to have cross
holding in each other’s stock. This paved the way for long-term strategic alliances both for the
domestic and overseas business opportunities in the energy value chain, amongst themselves.
Consequent to this the government sold off 10 per cent of its share holding in ongc to ioc and 2.5
per cent to gail. With this, the government holding in ongc came down to 84.11 per cent.

In the year 2002-03, after taking over mrpl from the a v Birla group, ongc diversified into the
downstream sector. Ongc has also entered the global field through its subsidiary, ongc videsh ltd
[ovl]. Ongc has made major investment in Vietnam, Sakhalin and Sudan and earned its first
hydrocarbon revenue from its investment in Vietnam

Oil and natural gas corporation ltd


The no. 1 e & p company in the world.

GLOBAL RANKINGS

1. ONGC is Asia’s best Oil & Gas Company, as per November 2004 survey conducted by
US- based magazine “Global Finance”.
2. ONGC ranks as the 2nd biggest E & P company (1st in profits), as per Platts Energy
Business Technology (EBT) survey.
3. ONGC ranks 15th among the world’s oil and gas companies by market capitalization as
per PFC Energy 50 list of February 2005.
4. Toppers from India in Financial Times Global 500.

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5. Topper from India in the Forbes 400 List.
6. ONGC is among the first 30 Oil & gas companies in the world with daily production
exceeding 1 million barrels of Oil & Oil Equivalent Gas (o + OEG).

COMPANY PROFILE

MISSION OF ONGC
Dedicated to excellence by leverage competitive advantage in R & D and technology with
involved people.
Imbibe high standards of business ethics and organizational values.
Abiding commitment to health, safety and environment to enrich quality of community life.
Foster a culture of trust. Openness and mutual concern to make a stimulating and challenging
experience for our people.
Strive for customer delight through quality products and services.

VISION OF ONGC
“To be a world class oil and natural gas company integrated in energy business dominant Indian
leadership and global presence”.

OBJECTIVES OF ONGC
1. Optimize production of hydrocarbons.
2. Self- reliance in technology.
3. Promoting indigenous effort in oil and gas related equipment, material and services.
4. Assist in conservation of hydrocarbons, more efficient use of energy and development
of alternate sources of energy.
5. Develop scientifically oriented and technically competent human resource motivation
and training.

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SWOT ANALYSIS

STRENGTH:

 The company is highly cost competitive.


 The company has an established network in India.
 The company has gained expertise in the field of onshore and offshore oil exploration.
 ONGC is one of the few companies in the world which owns and operates a large number of
oil field services such as drilling, production testing, geophysical and logistic services.
 Logistics marine, land and water virtual monopoly position controlling 90% overall
production.

WEAKNESS:

 The company’s earnings were insulated from the vagaries of global crude oil prices. This will
be a weakness for the company when the government decontrols the oil sectors.
 The company was realizing only 77% of the import parity pricing, which was expected to
increase by 3.5% every year till 2002.
 There has been no major discovery in the past.
 Deep water development steel a embryonic stage
 Huge exodus to abroad, especially middle east.
 Procedural constraints affecting the process of resource acquisition, hiring drilling rigs or
acquiring land.
 Non transparent subsidy formula
 Artificial insulation from price the gas pricing issue.
 Drilling and exploration in forest lands/river bed might be required in greater interest of
energy security and growth..

OPPORTUNITIES:
 The number of sedimentary basins in India is about 26, out of which 17 have been
discovered. Moreover, production has been commenced in 6 of them. Hence, there is
tremendous opportunity for growth in the future.
 Oil exploration and development has been open to the private sector, hence ONGC can
overcome resource crunch by setting up joint venture with foreign companies.
 ONGC has already obtained marketing rights for transportation fuels, this opens up the
opportunity to augment ONGC’s profitability through value addition consumer and retail
marketing.
 Rising affordability for investing in R&D technology acquisition and assimilation
 Empowered policy might help in fast and direct access to latest technology
 Strong Indian Academia : Greater industry academia synergy possible.
 Globalization and liberalization has already made Indian market attractive.
 Regulatory bodies may become facilitator through guidance making energy security a prime
national agenda would remove many hierarchical constrictions.
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 More empowerment of OVL essential for energy security Time, secrecy and aggressive
bidding key factors in acquiring overseas assets.
 In R & D for new and alternate source of energy.

THREATS:

 The unemployed Basins are of acreage and would increase ONGC’s funding as development
cost. This would decrease its international competitiveness.
 With the opening of the oil exploration and development sector to the private sector, there
has been an increase in the international competitiveness.
 International crude oil prices are highly volatile and any sharp down turn would affect the
profitability of the organization.
 Security of the personnel and property is the major concern ONGC, as in Oct. 2001 a
massive fire broke out in Gujarat field because of tampering of a well held by miscreants
engaged in pilferage, three miscreants perished in the fire and the cost of property loss
exceed Rs. 5 Crore.

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ORGANISATION CHART

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HUMAN RESOURCE IN ONGC

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HUMAN RESOURCES MANAGEMENT

ONGC considers the human resource to be its greatest asset in its stride to achieve corporate
excellence. The success of the company is due to its 33,000 strongly, highly motivated,
professionally competent committed multidisciplinary workforce comprising of scientist,
technologists, engineers and other support personnel. Several initiatives and measures have been
taken to ensure that human resources are managed and developed office lively.
ONGC by its effort in the area of human resources planning and redeployment of its existing
manpower on the zero based studies, has achieved a 2.23% reduction in manpower over the
previous financial year.
Integrated System for Human Resource Automated Management Information for Kaizen
(SHRAMIK) based on SAP R / 3 was launched in ONGC with a view to harness Information
Technology for enhancing the effectiveness of HR system and move towards introduction of
world class system, process and practices by implementing appropriate bench mark.
SHRAMIK is an attempt to address key issues of HRM, SAP R / 3 as an Enterprise Resource
Planning (ERP) software system which will enable comprehensive process Re-engineering and
Re-modeling of HR function and bench marking with the industries best practices.

