Project report on employee motivation.pdf

Project on Employee motivation in an organisation
TATA STEEL
Under The Guidance Of- Submitted By-
Mr. Arijit Das Shashi Kant Khalkho
Sr. Manager Reg. No. - 22100402048
HRBP-Steel
Central University Of Jharkhand
Department Of Business Administration

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ACKNOWLEDGEMENT
I would like to thank Mr. ARIJIT DAS for his
constant support timely advice and guidance during the
whole process of training for completing my project on
Employee motivation in an organization.
It was a great pleasure to complete this project with the
support of his experience and help. I would also like to
thank Tata Steel for giving me opportunities to work on
project under the guidance of Mr. ARIJIT DAS and
employees of the company.

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CERTIFICATE
This is to certify that the project entitled “EMPLOYEE
MOTIVATION IN AN ORGANISATION with Reference
to Tata Steel Limited” in a partial fulfillment of requirement
for the completion of Master in Business Administration in
“School of Management Studies CENTRAL UNIVERSITY
OF JHARKHAND".
This project report is the record of authentic work carried out
by the below mentioned trainee under our supervision and
guidance during the period starting from 29th
May 2023 to 12th
July 2023.
Our best wishes for his future prospective.
Mr. Arijit Das
Sr. Manager
HRBP Steel – TSJ

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CONTENT
CHAPTER 1
1.1 INTRODUCTION
1.2 RESEARCH PROBLEM
1.3 SIGNIFICANCE OF THE STUDY
1.4 OBJECTIVES OF THE STUDY
1.5 RESEARCH METHODOLOGY
CHAPTER 2
2.1 LITERATURE REVIEW
2.2 THE CONCEPT OF MOTIVATION
2.3 DEFINITION OF MOTIVATION
2.4 MOTIVATIONN PROCESS
2.5 THEORIES OF MOTIVATION
2.6 TYPES OF MOTIVATION
2.7 INCENTIVES
2.8 MOTIVATION IS THE KEY TO PERFORMANCE IMPROVEMENT
CHAPTER 3
3.1 INDUSTRIAL PROFILE
3.2 COMPANY PROFILE
CHAPTER 4
4. ANALYSIS AND INTERPRETATION OF DATA
4.1 DESCRIPTIVE STATISTICS
CHAPTER-5
5.1 SUMMARY
5.2 FINDINGS
5.3 SUGGESTIONS
5.4 LIMITATIONS OF THE STUDY
5.5 CONCLUSION
5.6 SCOPE FOR FUTURE RESEARCH
6. REFERENCES

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CHAPTER-1
1.1 INTRODUCTION
Motivated employees are the lifeblood of any successful organization. Their
enthusiasm, commitment, and productivity directly impact the overall
performance and achievements of the company. Employee motivation refers to
the inner drive, desire, and enthusiasm that compels individuals to consistently
give their best efforts in their work. It is the fuel that propels employees to go
above and beyond their job requirements, take initiative, and contribute to the
organization's goals and objectives.
Motivation plays a pivotal role in shaping an organization's culture and creating
a positive work environment. When employees are motivated, they are more
engaged, satisfied, and fulfilled in their roles, which leads to increased
productivity, improved job performance, and enhanced overall well-being. On
the other hand, a lack of motivation can lead to disengagement, decreased
productivity, high turnover rates, and a negative impact on the company's bottom
line.
Understanding what drives employee motivation is a complex task as it varies
from person to person. Different individuals are motivated by diverse factors such
as financial rewards, recognition, personal growth opportunities, meaningful
work, work-life balance, and a supportive work environment. Therefore,
organizations must adopt a multifaceted approach that recognizes and caters to
the unique needs and preferences of their employees.
Effective employee motivation strategies require a deep understanding of the
factors that influence employee behavior, attitudes, and satisfaction. This
includes fostering a strong leadership culture that inspires and empowers
employees, providing regular feedback and recognition, offering competitive
compensation and benefits, encouraging professional development and growth,
promoting work-life balance, and creating a positive and inclusive work culture.
Investing in employee motivation not only benefits individual employees but also
has a significant impact on organizational success. Motivated employees are more
likely to exhibit higher levels of creativity, innovation, and problem-solving

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skills, contributing to the company's overall competitiveness and growth.
Furthermore, motivated employees tend to form stronger bonds with their
colleagues, resulting in improved teamwork, collaboration, and a positive
organizational climate.
1.2 RESEARCH PROBLEM
Understanding the factors that drive motivation is essential for organizations to
design effective strategies that enhance employee engagement and performance.
This research aims to investigate the impact of both intrinsic and extrinsic factors
on employee motivation in the workplace.
The main research problem can be stated as follows: What are the key intrinsic
and extrinsic factors that contribute to employee motivation, and how do they
influence individual and organizational outcomes?
1. Identifying intrinsic motivators: What are the internal factors that
influence employee motivation, such as personal growth, achievement,
autonomy, and recognition? How do these factors differ across individuals
and job roles?
2. Examining extrinsic motivators: What are the external factors that
impact employee motivation, such as compensation, benefits, promotions,
and job security? How do these factors vary across industries,
organizational cultures, and demographic factors?
3. Assessing the role of leadership: How does leadership behavior and style
influence employee motivation? What are the leadership practices that
positively impact intrinsic and extrinsic motivation? Are there specific
leadership styles that are more effective in different organizational
contexts?
4. Analyzing the impact of work environment: How does the work
environment, including factors like workplace culture, team dynamics, and
work-life balance, influence employee motivation? How can organizations
create a supportive and stimulating work environment that fosters
motivation and engagement?

