A PROJECT REPORT ON EMPLOYEE MOTIVATION (At NTPC) Submitted in Partial fulfillment for the Award of MASTER OF BUSINESS ADMINISTRATION

IN HUMAN RESOURCES

Guided by: Mr. Jayanth Kumar, Placement Officer Dept. of MBA (Human Resource), MIPGS, Saidabad.

Submitted by: Swetha.S (09-672-130) Dept. of MBA (HR), MIPGS, Saidabad.

DEPARTMENT OF M.B.A MATRUSRI INSTITUTE OF POST GRADUATE STUDIES (Affiliated to OSMANIA UNIVERSITY) (2009-2011)

MATRUSRI INSTITUTE OF POST GRADUATE STUDIES

(Formally Part of M.V.S.R. Engineering College) (SPONSORED BY MATRUSRI EDUCATIONAL SOCIETY, REGD.NO. 938 OF 1980) Ph:24074765(off) Affiliated to Osmania University & Recognised by A.I.C.T.E. 24070079(Prin) # 16-1-486, Saidabad, Hyderabad 500 059.

MATRUSRI INSTITUTE OF POST GRADUATE

CERTIFICATION

This is to certify that the project report titled EMPLOYEE MOTIVATION submitted in partial fulfillment for the award of MBA program of the Department of Business Management, O.U,Hyderabad, was carried out by Swetha.S(09-672130), under my guidance. This has not been submitted to any other University or Institution for the award of any degree/ diploma/ certificate.

Name and address of the Guide Guide

Signature of the

ACKNOWLEDGEMENT

ACKNOWLEDGEMENT An endeavor over all for all our life time can be successful only with the guidance and support of our well wishers. This project gives me an opportunity to convey my gratitude to all those who have helped me to reach a stage where I have the confidence to launch my carrier in this competitive world. I love to extend my gratitude to my ever loving and caring parents for their constant support and encouragement. I heartily thank Mr. Basawa Raja, Principal, & Mr. Sriharha Reddy, HOD, MIPGS, Osmania University, Hyderabad for their inspiration. I also extend my profound thanks to my erudite guide Mr. G. Jayanth Kumar, Placement Officer, MIPGS, Osmania University, Hyderabad and other

faculty members who gave me a constant support by extending their assistance in the development of the project. Im much delighted to thank Sri. P. Gopal Rao, AGM, NTPC Ltd, Ramagundam, for permitting me to do a project under NTPC premises. Im delighted to thank my erudite guide Sri. Pramod Ekka, Officer of HR Dept. for his valuable guidance and excellent suggestions throughout the project. At last I thank all my friends and people who have encouraged me, without which my acknowledgement would not have been possibly ended. Swetha.S

DECLARATION

DECLARATION
I, Ms.Swetha.S, hereby declare that the project work entitled, Employee Motivation, done under NTPC premise, submitted to Osmnia University, Hyderabad, for the Degree of MBA, is an original work done by me under the guidance of Sri. Pramod Ekka, Officer of HR Dept. as my external guide and Mr. G. Jayanth Kumar, Professor, Osmania University as my institutional guide.

This project is for reference only and I assure no part of the report will be published or copied anywhere without the prior written permission from the NTPC, Ramagundam.

Signature of the guide

Signature of the student Swetha.S

CONTENTS CHAPTER 1 Page No. Introduction of the study Meaning of Motivation.. Need of the Study.

Scope of the study...... Objectives of the study... Limitations of the study CHAPTER 2 Review of Literature. CHAPTER 3 Theories of Motivation. Early Theories. Contemporary Theories.. CHAPTER 4 Research Methodology.. CHAPTER 5 Industry Profile.. CHAPTER 6 Data Analysis & Interpretation CHAPTER 7 Conclusion CHAPTER 8 Recommendations Bibliography. APPENDIX Questionnaire

Chapter 1 INTRODUCTION

INTRODUCTION
Every management tries to coordinate various factors of

production in such a way that their contribution is maximum in achieving organizational goals. The performance of non-human factors like machines, Raw material, Financial Resource etc. will depend upon the level of technology and the competence of those who use them. To improve the overall performance in a business it becomes essential to increase the efficiency of human beings. The performance of persons depends upon two factors. Those are

1. One is ability to do a work 2. Second one is motivations

Both these factors taken together will increase the efficiency of human beings. The study of motivation and behavior involves a search for answer to a question about human nature. The topic chosen Employee Motivation and Job Satisfaction (a study of NTPC, RAMAGUNDAM) recognize the importance of human elements in RSTPS and develop theoretical frame work that will help the supervisors and employees understand human behavior and also to predict change and influence future behavior which is the key element to take up the present study. As Peter.F.Druker Rightly pointed out that Better than half of the leaders he had met dont need to learn what to do they need to learn what to stop.

Meaning of Motivation
"Motivation is a Latin word "TO MOVE Human motives are " "

internalized goals within individuals. A motive is an inner state that energies, activates or moves and directs or channels behaviour towards goals. All human behaviour is designed to achieve certain goals and objectives. Such goals directed behavior revolves around the desire for needs satisfaction. Needs set up drives to accomplish goals. Motivation consists of the three interaction and interdependent elements of needs, drives and goals. DEFINITIONS OF MOTIVATION: Scholars have variously defined motivation. Some definitions are discussed as follows: According to the Encyclopedia of management: Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness. According Edwin B.Flippo "Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward." Types of Motivation: There are two types of motivations

1. Intrinsic Motivation occurs when people are internally motivated to

do something because it either brings them pleasure, they think it is important or they feel what they are learning is morally significant.

2. Extrinsic Motivation is concerned with motivators which employees

enjoy-pay promotion, status, fringe benefits, retirement plans, health insurance schemes, holiday and vacations, etc by and large, those motivators are associated with financial rewards.

NEED OF THE STUDY:

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

work then he cannot increase his efficiency. On the other hand, Even if a person has got the ability but is not properly motivated even then his performance will be low. Motivation is an important factor, which encourages persons to give their best performance and help in reaching enterprise goals. A strong positive motivation will enable the increased output of employee but a negative motivation will reduce their performance. A key element in personnel management is motivation. According to Likert, it is the core of management which shows that every human being gives him a sense of worth in face-to-face groups which are most important to him a supervisor should strive to treat individual with dignity and recognition of their personal worth.

SCOPE OF THE STUDY:

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

The present project study covers on two concepts that are

Employee motivation and job satisfaction only.

The present project study is based on the opinions and

answers given by employees of RSTPS, NTPC Ltd.

OBJECTIVES OF STUDY:

The objectives of study are

To identify the needs of the employee. To identify the motivators those are motivation employee in
the organization to achieve their goals.

To identify the nature of the organization.

To identify the nature of the industry and environmental forces like govt policies. To examine the level of motivation in employees to perform the job.

To know the impact of motivation on job satisfaction leads to

job performance.

LIMITATIONS OF THE STUDY:

The research was allowed to collect the data largely by personal discussion only. For the impose of collecting primary data was conducted for limited people only. The study is limited to the employee motivation of technical and operating staff of RSTPS, Kazipet specifically.