HR POLICIES AT ONGC

MAIN OBJECTIVE OF THE HR POLICY AT ONGC

1. By mutual love for, and confidence in each other, it follows participative style of
management to ensure good working and living condition, job satisfaction,
emolument and career growth, respect for individual, goodwill, friendship
understanding and teamwork amongst all employees.
2. To induct the best available personnel for the corporate business.
3. These insure the continuous development of all employees and make optimum
use of both human and material resources of the corporation.
4. To evolve an organization with clearly enunciated objectives and policies where
individual and groups, consistent with commission social and business objectives
will have professional freedom to function in accordance with their abilities,
resourcefulness and initiative.
5. To ensure successful execution and implementation of the HR policy, the
management philosophy aims at being FAIR, FRIENDLY and FIRM towards all
employees, bringing about discipline at all level.

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HR VISION, MISSION & OBJECTIVES

HR VISION

“To attain organizational excellence by developing and inspiring the true potential of
company’s human capital and providing opportunities for growth, well being and
enrichment.”

HR MISSION

“To create a value and knowledge based organization by inculcating a culture of learning,
innovation and team working and aligning business priorities with aspiration of employee’s
leading to development of an empowered, responsive and competent human capital.”

HR OBJECTIVES

 To develop and sustain core values.


 To develop business leaders for tomorrow.
 To provide job contentment through empowerment, accountability and
responsibility.
 To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
 To foster a climate of creativity, innovation and enthusiasm.
 To enhance the quality of life of the employees and their family.
 To inculcate high understanding of ‘Service’ to a greater cause.

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HR STRATEGY

 To meet challenging demands of the business environment, focus of the HR


strategy is on change of the employees, ‘mindset’
 Building quality, culture and resources.
 Re-engineering and Redeployment for maximizing utilization of HR potential.
 To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
 Re-strengthening mutual faith, trust and respect.
 Inculcating a spirit of learning & enjoying challenges.
 Developing Human Resource through virtual learning, providing opportunities
for growth, inculcating involvement and exposure to benchmarking in
performance.

ROLE OF HR

 Alignment of HR vision with Corporate Vision.


 Shift from support group to strategic partner in business operations.
 HR as a change agent.
 Enhance productivity and performance by developing employee competency
and potential.
 Developing professional attitude and approach.
 Developing ‘Global Managers’ for tomorrow to ensure the role of global
players.

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MOTIVATION

Motivation is the basic psychological process. None would deny that it is the most important
process in the more micro approach to the organization behavior.

Many people equate the causes of behavior with motivation. Causes of behavior are much
broader and more complex than can be explained by motivation
alone. Hence motivation should never be under-rated. Along with Perception, Personality and
Learning, Motivation is a very important process in understanding a behavior. It must be
remembered that, motivation should not be taken for granted as the only explanation of behavior.
It acts and interacts on conjunction with other mediating process and the environment. It must
also be remembered that like
any other mediating process or environment, motivation can not be seen. Motivation is invisible.
What all can be seen is the behavior. Motivation is the hypothetical construct that is used to help
explain behavior. Hence it should never be equated with the behavior

The study of human motivation is of great importance in any theory of management. Man is by
nature constantly motivated. He is an organic system, not a mechanical one. The inputs of energy
such as food, water etc., are converted by him into outputs of behavior. His behavior is
determined by relationships between his characteristics as organic system and the environment in
which he moves. Management involves creation and maintenance of environment for
performance of individuals working together in groups towards accomplishment of common
objectives and therefore the manager cannot perform his functions without knowing what
motivates people.

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MEANING AND INTRODUCTION OF MOTIVATION

Motivation can be defined as an internal condition initiated by drives, needs, or desires and
producing goal behavior.
According to Stephen P Robbins Motivation is defined as "the willingness to exert high levels of
effort towards organizational goals, conditional by the effort ability to satisfy some individual
needs."
According to Fred Luthans (1986) Motivation can be defined as "a process that starts with a
physiological or psychological deficiency or need that activates behavior or a drive that is aimed
at a goal or incentive.

NATURE AND IMPORTANCE OF MOTIVATION:

Motivation means to move. It includes three common characteristics:


1. It concerns with what activates human behavior.
2. It involves what directs this behavior towards a particular goal.
3. Motivation concerns how this behavior is sustained (supported).
Motivated employees are needed in our rapidly changing workplaces. Motivated employees help
organizations survive. Motivated employees are more productive. To be effective, managers need
to understand what motivates employees within the context of the roles they perform. Of all the
functions a manager performs, motivating employees is arguably the most complex.

The motivating factors are:


a) job security,
b) sympathetic help with personal problems,
c) personal loyalty to employees,
d) interesting work,
e) good working conditions,
f) tactful discipline,
g) good wages,
h) promotions and growth in the organization,
i) feeling of being in on things, and
j) full appreciation of work done.

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BASIC MOTIVATION PROCESS

Needs Drives Goal

Needs: -

The best one word definition of needs is the deficiency. In the homeostatic sense, needs are
created whenever there is a physiological or psychological imbalance. For example a need exists
when a cell in the body is deprived of food and water or the human personality is deprived of
other persons who serve as friends or companions. (Hunger, Thirst and Company)

Drives: -

With a few exceptions, drives or motives (These two terms shall be used interchangeably), are
set-up to alleviate needs. A drive can be simply defined as a
deficiency with direction. Drives are action oriented and provide an energizing thrust toward
goal accomplishment. They are at the very heart of the motivational process. The examples of the
needs for food and water are translated into hunger and thirst drives and the need for friends
becomes a drive for affiliation.

Goals: -

At the end of motivation cycle is the goal. A goal in the motivation cycle can be defined as
anything that will alleviate a need and reduce it to drive. Thus attaining a goal tend to restore
physiological and psychological balance and will reduce or cut-off to the
drive.

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TYPES OF MOTIVATION

PRIMARY MOTIVES: -

Psychologists do not totally agree on how to clarify various human motives but they would
acknowledge that some motives are unlearned and physiologically based. Such motives are
variously called physiological, biological, unlearned or the primary.
The last term primary is used here because it is more comprehensive than the other.

The use of the term “Primary Motives” does not imply that said group of motives always takes
precedence over “General” & “Secondary” group of motives. Although the precedence of
Primary motives is implied in some motivation theories and there are
many situations in which general and secondary motives predominate over primary motives.
Common examples include celibacy among priests and fasting for a religious, social or a
political cause. In both of these cases learned secondary motives are stronger
than unlearned primary motives.

The criteria must be met in order for a motive to be included in the primary classification, i.e. it
must be unlearned and must be physiologically based. Thus defined the most commonly
recognized primary motives include Hunger, Thirst, Sleep, and Avoidance
of pain, Sex and Material concern.

GENERAL MOTIVES: -

A separate classification for general motives is not always given. Yet such a category became
necessary because there are a number of motives which lie in a grey area between the Primary
and Secondary classification. To be included in a general category, a motive must be unlearned
but not physiologically based. Although not all psychologists would agree, the motivation of
competence, curiosity, manipulation, activity and affection seem to best meet the criteria for said
classification. An understanding of these general motives is crucial to the study of human
behavior, especially in organizations. These are more relevant to Organizational Behavior than
the Primary Motives.

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THE COMPETENCE MOTIVE: -

Robert W White is most closely associated with the competence motive. While built an entire
theory of competence motive, he was convinced that people strive to have control or competence
over their environment. People need to know what they are
driving to be able to make things happen . White determined that critical time for competence
development is between the ages of six and nine. During this period children cut strings and
venture into world on their own. They develop needs to cross the
street by themselves, ride a bicycle, play base-ball, roller skates and read. These needs are
manifested by the drive for competence or mastery over the environment. The xperiences of
success and failures that youngsters come across, during the critical period,
have lasting impact on the intensity of their competence motive. This motive has interesting
implications for job design in the organization. It suggests that people may be
motivated by the challenges of trying to master the jobs or to become competent in the jobs. But
once the highly specialized jobs are mastered in the modern organizations, shortly after that
competence motive would disappear.

SECONDARY MOTIVES: -

These motives are clearly tied to learning concepts. A motive must be learned to be included in
the secondary classification. Numerous important human motives meet this criterion. Some of
the more important ones are the Power, Achievement and
Affiliation and those are commonly referred to as Pow, Ach & Aff. In addition, especially in
reference to organizational behavior, Security and Status are also
important secondary motives.

POWER MOTIVE: -

The leading advocate of the power motive was Alfred Adler. In the year 1911, Adler officially
broke his close ties with Sigmund Freud and proposed an opposing
theoretical position. Whereas Sigmund Freud stressed the impact of the past and of sexual
unconscious motivation, Adler substituted the future and persons overwhelming drove for
superiority of power. Adler said: -

“Now I begin to see clearly in every physical


phenomenon the striving for superiority__________.
All our functions follow its directions, rightly or wrongly
they strive for conquest, surety, increase_________.
Whatever promises all our philosophers and

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psychologists dream of are______ Self preservation,
pleasure principle, equalization, all these are but
vague representations, attempts to express the great
upward drive”- ** The fundamental fact of our life.**
To explain the power need – the need to manipulate others or the drive for superiority over
others. Adler developed the concepts of inferiority complex and
compensation. He felt that every small child experiences a sense of inferiority. Whenever this
feeling of inferiority is combined with what he sensed an innate need for superiority, the two
rules all the behavior. The person’s lifestyle is characterized by striving to compensate for feeling
of inferiority which is combined with the innate drive for power.
The power motive has significant implications for organizational leadership and behavior and for
the informal political aspects of organizations. It has emerged as one of the most important
dynamics in the study of organizational behavior.

THE ACHIEVEMENT MOTIVE: -

David C McClelland a renowned psychologist of Howard is most closely associated with the
study of achievement motive.
In early 1947 McClelland thoroughly investigated and wrote about all aspects of achievement
motive. Out of this, extensive research has emerged clear profile of
characteristics of the high achiever. In most simple manner, Achievement Motive can be
expressed as a desire to perform in terms of excellence or to be successful in competitive
situations.

THE AFFILIATION MOTIVE: -

The affiliation motive though very complex, plays a very vital role in human behavior.
Sometimes affiliation is equated with social motive and / or group dynamics. The affiliation
motive is neither as broad as is implied by the definition of Social Motives nor as comprehensive
or complex as is implied by definition of group dynamics. According to Hawthorn studies, the
importance of affiliation motive in the behavior of organization
participants has been very clear. Employees especially rank and file employees have a very
intense need to belong to and be accepted by a group. This affiliation motive is an important part
of group dynamics.

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STATUS OR PRESTIGE MOTIVE: -

Dr. Saul W Gellerman is a renowned psychologist and a member of American Psychological


Association. He is Manager of Personnel Research IBM World Trade
Corporation. In one of his books “MOTIVATION & PRODUCTIVITY” says that: -
“A man’s prestige is in other words is how he expects to be treated and it has therefore a definite
effect on how comfortably, conveniently and efficiently he can expect to get along the life.
Prestige is conferred by the society and not elected by an individual to suite to his taste. High
prestige is often as much a matter of low status people wanting to put someone .

THEORIES OF MOTIVATION

Following of the theories of the motivation

MCCLELLAND NEED THEORY

McClelland's theory says that Achievement-motivated people prefer task of ability more
feedback on their success and failure that to low.

NEED FOR POWER

NEED FOR AFFLIATION

NEED FOR ACHIEVEMENT

Need for power : The individual exhibiting this need as the dominant one derives satisfaction
from his or her ability to control others. Actual achievement of desired goals is of secondary
importance to the high & Power individual; instead the means by which goals are achieved (the
exercise of power) are of primary importance. Individuals with a high & Power derive

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satisfaction from being in positions of influence and control. Organizations that foster the power
motive tend to attract individuals with a high need for 'power' (for example military
organization).