Chapter 2

REVIEW OF LITERATURE

LITERATURE REVIEW

According to Berelson and Steiner: A Motivation is an inner state that energizes, activates, or moves and directs or channels behavior goals. The present study in NTPC- RSTPS is focused on motivation of the employees. Motivation is desire or need of an individual to expand his efforts to achieve a particular goal or objective. Satisfaction is the outcome already experienced. When an employee satisfies his/ her needs he/she may perform well. The researcher intended to know the motivation of employees in RSTPS. The researcher has adopted stratified random sampling method for data sampling and collected data from primary source such as through personal interviews, questionnaire as well as secondary source such as company brochures internet. The objectives of the present study include identification of the needs organization to achieve their goals, to examine the level of motivation in employee in performance of the job. The purpose of motivation is to create conditions in which people are work with zeal, initiative, interested and enthusiasm, with a high personal and group morale satisfaction, with sense of responsibility, loyalty and discipline and with pride and confidence in a most cohesive manner so that the goals of an organization are achieved effectively. A positive motivation involves the possibility of increased motive satisfaction, while negative motivation involves the possibility of decreased motive satisfaction positive or incentive motivation is generally based on reward to Flipper positive motivations a process of attempting to influence others to do our will through the possibility of gain or reward. People work for incentive on the form of four ps of motivation; praise, prestige, promotion, and pay cheque. Negative of fear motivation is based on force and fear. Fear causes persons to act in ascertain way because they are afraid of the consequence in they don't, if workers do not work, they are threatened with mechanism. Negative motivation has certain limitations, through its use only the

minimum of effort is put in to avoid punishment. Moreover the imposition of punishment frequently results in frustration among those punished, leading to the developmental behavior. Punishment also creates a hostile state of mind, and tin unfavorable attitude to do the job. Moreover it may result lower productivity because it tends dissipate such human assets as loyalty, co-operation and esprit decors. Motivation may be defined as he desire and willingness of a person to expend efforts to reach a particular goal or outcome. Individual motivation is a consequence of many forces operating simultaneously in the person and in the persons environment. Motivated behavior results from the interplay of many factors including organization cultures leadership style structure, and human resources policies and practices. The individual personality trails, skills and attitudes that a person brings to the job also play a large part in motivation. Individual motivation is further influenced by the desirability of rewards and by expectancy that will lead to the performance that will produce the desired outcomes. The effort is expended, coupled with the individual's skill and abilities results in performance. However, the technology that is in use, the support services that are provided (such as proper raw materials or parts supplied at the light time), and the training given to the person are also factors in the level of performance. Performance leads to rewards of both intrinsic and an extrinsic nature. Intrinsic rewards are internal reinforcement such as feelings of accomplishment and self worth; extrinsic rewards are external reinforcements such as pay, recognition or promotion. Motivated employees are the biggest assets of an organization. Employees are becoming the competitive advantages for business in the modern worked. No mater how much technology and equipment on organization has these things cannot be fully utilized until people who have been motivated guide them. Think

for a minute of an organization with the abundance of resources but a work force is not willing to exploit its capabilities to fullest due to lack of motivation, where will this organization head for? Obviously towards decline. Bad employees fail the business. If company needs hard-to-find workers they normally hike salaries, but this increase the likelihood of someone leaving a job for the one that pays more. The reason for increasing job turnover is the lower levels of loyalties and untying of bonds between employers and employees, finally, more and more employees no longer tolerate bad bosses. Honey and peaks can be used to attract people there. Good losses drive employee satisfaction and determination. Good pay and good benefits are important, but the real focus must be on making work interesting and establishing good managers. The main objectives of Human Resources Management may be stated as to motivated and utilize able and suitable work force of the organization to accomplish its basic goals. Motivation is important function of managers. In cocoordinating the activities of people and increasing the level of performance, manager should motivate them in a proper manner. Without motivation even an able person may also not take up the organizational tasks with interest and commitment. Generally the arc two aspects of motivation in organizations Firstly is the necessary of motivation that arises in the case of those jobs which are so uninteresting that few employees would like to handle them. In order to get such work done, there has to be a motivation or incentive to the extent of overcoming the job resistance. Secondly motivation is necessary not only in the simple performance of particular jobs but also for getting the best out of every employee in the organization. In the old days motivation was mainly through money incentive. Money incentive still has its place in motivation, but the

scope is wider today with other motivating factors like affording more leadership opportunities, participation, relaxation of supervision and delegation of more powers, concessions in working hour's job enlargement, special facilities, privileges or perquisites and sickness benefits.

ELEMENTS OF MOTIVATION
The following are the essentials of a sound motivation system, according to Koontz and O'Donnell

PRODUCTIVITY: A good motivational is that which helps in increasing efficiency and productivity of the labour. COMPETITION: An inducement at work hard and compete
each other is a sound proof of the good motivational system. Of course, one has to see that the cost of production does not go on because of such inducements.

COMPREHENSIVENESS:

A good motivational system should help the working force to satisfy primary, social and personal needs. It should be applicable to all types of workers and as far as possible in equal proportion. able to adopt itself according to circumstances and situations. Since different individuals or group of individuals has different needs and thus can be induced differently. Rigidity in any system is not good. Behavioral sciences arc subject to changes. Flexibility helps in adjustments; hence advocated.

FLEXIBILITY: A Motivation system should be such which is

Chapter 3 THEORIES OF MOTIVATION

THEORIES OF MOTIVATION
MOTIVATION THEORITICAL PERSPECTIVE

Human motives are based on needs, whether consciously or subconsciously felt. Some are primary needs, such as the physiological, requirements for water, air, food and shelter. Other needs may be regarded as secondary such as self-esteem, status, and affiliation with others, affection means giving accomplishment and self assertion these needs vary in intensity and overtime among different individuals. Motivation is general term applying to the entire class of live, desire, wishes and similar forces. "Motivation is a Latin word "TO MOVE Human motives are " " internalized goals within individuals. A motive is and inner state that energies, activates or moves and directs or channels behaviour towards goals. All human behaviour is designed to achieve certain goals and objectives. Such goals directed behaviour revolves around the desire for needs satisfaction. Needs set up drives to accomplish goals. Motivation consists of the three interaction and interdependent elements of needs, drives and goals.

THEORIES OF MOTIVATION:
There are several approaches to the study of motivation; a perusal of the theories will help us understand the nature of motivation better. All the theories can be classified into two broad categories EARLY theories and CONTEMPORARY theories.

EARLY THEORIES INCLUDE

Scientific management, and Human Relation model.

CONTEM PORARY THEORIES FURTHER CLASSIFIED INTO

Content Process Reinforcement categories.

CONTENT THEORIES INCLUDE Maslow's Need Hierarchy Theory Hertzberg's Two Factors Theories
Alderfer's ERG and Achievement Motivation Theory

PROCESS THEORY INCLUDE

Vroom's Expectancy Model

Adam's Equity Theory and Porter's Performance and Satisfaction Model

EARLY THEORIES
SCIENTIFIC MANAGEMENT
Scientific management is the name given to a philosophy and set of methods and techniques that stressed the scientific study and organization of work at the operational level for the purpose of increasing efficiency. Several luminaries contributed their ideas to the philosophy of scientific management but the movement is more associated with F. W.Taylor who is remembered as the father of scientific management. Scientific management had contributed several techniques which are relevant even today. The techniques are: 1. Scientific method of doing work 2. Planning the task 3. Scientific selection, training and remuneration workers 4. Standardization 5. Specialization and division of work 6. Time and motion studies 7. Mental revolution Coupled with Taylors logical and rational approach to management was the simple theory of human behavior. People are primarily motivated by economic rewards and will take direction if offered and opportunity to improve their economic positions. Put simply, Taylor's theory stated that: 1. Physical work would be scientifically to determine the optimal method of performing a job. 2. Workers could, thereafter be made more efficient by giving them prescription as to how they were to do their jobs.