Need for affiliation: Individuals exhibiting this need as a dominant motive derive satisfaction
from social and interpersonal activities. There is a need to form strong interpersonal ties and to
"get close" to people psychologically. If asked to choose between working at a task with those
who are technically competent and those who are their friends, high & Affiliation individuals
will chose their friends,

Need for achievement: Individuals high in. derive satisfaction from reaching goals. The feeling
of successful task accomplishment is important to the high achiever. High achievers prefer
immediate feedback on their performance and they generally undertake tasks of moderate
difficulty rather than those that are either very easy or very difficult. They also prefer to work
independently so that successful task performance (or failure) can be/related to their rather than
the efforts of someone else.

MC. GREGAS THEORY

X-THEORY

It indicate negative which says that people are being, irresponsible, lack of awareness, don’t likes
achievements, love, politics, jealous, inferior complex, grow, to work, to develop their
personality, are less ambitions, bad attitude and perceptions and also they just tries to pass the
time.

Y – THEORY

The Y theory indicates that people are not born passive so they can change themselves through
learning, training, achievement. The people are responsible, like achievement, like to grow, love
social relationship, love participation and if they get proper training and opportunities, then they
can prove themselves.

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MASLOW THEORY OF MOTIVATION :

Psychological needs

Safety needs

Social Needs

Self esteem needs

Self acquisition

MASLOW HIERARCHY OF NEEDS (1954, 1968):

This is one of the earliest and best-known need based theory of motivation known as "Hierarchy
of need theory" which was developed by Abraham Maslow.
Maslow proposes that all human beings have universal needs, and those needs could be
categorized into five levels of needs.

1. Physiological needs: This is the lowest level of need, also known as basic needs. They
include hunger, thirst, sleep etc.

2. Safety/security needs: These include needs relating to physical safety, adequate housing,
and economic and social security.

3. Social needs: Also known as love and belonging needs. These include the need for love
and needs to belong.

4. Esteem needs: This is the higher level of need. It includes the need for self-esteem and
esteem for other and need for recognition.

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5. Self-actualization: This is the highest level of need. This includes the need for self
development and the need to attain highest fulfillment of one's capability and endowment.

HERTZBERG THEORY
He classified satisfaction and dissatisfaction of employees in two categories
of factors namely :-

Hygiene factors Motivation factors


They lead to job dissatisfaction They lead to job satisfaction
Also called as extrinsic factors Also called as intrinsic factors
* Company policy & administration * Achievement
* Supervision * Recognition
* Salary * Work itself
* Responsibility
* Advancement
* Growth

Hertzberg theory works on two factors.

1. Hygiene factors or maintenance factor


2. Motivation factor.

Hygiene factors: -

Those factors -such as company policy and administration, supervision, and salary, which lead to
job dissatisfaction, are the hygiene factors. When these factors are adequate in a job, they placate
workers. When these factors are adequate, people will not be dissatisfied.

Motivation factors: -

The intrinsic factors, such as achievement, recognition, the work itself, responsibility,
advancement, and growth that seem to be related to job satisfaction are the motivation factors.

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VARIOUS SCHEMES FOR EMPLOYEES MOTIVATION IN
ONGC:

In order to keep its employees motivated the company has incorporated certain schemes such as
Reward and Recognition Scheme, Grievance Handling Scheme, Suggestion Scheme and many
others.
The various schemes that are practiced at ONGC are as follows-
 Holiday Home Scheme
 Leave fare assistance scheme
 Children Education Assistance scheme
 Financial assistance-advances for house building / children higher education
 Medical Facilities.
 Incentive scheme
 Suggestion scheme
 Awards scheme
 Reserves Establishment honorarium

Holiday Home Scheme :

Scope :
To provide “Holiday Homes” to the employees of the corporation at certain designated
centers for rest and recreation. As an interim measure, the scheme provides monetary subsidy to
the employees and their family members, when they avail of holiday home assistance under
this scheme.

Applicability:
 All employees of the corporation and their family members as defined in this scheme.
 Family for the purpose of the scheme shall mean as under :
o For employees of the corporation who joined on or before 1st June 1987:
Employee, his/her spouse and not exceeding first three unmarried dependent
children; and
o For employees of the corporation who joined on or after 2 nd June 1987: Employee,
spouse and not exceeding first two unmarried dependent children.

Leave Fare Assistance

Scope

The purpose of this scheme is to grant travel assistance to the employees of the Corporation for
journeys to their home town or any other place in India during leave.

Applicability

23
The scheme shall apply to the following: -
 All full time employees who have completed one year of continuous service in the
corporation.
 The persons who are on deputation with the corporation, employees joining the
Corporation and retaining lien in their previous organization, when the terms and
conditions of deputation so provide.
 Re-employed employees, who have completed their one year continuous service in the
corporation.

Children Education Assistance Scheme

Scope

The main purpose is to provide educational assistance to the employees so that it becomes easier
for them to educate their children properly on account of high cost of education.

Applicability

This scheme is applicable to all the employees of the company in respect of their children.

Kinds of Assistance
 An employee shall be eligible for reimbursement of tuition fees.
 Merit scholarship shall be granted to the wards of the employees on securing certain
percentage of marks specified by the government.
 The employees who are transferred from one station to another in the interest of ONGC
are eligible for the reimbursement of admission charges, as per the actual, subject to the
maximum of Rs. 1500/-per child limited to two children per employee.
 ONGC also grant special awards to those wards of the employees who have secured
positions amongst first ten in the merit list of the board or university concerned.
 The employees, whose children stay in a residential school for the purpose of their
education, are entitled to the hostel subsidy. The transport subsidy is provided to the
employees who are posted in the cities where no transport facilities are provided for
school going children by the company.
 The transport facility is provided to the school going children of the employees at various
work centers, and the transport subsidy is not reimbursed and transport charges are
realized from them.
 The children of the employees who are staying away from them for their studies will be
allowed reimbursement of second class rail fare twice a calendar year from their
institution to the place of posting of the employees and back to the institution.
 Financial Advance for ward higher education.