HUMAN RELATION MODEL

Eventually it became clear that the assumption that workers were primarily motivated by money inadequate. Elton Mayo and other human relations researchers found that the social contacts which the workers had a workplace we also important and that the boredom and repetitiveness of tasks were themselves factors in reducing motivation. Mayo and others believed that managers could motivate employees by acknowledging their social needs and by making they feel useful and important. As a result employees were given some freedom to make their own decisions on their jobs, greater attention was paid to the organization's informal work groups more information has provided to employees about the manager's intentions and about the operations of the organization. In the scientific management model, workers had been expected to accept the management authority in return for high wages, made possible by the efficient system designed by the management and implemented by the workers. In the Human Relations Model, workers were expected to accept the management authority because supervisors treated them with consideration and were attentive to their needs. The Problem with the human relation model is its undue reliance on social contacts at work situations for motivation employees. Social contacts though desirable, by themselves will not always help motivate workers.

CONTEMPORARY THEORIES
CONTENT THEORIES:
Maslow's need hierarchy theory, Hertzberg's two-factory theory, Alderfer's ERG theory and McClellands achievement theories are classified as content theories. These use individual needs to help in the understanding of job satisfaction and work behavior. Needs reflect either physiological deficiency, Hungerm for examples are a physiological needs where as desire for emotional support is a psychological need. Needs are an additional aspect of individual attributed which complement his/her demographic, contemporary, and psychological characteristics. Although content theories disagree somewhat concerning the exact nature of the needs, they do agree that

Stated more clearly, content theorists suggest that the manager's job is to create a work environment that responds positively to individual needs such things as poor performance undesirable behaviour and decreased satisfaction can be partially explained in terms of dissatisfied needs also the motivational value and reward either does or doesnt respond.

MASLOW'S NEED HIERARCHY THEORY

This theory probably the most widely known theory of individual need and motivation, this theory was written by ABRAHAM MASLOW who was a clinical psychologist in USA Maslow. He suggested flowingly through his theory

Every individual has a complex set of exceptionally strong

needs.

Behaviour of an individual at a particular moment is usually

determined by his strong need. According to psychologists, human needs have a certain priority, as the more basic needs are satisfied the individual seeks to satisfy the higher needs, if the basic needs are not satisfied efforts to satisfy the higher needs will be postponed. Maslow stated that people have five basic levels of needs which they tend to satisfy in a hierarchical fashion. He proposed that human needs can be arranged in a particular order from the lowest level need to the highest level need, this hierarchy of human needs is shown in the following figure.

This needs hierarchy can be explained as follows:

PHYSIOLOGICAL NEEDS:
The physiological needs are taken at the first or starting step for motivation theory because these are the strongest needs unfilled they are reasonably satisfied, there are the basic bookie needs comprising of hunger, thirst, shelter, clothing air and other necessities of life, human being first try to acquire these basic necessities of life, only then tend to move to the second level of needs.

SAFETY NEEDS:
In the hierarchy of needs the second needs are safety and security needs once a reasonable level of physiological needs are satisfied the name beings tend to satisfy the second level of needs which are security and stability in todays civilized society a person is usually protected from physical danger or threats of violence etc., so that the safety and security needs dwell upon economic and job security of source of income provision for old age hindrance against risk medical insurance and other protective measures to safeguard the satisfaction of physiological needs in the future which may be unpredictable.

SOCIAL NEEDS:
Once the second level is satisfied the human beings strive to satisfy their social needs man is a social animal he wants to belong to a social group where his emotional needs for love affection warmth and friendship are satisfied social needs can be satisfied by being in the company of friends, relatives or other group such as work groups or voluntary groups.

ESTEEM NEEDS:
Fourth in the hierarchy of needs is ego or self esteem needs which are concerned with self respect, self confidence recognition appreciation applause restage power and control these needs give the individuals a sense of self worth and ego satisfaction.

SELF ACTUALISATION NEEDS:

At the top of the hierarchy is the need for self actualization or the need to fulfill what a person considers to be the mission in his liger after all his other needs are fulfilled a man has the desire for personal achievement.

HERTZBERG'S MOTIVATION HYGIENE THEORY

This theory developed by Fredrick Hertzberg and his associates developed the motivation Hygiene theory commonly known as the two factor theory in the late 1950s and early 1960s. Hertzberg and his associates conducted a research based on the interview of 200 engineers and accountants who looked for 11 different firms in PITTSBURGH area, USA. The purpose of the research was to find out as to what variables are perceived to be desirable goals to achieve and conversely undesirable conditions to avoid. During the course or the interviews these men were asked to describe of few previous job experiences in which they felt exceptionally good or exceptionally bad about jobs they were also asked to that the degree of which their feelings were influenced for better or worse by each experience which they described. Based upon the answer received from these 200 people. Hertzberg concluded that there are certain factors that tend to be consistently related to job

satisfaction and on the other hand there are some factors, which are consistently related to job dissatisfaction the last of job conditions. He referred to as maintenance or hygiene factors and the first job conditions as motivational factors, the motivational factors are intrinsic in nature and hygiene factors are extrinsic in nature, these two factors are described in detail as follows.

HYGIENE FACTORS
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Company policy and administration Technical supervision Inter personal relations with supervisor Inter personal relations with peers Inter personal relations with subordinates Salary Job security Personal life Working conditions Status

MOTIVATIONAL FACTORS 1 2 3 4 5 6 Achievement Advancement Possibility for growth Recognition Work itself Responsibility

The following figure gives the overall idea on the two factors theory

ERG THEORY
Clayton Alderfer reformulated Maslows need hierarchy theory. The erg need theory developed by Alderfer, condenses the five needs given by Maslows into three erg world is derived from the first letters of each of these levels of needs. These three are:

1. EXISTENCE NEEDS: The existence needs combine the

physiological and safety needs of Maslows model. The existence needs are satisfied by material incentives. These needs include the basic survival needs of human beings, needs for physical and psychological safety from threats to people's existence and well being.

2. RELATEDNESS NEEDS: Relatedness needs, included

Maslow's social and esteem needs, which are derived from other people. These include relationships with other people we care about; these needs are satisfied by personal relationships and social interactions.

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

actualization needs; this need involves persons making creative efforts to achieve full potential in the exiting environment. These needs will be satisfied only if an individual involves himself in the activities of the organization and searches for new challenges and opportunities Alderfer revised Maslow's theory in other ways also.

Mc GREGOR 'S THEORY X AND THEORY Y:

Douglas Mc Gregor introduced these two theories i.e. Theory X and Y, based on the two distinct views of human beings. He proposed, at opposite extremism two pairs of assumptions about human beings which he thought were implied by the actions of the managers. Theory X deals with one extreme based on one set of assumptions and theory Y deals with another extreme based on another set assumptions these theories are not based on any research but according to McGregor, these are intuitive deductions.

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

human behaviour the assumptions generally held by the manager in this theory are: The average human beings inherently dislike work and will try to avoid it, whenever possible. As the employees are lazy, they must be controlled, coerced, threatened with punishment to achieve goals to which they are indifferent. Average employees will try to avoid responsibility and seek formal directions whenever possible because they have relatively little ambition.

THEORY Y:

This approach assumes that management by direction and control is a questionable method for motivation such people whose physiological and social needs have been satisfied and whose social esteem and self actualization needs are becoming more important. For such people, Theory Y, seems to be applicable about people. The average human being does not inherently dislike work. He can view work as natural or enjoyable as rest or play. Employees will exercise self-direction and self control in the attainment of the objectives to which they are committed.

Given proper working conditions average person can learn to accept and even to seek responsibility. Commitment to objectives is a function of the rewards associated with their achievement.