24
House Building Advance Scheme (under revision)

Scope:

This advance can be extended for anyone of the following purpose: -


 Purchase of land and construction of house,
 Enlargement of existing house.
 Purchase of ready built or under construction flat from private builders/co-operative
housing society.
 Purchase of flats from state housing boards/authorized housing authorities/agencies
 Repayment of loan taken from government institutions for construction/purchase of
house.

Applicability:

HBA is admissible to regular employees once in entire service period.


The employees should have been in seven years regular service in ONGC. This will be
admissible to only one person, if both husband and wife are employed in ONGC.
Amount of Advance:
 75 times of Basic Pay + SP + Dearness Allowance or Rs.750000/- or actual cost of
proposed house, whichever is less.
 80% of total cost of the house, subject to the ceiling in (i) above if the house is in rural
area.
 2nd HBA up to Rs.300000/-for enlargement of house. 1 st and 2nd HBA taken together
should not exceed Rs.750000/- or 75 month Basic + DA whichever is less.

Rate of Interest:

Rate of Interest
Amount
Up to Rs. 30,000/- to 5.5%

Rs.30,001/-toRs. 3,00,000/- 6%

Above Rs. 3,00,000/- 8%

25
0.5% rebate on rate of interest to employees who have adopted small family norms is admissible.
Repaying Capacity
Service Period

Retiring after 20 years 50%

Retiring within 10 to 20 years. 60% + 80% Gratuity

Retiring within 1 0 years 66.67 %+90% Gratuity

MEDICAL FACILITIES
Medical facilities are provided by ONGC to its employees through government hospitals, ONGC
dispensaries, central government and few others.
 These facilities are applicable to all ONGC employees and their dependant family
members.
 These facilities include all kinds of treatments.
 The medical facilities are available to Non-ONGC personnel also who are not defined as
employees. Such personnel are CISF personnel's, kendriya Vidyalaya employees of
ONGC project and other freedom fighters.
 Medical officers of ONGC are authorized to issue medicines prescribed by authorized
medical attendants of ONGC and government whenever any patient is referred for
outside treatment.
 Employees are permitted to obtain medical treatment outside India for himself or for a
member of his family for any treatment specified in the manual.
 Reimbursement of cost of imported medicines essentially required for life saving and
other purposes where cash receipts are not issued by the chemists, has to be made in
relaxation of CSMA rules.
 Reimbursement of cost of spectacles/contact lenses shall be applicable to all the regular
employees who have rendered at least one year service in ONGC once in three years.
 Medical facilities are also applicable to all retired employees and their spouses of ONGC.

26
INCENTIVES SCHEME

There are various incentive schemes. They are:-


 Incentives for acquiring higher professional qualification.
 Incentive for adopting small family norms.
 Incentive for learning regional languages Incentive for Hindi work

Incentive scheme for acquiring higher qualification. Objective

To encourage the employees to enhance their professional competence by acquiring


higher qualification.

Nature of incentives

 Incentive for acquiring higher professional qualification.


 Incentive for acquiring Ql, Q2, or Q3 qualifications.

Scope

This incentive shall be payable to executives who acquire higher education in their respective
disciplines
The incentive scheme for acquiring Ql, Q2, or Q3 qualification is meant for employees who do
not possess Ql, Q2 or Q3 qualifications. The scheme includes:-
An incentive of Rs.7500/- For executives and class III employees who acquire Ql
qualifications for E 1 level induction post.

An incentive of Rs. 5000/- For executives and class III employees who acquire Q2
qualifications prescribed for induction of top of class III

An incentive of Rs.2000/- For class IV employees who acquireQ3 qualifications


prescribed for induction at bottom of class III.

27
Incentive for small family norms

This scheme shall be applicable to all the employees in regular scale of pay in the company.
There are various incentives are provided to the employees for adopting small family norms.
They are:

 Leave
 Cash incentive
 Special increments
 Rebate on interest rate on HBA
 Certificate of honor

Time limit for submission of claim


The claims of employees for grant of incentive increment for adopting small family norms shall
be entertained within six months from the date of undergoing the sterilization operation.
Incentive for learning regional languages
This scheme shall be applicable to all the employees in regular scale of pay in the company.

28
LITERATURE REVIEW

(1). Motivation in the Workplace in 5 Easy Steps Article Submitted


On: January 28, 2006. MLA Style Citation: Murphy, Peter

1. Different types of personalities

One person may think that they are being productive and the person next to them may think they
are being lazy. It is just the way people think differently. Management's job is to see that the job
is completed, through the employeeTo do this, they must be able to understand the differences in
people and learn how to deal with these issues. They need to learn to be diplomatic in these
situations and keep everyone running smoothly.

2. Rewards

The key to motivation is goals. So if motivation in the workplace is desired, then rewards for the
employees are a must. They need to be motivated into doing a great job.
Whether it be promotions, bonuses or just simple words of affirmation, they deserve that for a
job well done.

3. Working environment

The workplace needs to be a fun and enjoyable place.If it isn't a fun, and
place to be, then workplace motivation can't be achieved.

4. Independency

They will take pride in it if it is their idea and their way of doing things. There is usually more
than one way to accomplish the same thing.

5. Room for error

So many times in the workplace management does not plan for errors. Then when they happen,
no one knows what to do to correct them. It is management's job to make a plan B just in case
something goes wrong. And it does!

29
(2) Article Submitted On: May 19, 2009. MLA Style Citation: Ghebre,
Victor "Ideas For Motivation in the Workplace."

In most workplaces, the atmosphere is gloomy and sluggish. Workers come in and do the least
work possible to earn their salary and to keep their job. No one feels as if they want to be at the
office. With that type of scenario, how could anyone expect to produce high quality results? The
answer is you can't.
Without motivation in the workplace, employees are going to function at the lowest level
possible

Praise Achievement
Many workers feel disconnected and unimportant in their jobs. They do their daily tasks but it
doesn't matter whether they excel at them or just keep them done. If there's no difference, most
employees will end up gravitating toward the latter end of the quality spectrum.
Your praise encourage them to keep working harder and it will inspire the rest of the office, too.
You'd be surprised how much it means to people to have their hard work recognized.