APPLICABILITY OF THEORY X AND THEORY Y :

Theory X and the Theory Y represent two extremes. No person can belong to these two extreme situations. Each person possesses the traits of Theory X and Theory Y, though the degrees may be different under different situations, though, no generalizations can be made, still it appears that Theory X is more applicable to unskilled and uneducated lower class workers who work for the satisfaction of their physiological needs only, Theory Y appears to be applicable to the educated, skilled and professional employees who understands their responsibilities and do not need any direction and control. However there can be exceptions. A lower level employee may be more responsible and mature than a well qualified high level employee, still these theories are very important tools in understanding the behaviour of human being and in designing the motivational schemes, and the management should use a combination of both the theories to motivate different employees. Still these theories are very important tools in understanding the behavior of human being and in designing the motivational schemes, the management should use a combination of both the theories to motivate different employees.

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

letter Z does not stand for anything. It is just to denote the state of affairs in organization and human behaviour as has been done in case of Theories X and Y. Ouchi came out with this theory after making a comparative study of American and Japanese management practices. It is an integrative model, containing the best of both American and Japanese practices.

It takes into account the strengths of Japanese management e.g. social cohesion, job security, concern of employees, as well as American management e.g. speedy decision making, risk taking snicks, individual autonomy, innovation and creativity, Theory Z is a mixed US-Japanese management system for modern organizations.

FEATURES OF THEORY Z:
TRUST ORGANISATION-EMPLOYEE RELATIONSHIP EMPLOYEE PARTICIPATION STRUCTURELESS ORGANISATION HOLISTIC CONCERN FOR EMPLOYEEES

PROCESS THEORY
Content theories emphasize the important if inner needs in motivation Maslow's, Alderfer, Hertzberg and other researchers focused on existence of these needs and their role in initi ating the motivational cycle. Unfortunately, most content theories state three assumptions that limit their usefulness to managers. The theories assume that 1. All employees are alike 2. All situations are alike and 3. There is one best way to motivate all employees In recent years, a substantially different approach to understanding motivation has emerged. This approach includes a number of process theories that view motivation as an individual's decision to act so as to put forth some given level of effort. There are three such theories namely expectancy theory, equity theory, and performance satisfaction model.

EXPECTANCY MODEL (VROOM'S THEORY):

Victor Vroom made an important contribution to be understanding of the concept of motivation and the decision processes that people use to determine how much effort they will expend on their jobs. Criticizing Herzberg's two factors theory, He said that a person's motivation towards an action at any time would be determined by an individual's perception that a certain type of action would lead to a specific outcome and his personal preference for this outcome, This model is based on the belief that motivation is determined by the nature of the reward people expect to get as a result of their job performance. Because man is a rational human being he will try to maximize the perceived value of such rewards. People will be highly motivated of they are made to believe that if they behave in a particular way they will receive a certain type outcome according to their personal preference. There are three variables in Vroom's model given in the form of an equation, since the model is a multiplier, the entire three variables must have high positive value to imply motivated performance choices. If any of the variables is zero, then probability of motivated performance tends to be zero.

VALENCE: Valence means the attraction of an outcome to the

individual, whenever an individual has performance for a reward valance is the strength of that preference. The valence is something subjective and varies from person to person.

EXPECTANCY: Expectancy is also referred to as the effort

performance probability. It refers to the extent to which the person believes his efforts will lead to his first level outcome i.e. Completion of the task.

INSTRUMENTALITY: Instrumentality refers to the probabilities

attached by the individual to each possible performance outcome alternative just as the individual previously assigned probabilities to various levels of effort leading to different levels of performance. The management must recognize and determine the situation as it exists and take steps to improve up on these factors for modification of behaviour, so that highest value can be achieved individuality. Management for example, can deal with the different situations in the following way:

EQUITY THEORY:
The Equity Theory is another process theory. The theory owes its origin to several prominent theorists like Fcstinger, Heider, Humans, Jacques, Patchen, Weick and Adams. However, it is Adams' formulation of the equity theory, which is the most highly developed and researched statement on the topic. Therefore, Adams' formulation is considered here. Like any other theory, the equity theory is also alternatively known as the 'social comparison' theory, 01 the 'inequity' theory. True to its name, the equity theory is based on the assumption that individuals are motivated by their desire to be equitably treated in their work relationships. When employees work for an organization, they basically exchange their services for pay and other benefits. The equity theory proposes that individuals attempt to reduce any inequity they may perceive as a result of this exchange relationship. For example, if employees perceive that they are either overpaid or underpaid, they will be motivated to restore equity. Four terms are important in the theory: Person: The individual for whom an equity or inequity exists. Comparison other: Any group or individual used by a person as a reference regarding inputs and outcomes. Inputs: Characteristics which individuals bring with them to the job-education, skills, experience, and so on. A person subjectively perceives these. Outcomes: Pay, promotions, fringe benefits, and so on received from a job. A person also subjectively perceives these. The theory proposes that the motivation to act develops after the person compares his or her inputs/outcomes with the identical ratio of the comparison other. Inequity is defined as the perception that a person's job inputs/outcomes ratio is not equal to the inputs/outputs ratio of the comparison other.

PORTER

AND

LAWLER

MODEL

OF

MOTIVATION
Lyman Porter and Lawler came out with a compthensive theory of motivation. They posit that motivation, performance, and satisfaction are all separate variables and relate in ways different from what was traditionally assume. Figure shows the multivariable model of porter and Lawler. As shown in the figure, boxes 1, 2 and 3 are basically the same as Vroom's equation. However, Porter and Lawler point put that an effort (force or motivation) does not directly lead to a performance. It is mediated by abilities, traits, and role perceptions. More important - in the Porter and Lawler modelis what happens after the performance. The rewards that follow and how they are perceived will determine the satisfaction.

ELEMENTS OF THIS MODELS ARE AS FOLLOW:

Effort

VAIAJK

or

REWARD

Perceived effort reward probability PERFORMANCE Rewards Satisfaction

REINFORCEMENT THEOR Y:
An influential and controversial approach to influencing human behaviour is based on the observation that the consequence of an individual" behaviour in one situation influences that individual's behaviour in a similar situation in future. Techniques

based on this principle have been developed to change human behaviour. Such a technique, generally known as 'operand conditioning', has been advocated by B.F. Skinner. Its implication is that individual behaviour and be predicted from a person's past experiences. The operant - conditioning approach to behaviour is based on the law of effect, which states that behaviour having a rewarding consequence is likely to be repeated. This is a positive reinforcement. On the other hand, a behaviour that leads to a negative or punishing consequence tends not to be repeated. This is negative reinforcement. When operant conditioning is used to control behaviour of employees in an organization, it is called organizational behaviour modification (OB Mod). The theory has an important implication for managers. If a manager desires to change to behaviour of his or her subordinate, he or she (manager) must change the consequences of the behaviour. An employee who frequently comes late can be motivated to come in on time if the manager expresses strong approval of each on-time or early arrival, rather than shrugging the matter off. Late arrivals can also be stopped by strongly disapproving such behaviour. However, rewarding a desirable behaviour is more effective than punishing an undesirable behaviour.

THE PORTER AND LAWLER MODEL OF MOTIVATION FIGURE

Chapter 4 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

The Research process involves identifying a management problem or opportunity analyzing and reporting the information specified in the research problem. Every research study has its own specific purpose. And its objectives generally concerns with the particular problem which the researcher gain new insights, to portray accurately the characteristics of particular group, situation and to test the casual relationship between variables. The research design is prepared to solve the problem and it is the arrangements of conditions for collection and analyses of data in a manner that aims to combine relevance to the research purpose with economy in procedure the researcher generally uses exploratory, descriptive and casual research or hypothesis testing to solve the research problem. Next, the data collection with the help of primary data and secondary data methods are applied. For these questionnaires and personal interviews will be helpful. Data analysis and interpretation are made to find suggestions and valuable which is outcome of the research study.