Set High Expectations


Think back to when you were in school. Did you know kids whose parents expected them to get
high marks on their report cards and kids whose parents were satisfied as long as they weren't
flunking? Now think about how those kids compared in terms of motivation.
Children whose parents set high expectations for them are more likely to achieve great things
than those whose parents expect the minimum. The same is true of motivation in the workplace.

Know the Employees


If you're the boss or the manager, getting to know your employees might seem like a bad idea.
But it's actually great for motivation in the workplace. It's a lot harder to let someone down when
you know they'll be coming to talk to you first thing in the morning. Plus, if they feel
comfortable with you, they'll have an easier time approaching you with problems and concerns
that might also be interfering with their motivation.

Learn their Motivations


Another effective idea for motivation in the workplace is simply to find out what works for your
employees and provide it to them. For example, some employees may be motivated by financial
rewards. If they excel at their job, for example, you could offer them a gift card.

30
(3) Employee Motivation in the Workplace
Posted by John Voris in Featured Articles, Motivation on 07 5th, 2009

All of us are born with self-motivation. It is an intrinsic part of who we are. In fact all of us have
our own unique style of motivation and are driven by a very specific need all our own.

Is Motivation Really Motivation?


What they have done is confuse enthusiasm for motivation, and all of us get to pay the price for
that confusion, especially managers and employees. So what is enthusiasm?
Enthusiasm is defined as eagerness, fervor, zeal, passion, or devotion. It is a temporary emotion.
Temporary in the sense that it can only be sustained for a brief period of time, until it is either
replaced by another emotion or a sustained feeling. That is why you can go to any number of so
called “motivational seminars” get really “pumped” only to have that enthusiasm and energy
fade away after a few days. It’s an emotional high that lasts only a short while until you are right
back where you left off and once again in need of another seminar

Employee Motivation.
One of the main areas of our life where motivation becomes a subject of contention and
confusion is the workplace. It often starts with the numbers. Profits are down and a company
looks internally for the cause.
Motivation is not a learned skill. Natural motivation is very simply: The full expression of your
state of “being”. Natural motivation is the energy that compels you to leave your bed each
morning. It’s a deep seated, propelling need to express your unique existence to the world.

The Solution to Employee Motivation in the Workplace.


The answer to employee motivation in the workplace is natural and always effective. Simply put,
if you enjoy what you do for work, there is no need to seek out motivation because it is already
present. If any professional feels the need to attend a “Motivational Seminar,” they should
seriously consider another profession. Imagine for a moment that your surgeon is running late to
your pre-surgery consultation, because he, or she has yet to return from a “motivational
seminar”. How might you feel? For that matter, what might you do? Would you still go under the
knife?
Motivation comes naturally to each of us from a deep level within. No one should have to go out
and find their motivation. Your motivation is not somewhere out there, it’s intrinsic, It’s within
you. Ask yourself why plumbers, carpenters, electricians, doctors, computer technicians, and in
fact most professionals do not have a desperate need to attend motivational seminars in order to
get fired up to do their job.

31
(4) Motivation Techniques Article: Ten Techniques Motivating
Others ... 16 Mar 2010 . By Ed Sykes

1. Take Care of the Little Things to Motivate Others


Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner.

2. Be an Active Listener to Motivate Others


Average supervisor or manager only invests two hours per year applying “pure listening” skills.
Pure listening is when you are listening to your employee you are not:
§ Multitasking
§ Ordering your lunch
§ Watching people walk by your office.
§ Answering telephone calls
§ Setting up appointments
To be a pure listener you must be an active listener. Good managers ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They respect the employee’s thoughts and opinions. They realize that the employees
sometimes have the best answer for achieving more through chaos.

3. Walk Your Talk to Motivate Others


If you expect your employees to keep their promises, you keep your promises. If you want your
employees to keep to high standards, you keep to high standards.
Once you walk through the doors of your organization make sure you are positive and upbeat if
you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others


At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is…praise.

5. Communicate Clearly to Motivate Others


Constantly communicate your vision and goals so that there are no misunderstandings. The
clearer the vision, the clearer the communication, the clearer the opportunity for success.

6. Help Employees Succeed to Motivate Others


It is your job to understand your employee’s strengths and weaknesses so that you can put them
in the best position to succeed. If, for example, you find out that an employee is lacking in a
certain skill set to succeed during a change then provide the coaching and training to make them
and your organization successful.

7. Focus Your Team on the Goal to Motivate Others

32
Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others


High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure each employee understands how the standards are
measured so that they know how to reach it.

9. Help Your Employees Compete and Win to Motivate Others


Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others


The more you reward employees for excellent achievement, the more you receive more of the
same behavior. Make sure you are consistent with the way you contribute rewards to your
employees. Very important, make use you communicate exactly why the employee is being
rewarded. And last, reward as soon as possible to the action.

33
(5) 10 Workplace Motivation Commandments that All Leaders Must
Follow
25 Mar 2009

Unmotivated employees have rightly been called "the black holes of the business universe."
Fortunately, motivation is not something a person is born with or without. Applying these Ten
Commandments can go a long way to helping existing employees find their motivation.

1. Commit with all thy heart so others might follow


Before you ask your employees to commit, you must be fully committed yourself as a manager
and leader of your organization.

2. Declare a zero-tolerance policy for dysfunctional behaviors


These behaviors include people saying one thing and meaning another, giving lip service,
gossiping and backstabbing. Enlist a company-wide commitment to stop every one of these
workplace dysfunctions that lead to conflicts and lower employee productivity.

3. Show that you care, in every way


Show your team members that you care, not just about their productivity, but also about them. A
kind word or a "good job," a pat on the back or a question about someone's health can go a long
way toward motivating your employees.
4. Celebrate every victory
Recognition of achievements is high on the list of employee motivators. Every Big Project
consists of scores of little victories along the way. Celebration builds confidence, and confident
people are open to feedback. This means your employees will be more willing to grow with your
company.