RESEARCH DESIGN
A Research Design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Generally the Research Design can be conveniently described in 3 ways. Research Design in case of exploratory research studies. Research Design in case of descriptive and diagnostic research. Research Design in case of hypothesis-testing research studies. Steps in Research Process:

1. Defining the Research Problem 2. Statement of Research Objectives 3. Planning the Research Design 4. Determining the Sample Design 5. Collection of Data 6. Executions of Project 7. Analysis of Data 8. Formulation and Conclusion 9. Preparation of the Report

SOURCE OF INFORMATION
The source through which data collected was: Primary source Secondary source Primary source: Primary source include the respondents from whom the required information was collected directly and their personal opinion was regarded. There was no force on the respondents while collecting the data. The data was also collected through personal interview and through questionnaire. Secondary source: Secondary source include people, personal, manual, magazines and the concerned literature on the subject from organization and library.

SAMPLING DESIGN

 The method of sampling used was random sampling. The respondents were chosen at random due to busyness and non-availability of the employees. The aim of the study was to cover employees at all hierarchy level. Therefore, the sample of the respondents was chosen at each level of the hierarchy in all the departments and services. The sample size was taken as 100. The sample design included the respondents from head level to the lower division `level; so that the parameters for the study are generalized for all the levels in the Organization.

SAMPLE SIZE
All items in any field of in query constitute a universe or population. A finite subset of the population gives a sample. The statistical units in the sample are called sample units. The number of units in the sample is called the size of the sample. If the size of the sample is less than or equal to 30 then it is called as a small samples. Otherwise that it if the size of the sample is greater than 30, it is called as large samples.

TOOLS FOR DATA COLLECTION

Tools used for data collection are as follows: I. Discussion (unstructured discussion) II. Questionnaires (structured discussion)

I. Unstructured Discussions:
Under this method of data collection, the researchers personally interview the respondents to gather the information. The respondents were asked to present their views and opinions about the Performance Appraisal system in the Organization. The opinions of the respondents were used as the primary source of information preparing the study report. Sometimes the precious information cannot be collected from the structured Questionnaire because it has only limited questions, at that time information cannot be collected through this method.

II. Structured Questionnaire:

It is usually associated with the selfadministrated tools with item of the closed or fixed alternative type. The respondents feel greater confidence in the anonymity of questionnaire than in that of any interview. It places less pressure on the subject of immediate response. These were the reasons for choosing questionnaire as one of the tools for data collection.

STATISTICAL TOOLS USED

Bar charts Pie-charts Tables

Chapter 5 INDUSTY PROFILE

COMPANY PROFILE

National Thermal Power Corporation Limited (NTPC) is the largest thermal power generating company of India. The public sector company was incorporated in the year 1975 to accelerate power development in the country as a wholly owned company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the company and the balance 10.5% is held by FIIs, Domestic Banks, Public and others. Within a span of 30 years, NTPC has emerged as a truly national power company, with power generating facilities in all the major regions of the country. Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms of thermal power generation and the second most efficient in terms of capacity utilization amongst the thermal utilities in the world recognizing its excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public Sector 'Maharatnas'- a potential global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way to realize its vision of being "A world class integrated power major, powering India's growth, with increasing global presence".

THE VISION:
The vision of the company states the fundamental purpose of their existence. To be one of the worlds largest and best power utilities, powering Indias growth. The values of the company provide the essential and enduring general guiding principles in the way it conducts itself in realizing the vision through COMIT.

Customer Focus Organizational Pride Mutual Respect and Truth Initiative and Speed Total Quality

NTPC dreams of building a great company could be achieved through articulation of this core ideology by involving people in sharing this vision and core values and taking steps for actualization of the same.

THE OPERATIONS

NTPC's core business is engineering, construction and operation of power generating plants and also providing consultancy to power utilities in India and abroad. The installed capacity of NTPC is 23,749 MW through its 13 coal based (19,480 MW), 7 gas based (3,955 MW) and 3 Joint Venture Projects (314 MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW). NTPC is also managing Badarpur thermal power station (705 MW) of Government of India.

Power Generation:

Presently, NTPC generates power from Coal and Gas. With an installed capacity of 30,144 MW, NTPC is the largest power generating major in the country. It has also diversified into hydro power, coal mining, power equipment manufacturing, oil & gas exploration, power trading & distribution. With an increasing presence in the power value chain, NTPC is well on its way to becoming an Integrated Power Major.

Installed Capacity:
Be it the generating capacity or plant performance or operational efficiency, NTPCs Installed Capacity and performance depicts the companys outstanding performance across a number of parameters.

NTPC Owned Coal Gas/Liquid Fuel Total Owned By JVs Coal & Gas Total

NO. OF PLANTS 15 7 22 4 26

CAPACITY ( MW) 23,895 3,955 27,850 2,294 30,144

Regional Spread of Generating Facilities

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

Coal Based Power Stations:

With 15 coal based power stations, NTPC is the largest thermal power generating company in the country. The company has a coal based installed capacity of 23,895 MW.

Uttar Pradesh 2. Korba Chattisgarh Ramagunda Andhra 3. m Pradesh 4. Farakka West Bengal Madhya 5. Vindhyachal Pradesh Uttar 6. Rihand Pradesh 7. Kahalgaon Bihar Uttar 8. Dadri Pradesh Talcher 9. Orissa Kaniha 10 Uttar Unchahar . Pradesh 11 Talcher Orissa . Thermal 12 Andhra Simhadri . Pradesh 13 Uttar Tanda . Pradesh 14 Badarpur Delhi . 15 Sipat-II Chattisgarh 1. Singrauli

COAL BASED( Own ed by NTPC)

STATE

COMMISSIONE D CAPACITY( MW ) 2,000 2,100 2,600 1,600 3,260 2,000 1,840 840 3,000 1,050 460 1,000 440 705 1,000

. Total

23,895

Coal Based Joint Ventures:

COAL BASED ( Owned by JVs) COMMISSIONE D CAPACITY

STATE

1. Durgapur 2. Rourkela 3. Bhilai Total

West 120 Bengal Orissa 120 Chhattisga 574 rh 814

Hydro Based Power Projects (Under Implementation)

NTPC has increased thrust on hydro development for a balanced portfolio for long term sustainability. The first step in this direction was taken by initiating investment in Koldam Hydro Electric Power Project located on Satluj River in Bilaspur district of Himachal Pradesh. Two other hydro projects under construction are Tapovan Vishnu gad and Loharinag Pala. On all these projects construction activities are in full swing.

HYDRO BASED 1. Koldam (HEPP) 2. Loharinag Pala (HEPP) Total

STATE Himachal Pradesh Uttarakhand

APPROVED CAPACITY( MW) 800 600 520 1,9

3. Tapovan Vishnugad Uttarakhand (HEPP)

20

Gas/Liquid Fuel Based Power Stations:

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

GAS BASED 1. 2. 3. 4. 5. 6. 7. ( Owned by NTPC) Anta Auraiya Kawas Dadri Jhanor-Gandhar Rajiv Gandhi CCPP Kayamkulam Faridabad Total

STATE Rajasthan Uttar Pradesh Gujarat Uttar Pradesh Gujarat Kerala Haryana

COMMISSIONED CAPACITY( MW) 413 652 645 817 648 350 430 3,955

Gas Based Joint Ventures:

COAL BASED ( Owned by STATE JVs) 1. RGPPL Maharashtra Total COMMISSIO NED CAPACITY 1480 1480

NTPC Environment Policy:

NTPC has actively gone for adoption of the best international practices on environment, occupational health and safety areas. The

organization has pursued the Environmental Management System (EMS) ISO 14001 and the Occupational Health and Safety Assessment System (OHSAS) 18001 at its different establishments. As a result of pursuing these practices, all NTPC power stations have been certified for ISO 14001 & OHSAS 18001 by reputed National and International certifying Agencies.