5. Clean up thy messes


As a manager and leader, you WILL inevitably make mistakes. It is critical to clean up your
messes as you make them. Acknowledge the mistake then make a commitment to make things
right and prevent a recurrence.

6. Use powerful and positive language


Say what you mean and communicate your position in a clear and powerful and positive manner.
Your ability to motivate employees will be INCREDIBLE when people know what is expected
of them and why.

7. Be unreasonable with thyself


Being "reasonable" doesn't bring out the best of who you are. Show that you are willing to forego
the excuses and happily do what needs doing, regardless of how "unreasonable" it seems. Your
employees will then rise to the unreasonable themselves.

8. Reprogram thy limiting beliefs


We all come equipped with self-doubting mechanisms. Begin living "as if" you are smart

34
enough, good enough, and up to the challenge, and guess what - suddenly you will be. Once
those limiting beliefs fall away, your actual competence increases, which further reduces self-
doubt... and places you in a happy feedback loop of motivation.

9. Choose joy
When you develop a habit of interpreting things as good instead of bad, it actually alters the
neural pathways in your brain. Your brain will find it easier to interpret things as good. You've
rewired your brain for happiness—and happy people are MUCH more likely to be motivated and
engaged than unhappy ones.

10. Give, Give, GIVE


Life gives to the givers and takes from the takers. If you want your employees to shower your
company with success, it's time for you to dig in and give like crazy to your employees.

Give them your committed heart. Give them a functional environment. Give them care,
celebration, integrity, clarity, and a vision of the impossible made possible. Give them a model of
life without limiting beliefs. Most of all, show them the way by choosing joy.

Do these things and you will motivate your employees and end up in the Promised Land
together.

35
RESEARCH METHODOLOGY

36
RESEARCH PROBLEM

In the era of globalization the pressure on an organization is “survival of the fittest”. Thus today
need fittest workforce who is Generalist rather than specialist the multidimensional skills can be
acquired by the workforce through planned “motivational schemes”.

PROBLEM FORMULATION

RESEARCH OBJECTIVES

1. To study and analyze the employees motivation schemes in ONGC as per the employees
perception.
2. To assess whether the employees motivation schemes in ONGC has been effective in
maintaining efficient manpower.

RESERCH DESIGN:

Descriptive research was used to find out relevant data in context with the __________opic.

SOURCES OF DATA

There are two sources of data through which data is collected:

PRIMARY SOURCES

The opinion are received from different categories of workers, personnel, executives of different
grades & levels.

37
The primary data was collected by 2 ways-:

1. Interviews- By conducting interviews of the employees and the supervisors formally by using
a questionnaire as a tool.

2. Observation- By direct observation but not participating in the daily affairs of the company.

SECONDARY SOURCES

The secondary data was collected from ONGC diary, periodicals, articles, recorded and available
manuscripts etc.

RESEARCH SAMPLING

Sampling Technique- The sampling method has been followed for this study is Simple Random
Sampling.

Sampling size- 50

Samples unit- Executives, management personnel and workers.

Sample area- ONGC, DEHRADUN

38
ANALYSIS AND INTERPRETATION

39
DATA ANALYSIS

1. Are you aware of the various schemes of man power motivation.

Strongly Agree 10
Agree 80

Disagree 10
Strongly Disagree 0

Mean: 3.0

Interpretation: Mean score 3.0indicates that majority of employees of ONGC are aware of
the various schemes of motivation.

40
2. Various welfare schemes for employees motivate them to perform well.

Strongly Agree 20
Agree 80

Disagree 0
Strongly Disagree 0

Mean: 3.2

Interpretation: Mean score 3.2indicates that majority of the respondents are agreed by the
above statement that welfare schemes motivate them to perform well.

41
3. Employee motivation plays an important role in accomplishing the targets and
objectives of ONGC.

Strongly Agree 50
Agree 35

Disagree 10
Strongly Disagree 5

Mean: 3.3

Interpretation: Mean score 3.3indicates that majority of the respondents are agreed by the
above statement that motivation plays an important role in accomplishing the targets and
objectives of ONGC.

42
4. ONGC paid good salary to employees

Strongly Agree 40
Agree 35

Disagree 15
Strongly
disagree 10

Mean: 3.05

Interpretation: Mean score 3.05indicates that majority of employees of ONGC are agreed
by the above statement that they are satisfied by the salary given to them.

43
5. Medical facilities provided by the company is a good incentive to motivate employees.

Strongly Agree 55
Agree 45

Disagree 0
Strongly Disagree 0

Mean: 3.25

Interpretation: Mean score 3.25indicates that majority of the respondents are agreed by the
above statement that medical facilities provided by the organization is a good incentive
which motivate them to work harder.

44
6. Employees performance must be linked to the promotion and the performance
related pay schemes in ONGC.

Strongly Agree 30
Agree 50

Disagree 20

Strongly Disagree 0

Mean: 3.10

Interpretation:

Mean score 3.10 indicates that the majority of the respondents are agreed by the
above statement that employees performance must be linked to the promotion and the
performance relating pay scheme.

45
7. Performance appraisal is given importance by the management.

Strongly Agree 25
Agree 70

Disagree 5
Stronglydisagree 0

Mean: 3.20

Interpretation: Mean score 3.20indicates that the majority of the respondents are agreed by
the above statement that the performance appraisal is an important tool for motivating
people.

46
8. Housing finance facility provided by ONGC to its employees is satisfactory.

Strongly Agree 25
Agree 45

Disagree 10
Strongly Disagree 20

Mean: 3.05

Interpretation: Mean score 3.05indicates that the majority of the respondents are agreed by
the above statement that they are satisfied with the housing facilities provided to them by
company.

47
9. Incentives for acquiring higher education provided by ONGC are excellent.

Strongly Agree 25
Agree 60

Disagree 10
Strongly Disagree 5

Mean: 3.5

Interpretation: Mean score 3.5 indicates that the majority of the respondents are agreed by
the above statement that incentives for acquiring higher education provided by ONGC are
excellent.