NTPC Values & Culture:

Business Ethics Customer Focus Organizational & Professional Pride Mutual Respect & Trust Innovation & Speed

Corporate vision:
A world class integrated power major powering Indias growth with increasing global presence.

Organization Mission:
Develop and provide reliable power, Related products and services at competitive prices, integrating multiple energy sources with innovative and eco friendly technologies and contribute to society.

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

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

2. To operate and maintain PowerStation at high availability

ensuring minimum cost of generation.

3. To develop appropriate commercial policy, heading to

remunerative tariffs tend and minimum receivables.

4. To introduce assimilate and attain self sufficiency in

technology acquires expertise in utility management practice and to disseminate, knowledge essentially, as contribution to other constitutes of the power sector in the company.

Recognitions & Awards

1. The Prime Minister Sharma Bhutan Awards 1987, 89,94,95,96. 2. CEA Gold Medal 3. Karmika Ratna Award of AP govt 1993-97

4. Rajbhushan Award 1999-2000 5. IOC Award for Oil Conservation1993 6. Golden Peacock Award for Excellence in Corporate Governance 7. Best HR Practices Award 8. Platts Top 250 Global Energy Company, Platts 9. Business Standard Award - Star Company (Public Sector Undertaking) of the year 10. Business Super Brand Title 11. Golden Peacock Environment Management Award - 2008 Institute of Directors 12. ICAI Award for Excellence in Financial Reporting, 13. International Project Management Award 2008 14. CII-Exim Excellence Award 2008 15.Golden Peacock Award for Occupational Health & Safety -2008

Ramagundam Legend:
According to the mythological legend Lord Rama visited Ramagundam during exile period. His feet are enshrined in a

monument which has been preserved over centuries.

RSTPS MISSION:
1. Make available reliable quality power in increasing large quantities at appropriate tariffs and ensure timely realization of revenue. 2. Speedily plan and implement power projects with contemporary technologies. 3.Implement strategies diversification in the areas of R&M, Hydro,LMG and non conventional eco friendly fuels and explore new areas like transmission , information technology etc. 4. Promote consultancy and prudent acquisitions. 5. Continuously develop competent human recourses to match world standards. 6. Be a responsible corporate citizen with trust on environment protection realization and ash utilization.

RSTPS VISION:

A world class integrated power major powering India growth with increasing global presence .

The Onset of RSTPS

NTPC was the third in the series of super thermal power station set up by the corporation. Late honble prime minister of India laid the foundation stone for this station on 14-11-1878. The station is situated on the banks of river Godavari in karimnagar of Andhra Pradesh across the coal pinhead of Singareni Collieries Co.Ltd. The station has installed capacity of 2600 MV in the back bone of southern grid. Within a decade the station constructs and commissioned three units being only station in the country and commissioned all the seven units ahead of schedule of feet that will remain a record for a long time. The station has excelled in all the facts operations namely generations, plant load factor environment management human resources development.

Station Highlights:
Commercial operation for 2004-05 the turnover is 2024 cores and the profit is 108 cores profit record haulage of coal in single day of 78720 on 29 the June 98. Asian recur d station on recorded highest loading factor of 99.4% per the year 1999-2000 continuous run of unit -6500MW for 406 days third best in the world .

RSTPS ACHIVEMENT AS A GREAT WORLD:

Several industries have advocated the need for environmental protection accomplishing these costs very successfully is RSTPS. Using eco friendly measures for economic growth. Right from the

beginning RSTPS has made conscious efforts to preserve and upgrade the environment. A separate environment management group has been set up at RSTPS. A rare feet being the successful plantation of caesarian trees and eucalyptus trees in and around the ash dykes to prevent ash from being air born at RSTPS. The accent is not only preserving the environment but also creating a whole new one. This eco friendly approach has made the once farm less and barren Ramagundam into sanctuary beaming with plant life.

Jyothi Nagar an Ideal Place:

A well laid out town ship has been constructed an 800 acres of land between RAMAGUNDAM and GODAVARIKHANI which houses over twenty thousand people inhabitants with in amenities including Schools, Junior Colleges, Recreation Center, Hospital, Post Office, Bank and places of worship well designed parks added to the ascetic value . It is our pride that the wards of employee secure to professional college including some prestigious institution and many other are placed.

RSTPS INSTALLED CAPACITY

RSTPS (Ramagundam Super Thermal Power Station) is one of the fifteenth coal based project owned by NTPC with installed

capacity of 2600MW.

RSTPS AT A GLANCE
Approved capacity Installed capacity 2600MW Stage I :3x200MW stageII:3x500MW stage III:1x500MW Karimnagar, Andhra Pradesh (i) South Godavari coal fields of singareni collieries for stage one and two (ii) Korba coal fields of SECL for stage III Sri ram sagar dam on Godavari river , d-83 canal from pochampadu reservoir Pondicherry, goa, Kerala, Karnataka, tamilnadu,AP. Rs.2059.22 cr stage I & II Rs.1818.46 cr stage III IDA,IBRD,OPEC,KFW EXIM BANK JAPAN,SFD

Location Coal source

Water source

Beneficiary states Approved investment International assistance

RAMAGUNDAM HIGHLIGHTS:

STATION

Record haulage of coal in single day of 78,720 MT on 29 June, 1998 Asian record.

 Station recorded Highest Loading Factor of 99.4% for the year 1999-2000. Continuous run of VI unit 500 MW for 406 days, Third Best in the World. Ramagundam 500 MW Unit-7 (Stage-III) has successfully completed one year of commercial operation on 25-032006 without any tube leakage. The unit generated 3802.492 MUs @ a PLF of 86.81%. Considering the loss of generation of 297 MUs due to backing down, the deemed, PLF is 93.59%. The unit also has achieved a continuous run of 97 days without tripping in the first year of operation itself. Ramagundam Station achieved 47.94% (18.63 LMT) of Ash utilization during the financial year against the target of 47% (18.20 LMT). Ramagundam & Simhadri were recommended for Commendation certificate for Strong Commitment of Excel by CII. Ramagundam bagged Innovative Safety Practices award for the year 2005 from Institution of Engineers. Ramagundam Station bagged Best Management award from Govt. of A.P. for the year 2004-2005. N.T.P.C Ramagundam bagged Golden shield for the Financial year 2000-2001; 2001-2002; 2002-2003 and 20032004 for outstanding performance in power generation.

The power generated by N.T.P.C Ramagundam is being distributed to the following beneficiaries States: 1. Pondicherry : 3% 2. Andhra Pradesh : 29% 3. Karnataka : 12% 24% 4. Tamilnadu : 17% 5. Kerala : 15%

INDUSTRY PROFILE
Energy is an important in the overall economic development activity of any country. It has become synonymous with the progress in all fields of activities. Its standard of living in the word of DAGLI is as follows, It is said that the difference between a starving Indian peasant and a prosperous American farmer is that

behind his elbow the Indian farmer has almost nothing while his American counterpart has thousands of horse power. Thus, it is energy, which is the dividing line between any subsistence economy and a highly developed economy. India is poor and America is rich because America consumes nearly 50 times as much energy as is consumed by India. Energy us at the heart of the modern industrial society. It could also be an effective weapon in the battle against objective poverty. There is a close correlation between energy consumption and level of economic development. Energy means capacity of doing work there are various sources of energy but in India, the important source are coal, hydroelectricity, oil and natural gas, nuclear fuels, firewood and animal wastes. Despite the development of various sources in the energy sector, the fact remains that low cast energy sources like fir wood, cattle during and vegetable wastes account for as much as 45 percent of energy consumption in the country. Power development in India began in 1897 when a 200KW hydro station was first commissioned at DARJEELING. In 1899, a first steam station was setup in Calcutta with a total capacity of 100KW. There after a series of hydro and steam power station were commissioned. However, the power development was not in a systematic and a planned manner in the country. Therefore, in order to achieve the objective or promoting the co-ordination development and rationalization of generation, transmission, and distribution of electricity on a regional basis throughout the country in the most efficient and economic way, the State Electricity Board (SEBs) was constituted in the various states of the country. Under the Provisions of the Electricity Act 1848. These SEBs were to enjoy the monopoly in respect of generation, transmission, and distribution of electricity in the country. After constitution of SEBs, there was phenomenal improvement in the development of installed capacity and power generation. The efficiency pf of working

power plant and their maintenance have been unsatisfactory, because of which the power generating capacity created could not have been fully utilized. Power is the single factor, which changed the w3ay of living. The NTPC Limited, established on Novem ber 7 1975, has become the most important infrastructure input for improving the standard of living to meet the growing demand and to fulfill the needs of the country. Just in 30 years, this company has grown to be the largest producer of power in the country. Keeping the significance of power supply in sight, NTPC had chosen for the purpose of the study as it has many units under its control. Ramagundam Super Thermal Power Station (RSTPS) has selected for the .study

Chapter 6 DATA ANALYSIS & INTERPRETATION

1) Will you agree that the awards provided by the NTPC are satisfactory?
TABLE 6.1
Options Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 10 35 5 0 50 Percentage (%) 20 70 10 0 100

GRAPHICAL REPRESENTATION

10%

0%

20%

Strongly Agree Agree Disagree Strongly Disagree

70%

INTERPRETATION 20% of the employees are Strongly Agreed that the awards
provided by NTPC are satisfactory. 70% of the employees are Agreeing that the awards provided by NTPC are satisfactory. 10% of the employees are Disagree that the awards provided by NTPC are satisfactory. 0% of the employees are Strongly Disagreed that the awards provided by NTPC are satisfactory.

2) Will you agree that organization are good?

TABLE 6.2
Options Strongly Agree Agree Disagree Strongly Disagree Total

the

motivation

concepts

in

the

No. of Respondents 20 25 5 0 50

Percentage (%) 40 50 10 0 100

GRAPHICAL REPRESENTATION

10%

0% 40%

strongly Agree Agree Disagree strongly Disagree

50%

INTERPRETATION 40% of the employees are Strongly Agreed that the motivation
concepts are good in the organization. 50% of the employees are Agreeing that the motivation concepts are good in the organization. 10% of the employees are Disagree that the motivation concepts are good in the organization. 0% of the employees are Strongly Disagreed that the motivation concepts are good in the organization.

3) Will you agree that the performance appraisal given by the company is satisfactory?
TABLE 6.3

Options Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 12 30 6 2 50

Percentage (%) 24 60 12 4 100

GRAPHICAL REPRESENTATION

12%

4%

24%

Strongly Agree Agree Disagree

60%

Strongly Disagree

INTERPRETATION 24% of the employees are Strongly Agreed the performance

appraisal given by the company is satisfactory. 60% of the employees are Agreed the performance appraisal given by the company is satisfactory. 12% of the employees are Disagree the performance appraisal given by the company is satisfactory. 04% of the employees are Strongly Disagreed the performance appraisal given by the company is satisfactory.

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

TABLE 6.4

Options Excellent Good Fair Poor Total

No. of Respondents 12 26 11 1 50

Percentage (%) 24 52 22 2 100

GRAPHICAL REPRESENTATION

22%

2%

24%

Excellent Good Fair Poor

52%

INTERPRETATION 24% of the employees agreed that the co-ordination between

superior and subordinate is Excellent. 52% of the employees agreed that the co-ordination between superior and subordinate is Good. 22% of the employees are agreed that the co-ordination between superior and subordinate is Fair.

 02% of the employees agreed that the co-ordination between

superior and subordinate is Poor.

5) Will you agree that the fringe benefits provided to the employees Options No. of Respondents Percentage (%) makes Strongly Agree 17 34 feel Agree 30 60 happy? Disagree 3 6
TABLE 6.5
Strongly Disagree Total 0 50 0 100

GRAPHICAL REPRESENTATION

0% 6% 34% Strongly Agree Agree Disagree 60% Strongly Disagree

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

 60% of the employees are Agree that the fringe benefits provided to the
employees makes feel happy. 06% of the employees are Disagree that the fringe benefits provided to the employees makes feel happy. 0% Options No. of Respondents Percentage (%) of Strongly Agree 16 32 the
Agree Disagree Strongly Disagree Total 31 3 0 50 62 6 0

100

employees are Strongly Disagreed that the fringe benefits provided to the employees makes feel happy.

6) Will you agree the training and development programs provided by the company is satisfactory?
TABLE 6.6

GRAPHICAL REPRESENTATION

0% 6% 32% Strongly Agree Agree Disagree 62% Strongly Disagree

INTERPRETATION 32% of the employees are Strongly Agree that the training and
development satisfactory. programs provided by the company are
Options Yes No Some Extent Total No. of Respondents 22 4 24 50 Percentage (%) 44 8 48 100

62%

of the

employees are Agree that the training and development programs provided by the company are satisfactory. 06% of the employees are Disagree that the training and development programs provided by the company are satisfactory. 0% of the employees are Strongly Disagreed that the training and development programs provided by the company are satisfactory.

7) Do you feel that there is a significant improvement in your performance through motivation?
TABLE 6.7

GRAPHICAL REPRESENTATION

48%

44%

Yes No Some Extent

8%

INTERPRETATION 44% of the employees are agreed that there is a significant improvement in
their performance through motivation. 08% of the employees are agreed that there is no significant improvement in their performance through motivation. 48% of the employees are agreed that there is some extent significant improvement in their performance through motivation.

8) Will you agree that the Employees are incentives / benefits provided by the NTPC?
TABLE 6.8

satisfied

with

Options Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 20 27 3 0 50

Percentage (%) 40 54 6 0 100

GRAPHICAL REPRESENTATION

0% 6% 40%

Strongly Agree Agree Disagree Strongly Disagree

54%

INTERPRETATION 40% of the employees are Strongly Agreed that they are
satisfied with incentives / benefits provided by the NTPC. 54% of the employees are Agreed that they are satisfied with incentives / benefits provided by the NTPC. 06% of the employees are Disagreed that they are satisfied with incentives / benefits provided by the NTPC. 0% of the employees are Strongly Disagreed that they are satisfied with incentives / benefits provided by the NTPC.

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

TABLE 6.9

Options Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 10 32 6 2 50

Percentage (%) 20 64 12 4 100

GRAPHICAL REPRESENTATION

12%

4%

20%

Strongly Agree Agree Disagree Strongly Disagree

64%

INTERPRETATION 20% of the employees are Strongly Agree that the job
satisfaction level of the employee depends on motivation. 64% of the employees are Agree that the job satisfaction level of the employee depends on motivation. 12% of the employees are Disagree that the job satisfaction level of the employee depends on motivation. 04% of the employees are Strongly Disagreed that the job satisfaction level of the employee depends on motivation.