48
10. Leave fare assistance provided to employees has been adequate in motivating them
to work hard.

Strongly Agree 25
Agree 65
Strongly Disagree 0
Disagree 10

Mean: 3.15

Interpretation: Mean score 3.15 indicates that the majority of the respondents are agreed
by the above statement that Leave fare assistance provided to them has been adequate in
motivating them to work hard.

11. Transparency in assessment and feedback on performance, motivate employees.

Strongly Agree 15
Agree 55

Disagree 25
Strongly Disagree 5

49
Mean: 2.8

Interpretation: Mean score 2.8indicates that the majority of the respondents are agreed by
the above statement that transparency in assessment and feedback motivates people to
perform better.

50
12. Implementation of differential payment based on performance of employees would
motivate them to improve performance.

Strongly Agree 25
Agree 50

Disagree 20
Strongly Disagree 5

Mean: 2.95

Interpretation: Mean score 2.95indicates that majority of the respondents are agreed by the
above statement that implementation of differential payment based on performance of
employees would motivate them to perform well.

51
13. Variables pay based on performance shall be introduced in the compensation package.

Strongly Agree 10
Agree 45

Disagree 30
Strongly Disagree 15
Mean: 2.5

Interpretation: Mean score 2.5indicates that majority of the respondents are agreed by the
above statement that variables pay based on performance shall be introduced in the
compensation package.

52
14. Working environment of ONGC is helpful for individual development.

Strongly Agree 20
Agree 60

Disagree 15
Strongly Disagree 5

Mean: 2.95

Interpretation: Mean score 2.95 indicates that majority of the respondents are agreed by
the above statement that the working environment of ONGC is helpful for individual
development .

53
54
CONCLUSION

Study has been conducted on Motivation at workplace in ONGC. Through the research being

conducted, it can be concluded that the corporation with its present employees motivation

schemes has been able to improve man power in quality. The employees in the corporation are

satisfied with their jobs.

Most of the employees are satisfied with the various welfare schemes, provided by the org.

Particularly the respondents showed their satisfaction with Medical and housing facility

provided,which they perceive as motivating .

Majority of the employees are aware of motivational factors and they feel that motivational

schemes should be a part of an organization as it is very important for an organization growth as

well as for an individual growth. But there are certain areas that need to be rectified .Most of the

employees believe that transparency in assessment and feedback on performance can motivate

employees to perform well.The respondents also perceive that variable pay and performance

related payment should be introduced in the compensation package .It was also found that the

respondents felt that working environment of ONGC must be made more helpful for individual

development.

55
RECOMMENDATION & SUGGESTIONS

56
RECOMMENDATION & SUGGESTION
 More dynamic approach is required on the part of HR manager, for motivating the
workforce to produce increasingly higher levels of performance.
 ONGC should see that employees are well motivated. There should be regular audits in
the each and every department. It can be done by regular feedback / counseling by Senior
boss.It can also be a motivational factor for performance enhancement.
 Employees are getting promotions in regular intervals so they are less interested in doing
their work effectively, so I suggest that promotion policies should also need to be revised
on merit based.
 We have also seen that most of the private companies arrange/organize recreational
activities for their employees,these activities are very useful in releasing the daily work
pressure. So ONGC should also organize these kind of recreational activities so that their
employees can also do their work with more energy.
 Variable pay and performance related payment should be introduced in the compensation
package.

 Performance appraisal should be given importance by the management so that the


employees should be motivated and which gives results in the performance of employees
and obviously it is related to organization benefits to achieve their targets.

57
ANNEXURES

58
BIBLIOGRAPHY

59
BIBLIOGRAPHY

BOOKS:

 Organizational Behaviour by S.P. Robbins.

 Human Resource Management by Mathews & Tackson

 Human Resource And Personnel Management by K Aswathappa

WEBSITE :

www.ongc.com

www.google.com

JOURNAL

1. ONGC HR MANUAL

2. ONGC DIARY

60
QUESTIONNAIRE

Please indicate your views regarding the statement that follows on the given rating scale of 1 to 4
and where:

1) Strongly agree
2) Agree
3) Strongly disagree
4) Disagree

Questions:-

1) I am aware of the various schemes for the man power motivation.

1[ ] 2[ ] 3[ ] 4[ ]

2) I belief various welfare scheme for employees motivate to perform .

1[ ] 2[ ] 3[ ] 4[ ]

3) I believe that employees motivation plays a important role for accomplishment the target
and objective of ONGC .

1[ ] 2[ ] 3[ ] 4[ ]

4) ONGC paid good salary to employees.

1[ ] 2[ ] 3[ ] 4[ ]

5) The medical facilities provided to me are a great incentives work to ONGC .

1[ ] 2[ ] 3[ ] 4[ ]
6) I think that objectives assessment of employees performance must be linked to per
motion and performance related pay scheme in ONGC .

1[ ] 2[ ] 3[ ] 4[ ]

7) Performance appraisal is given importance by the management .

1[ ] 2[ ] 3[ ] 4[ ]

61
8) Housing finance facility provided by ONGC to its employees satisfactory .

1[ ] 2[ ] 3[ ] 4[ ]

9) Incentives for acquiring higher education provided by ONGC are excellent .

1[ ] 2[ ] 3[ ] 4[ ]

10) Leave fare assistance provided to me has been adequate in motivating me to work.

1[ ] 2[ ] 3[ ] 4[ ]

11) Transparency in assessment and feedback on performance, motivate employees to better .

1[ ] 2[ ] 3[ ] 4[ ]

12) I belief that implementation of differential payment based on performance of employees


would motivate employees to perform .

1[ ] 2[ ] 3[ ] 4[ ]

13) I feel that variables pay based on performance shall be introduced in our compensation
package .

1[ ] 2[ ] 3[ ] 4[ ]

14) Working environment of ONGC is helpful to individual development .

1[ ] 2[ ] 3[ ] 4[ ]

62