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

TABLE 6.10

Options Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 9 35 4 2 50

Percentage (%) 18 70 8 4 100

GRAPHICAL REPRESENTATION

8%

4%

18%

Strongly Agree Agree Disagree Strongly Disagree

70%

INTERPRETATION 18% of the employees are Strongly Agree that the motivation
increases advancement in their work. 70% of the employees are Agreed that the motivation increases advancement in their work. 08% of the employees are Disagree that the motivation increases advancement in their work. 04% of the employees are Strongly Disagreed that the motivation increases advancement in their work.

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

TABLE 6.11

Options Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 21 24 3 2 50

Percentage (%) 42 48 6 4 100

GRAPHICAL REPRESENTATION

6% 4% 42% 48%

Strongly Agree Agree Disagree Strongly Disagree

INTERPRETATION 42% of the employees are Strongly Agreed that the team work
effectively done by the motivated employees. 48% of the employees are Agreed that the team work effectively done by the motivated employees. 06% of the employees are Disagree that the team work effectively done by the motivated employees. 04% of the employees are Strongly Disagreed that the team work effectively done by the motivated employees.

12) What is your opinion on present motivation system in your organization?

TABLE 6.12
Options Excellent Good Fair Poor Total No. of Respondents 6 22 22 0 50 Percentage (%) 12 44 44 0 100

GRAPHICAL REPRESENTATION

0% 44%

12%

Excellent Good Fair 44% Poor

INTERPRETATION 12% of the employees are Strongly Agreed that the present
motivation system organization is Excellent. 44% of the employees are Agree that the present motivation system organization is Good. 44% of the employees are Disagree that the present motivation system organization is Fair. 0% of the employees are Strongly Disagreed that the present motivation system organization is Poor.

13) Does your superior give you timely suggestion as well as accept your suggestion? TABLE 6.13
Options Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 19 24 4 3 50 Percentage(%) 38 48 8 6 100

GRAPHICAL REPRESENTATION

8%

6% 38%

Strongly Agree Agree Disagree Strongly Disagree

48%

INTERPRETATION 38% of the employees are Strongly Agreed that the superior
give you timely suggestion as well as accept their suggestion. 48% of the employees are Agreed that the superior give you timely suggestion as well as accept their suggestion. 08% of the employees are Disagreed that the superior give you timely suggestion as well as accept their suggestion. 06% of the employees are Strongly Disagreed that the superior

give you timely suggestion as well as accept their suggestion.

14) How is the rewards and recognition scheme in your organization? TABLE 6.14
Options Excellent Good Average Poor Total No. of Respondents 6 23 21 0 50 Percentage (%) 12 46 42 0 100

GRAPHICAL REPRESENTATION

0% 42%

12%

Excellent Good Average 46% Poor

INTERPRETATION 12% of the employees are agreed that the rewards and recognition
scheme in the organization is Excellent. 46% of the employees are agreed that the rewards and recognition scheme in the organization is Good. 42% of the employees are agreed that the rewards and recognition scheme in the organization is Average.

 0% of the employees is agreed that the rewards and recognition

scheme in the organization is Poor.

15) Will you agree the promotion policy being followed by the organization makes fell happy? TABLE 6.15
Options Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 10 26 10 4 50 Percentage (%) 20 52 20 8 100

GRAPHICAL REPRESENTATION

8% 20%

20%

Strongly Agree Agree Disagree

52%

Strongly Disagree

INTERPRETATION

 40% of the employees are agreed that the fringe benefits provided to the
employees make feel happy. 30% of the employees are Strongly agreed that the fringe benefits provided to the employees make feel happy. 22% of the employees are Disagreed that the fringe benefits provided to the employees make feel happy. 08% of the employees are Strongly Disagreed that the fringe benefits provided to the employees make feel happy.

Chapter 7 CONCLUSION

Conclusion
From the study carried out under this Project it was the RSTPS, studied for the Project is utilizing Motivation levels effectively and in a supportive manner. The maximum employees satisfied with the existing Motivational system. The recommendations emanating from the Project could also be given attention by the management of the RSTPS for the betterment of the organization and employees.

Chapter 8 RECOMMONDATIONS

Recommendations
The above project yields to the following suggestions for a better way using Motivation levels in RSTPS at present. These suggestions are submitted in addition for various innovative steps being taken by the management towards this cause. The employees can be provided training periodically in accordance to the changing methodologies being followed. The organization can have a skill profile of the employees and have a periodical check on it. Ensuring a friendly environment in communicating the

information. Counseling should be made compulsory if any deficiencies are observed.

BIBLIOGRAPHY

Bibliography
Ashwattapa, Human Resource Management, Tata MC GrawHill Publishing Co Ltd. David. A. Betenzo, Stephen. Robbins, Personnel Human Resource Management. Subba Rao, P, 1996, Human Resource Management. New Delhi: Himalaya Publishing House. Flippo, B. Edwin. Personnel Management, Mc. Graw Hill. Ramaswamy.N, The Management of Human Resource. Himalaya Publishing House. Shankar, Gouri, Managerial Motivation and Job Performance.

Referred Websites:
www.ntpc.co.in www.ntpc-.com www.google.com www.motivation.com www.google.com www.citehr.com www.wikipedia.com www.mbaguys.net

APPENDIX

QUESTIONNAIRE
This is Swetha.S pursuing MBA in Matrusri Institute of P.G Studies doing the project work on MOTIVATION at NTPC Limited, Ramagundam. I would be grateful if you would kindly spare some time to answer the questionnaire. This information will be used purely for academic purpose and would be kept in confidential. NAME: DEPARTMENT: DESIGNAT ION: EXPERIENCE:
Will you agree that the awards provided by the NTPC are satisfactory? Strongly Agree B) Agree C) Disagree D) Strongly Disagree

Will

you agree that the motivation concepts in the organization are good? Strongly Agree B) Agree C) Disagree D) Strongly Disagree Will you agree that the performance appraisal given by the company is satisfactory? Strongly Agree B) Agree C) Disagree D) Strongly Disagree
Excellent B) Good C) Fair D) Poor 5) Will you agree that the fringe benefits provided to the employees makes feel happy? Strongly Agree B) Agree C) Disagree D) Strongly Disagree 6) Will you agree the training and development programs provided by the company is satisfactory? Strongly Agree B) Agree C) Disagree D) Strongly Disagree 7) Do you feel that there is a significant improvement in your

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

incentives / benefits provided by the NTPC? Strongly Agree B) Agree C) Disagree D) Strongly Disagree 3. 9) Will you agree that the job satisfaction level of the employee depend on motivation? 4. Strongly Agree B) Agree C) Disagree D) Strongly Disagree 5. 10) Will you agree that the motivation increases 6. Strongly Agree B) Agree C) Disagree D) Strongly Disagree 7. 11) Will you agree that the team work effectively done by the motivated employees? 8. Strongly Agree B) Agree C) Disagree D) Strongly Disagree 9. 12) What is your opinion on present motivation system in your organization? 10. Strongly Agree B) Agree C) Disagree D) Strongly Disagree 11. 13) Does your superior give you timely suggestion as

performance through motivation? 1. Yes B) No C) Some Extent 2. 8) Will you agree that the Employees are satisfied with

advancement in your work?

well as accept your suggestion?

Strongly Agree B) Disagree

Agree C)

Disagree D)

Strongly

14) How is the rewards and recognition scheme in your

organization?

12. Excellent B) Good C) Average D) Poor 13. 15) Will you agree the promotion policy being followed by the 14. Strongly Agree B) Agree C) Disagree D) Strongly Disagree

organization makes fell happy?