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5. Exploring individual differences: How do individual characteristics,
such as personality traits, values, and job attitudes, interact with intrinsic
and extrinsic factors to shape employee motivation? Are there specific
combinations of factors that lead to higher levels of motivation for different
individuals?
1.3 SIGNIFICANCE OF THE STUDY
There are many reasons that explain why employee motivation is important in the
workplace. At workplaces, motivating employees can result in increasing the
efficiency of work, which directly helps to achieve the goals of the organisation.
Employee motivation can help to utilise human resources to their fullest by
building willingness to work in employees. Motivation plays an important role in
minimising the gap between the ability to work and the willingness to work with
the employees.
Motivated employees love their jobs and work without having any kind of
pressure which results in an increase in productivity, improving overall efficiency
and reducing costs of operations. Listening to each employee about their views
and ideas can help to build a positive environment in the workplace and boosts
the morale of employees. Motivation also helps employees individually by
inspiring them to achieve their personal goals and gain job satisfaction.
This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee
motivational programs and also discusses management ideas that can be utilized
to innovate employee motivation. It helps to provide insights to support future
research regarding strategic guidance for organizations that are both providing
and using reward/recognition programs. (2023)
1.4 OBJECTIVES OF THE STUDY
1.4.1 Primary objective

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1. To study the important factors which are needed to motivate the
employees.
1.4.2 Secondary Objective.
1. To study the effect of monetary and non-monetary benefits provided by
the organization on the employee’s performance.
2. To study the effect of job promotions on employees.
3. To learn the employee’s satisfaction on the interpersonal relationship
exists in the organization.
4. To provide the practical suggestion for the improvement of organization’s
performance. (HRM Review, 2018)
1.5 RESEARCH METHODOLOGY.
To comprehensively study employee motivation in an organization, a well-
designed research methodology is crucial. This section outlines a suggested
research methodology that combines quantitative and qualitative approaches to
gather data and insights on employee motivation.
1.5.1 Sampling Design.
A sample design is a finite plan for obtaining a sample from a given population.
Simple random sampling is used for this study.
1.6.2 Universe.
The universe chooses for the research study is the employees of Tata Steel Ltd.
1.6.3 Sample Size.
Number of the sampling units selected from the population is called the size of
the sample. Sample of 50 respondents were obtained from the population.
1.6.4 Sampling Procedure.

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The procedure adopted in the present study is probability sampling, which is also
known as chance sampling. Under this sampling design, every item of the frame
has an equal chance of inclusion in the sample.
1.6.5 Methods of Data Collection.
The data’s were collected through Primary and secondary sources.
1.6.5.1 Primary Sources.
Primary data are in the form of “raw material” to which statistical methods are
applied for the purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through
questionnaire.
1.6.5.2 Secondary Sources.
Secondary data’s are in the form of finished products as they have
already been treated statistically in some form or other.
The secondary data mainly consists of data and information collected
from records, company websites and also discussion with the
management of the organization. Secondary data was also collected
from journals, magazines and books.
1.6.6 Questionnaire.
A well defined questionnaire that is used effectively can gather
information on both overall performance of the test system as well as
information on specific components of the system. A defeated
questionnaire was carefully prepared and specially numbered. The
questions were arranged in proper order, in accordance with the
relevance.

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CHAPTER 2
2. LITERATURE REVIEW
Rensis Likerthas called motivation as the core of management. Motivation is the
core of management. Motivation is an effective instrument in the hands of the
management in inspiring the work force. It is the major task of every manager to
motivate his subordinate or to create the will to work among the subordinates .It
should also be remembered that the worker may be immensely capable of doing
some work, nothing can be achieved if he is not willing to work .creation of a will
to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating
the people to work for accomplishment of objectives of the organization. Issuance
of well conceived instructions and orders does not mean that they will be followed
.A manager has to make appropriate use of motivation to enthuse the employees
to follow them. Effective motivation succeeds not only in having an order
accepted but also in gaining a determination to see that it is executed efficiently
and effectively.
In order to motivate workers to work for the organizational goals, the managers
must determine the motives or needs of the workers and provide an environment
in which appropriate incentives are available for their satisfaction .If the
management is successful in doing so; it will also be successful in increasing the
willingness of the workers to work. This will increase efficiency and
effectiveness of the organization .There will be better utilization of resources and
workers abilities and capacities.
2.1 The concept of motivation
The word motivation has been derived from motive which means any idea, need
or emotion that prompts a man in to action. Whatever may be the behavior of
man, there is some stimulus behind it .Stimulus is dependent upon the motive of
the person concerned. Motive can be known by studying his needs and desires.

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There is no universal theory that can explain the factors influencing motives
which control mans behavior at any particular point of time. In general, the
different motives operate at different times among different people and influence
their behaviors. The process of motivation studies the motives of individuals
which cause different type of behavior.
2.2 Definition of Motivation.
According to Edwin B Flippo, “Motivation is the process of attempting to
influence others to do their work through the possibility of gain or reward.
2.3 Motivation Process.
1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
2.5 Theories of Motivation.
2.5.1 McClelland’s Achievement Need Theory.
According to McClelland’s there are three types of needs;
Need for Achievement (n Ach);
This need is the strongest and lasting motivating factor. Particularly in case of
persons who satisfy the other needs. They are constantly pre occupied with a
desire for improvement and lack for situation in which successful outcomes are
directly correlated with their efforts. They set more difficult but achievable goals
for themselves because success with easily achievable goals hardly provides a
sense of achievement.
Need for Power (n Pow)

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It is the desire to control the behavior of the other people and to manipulate the
surroundings. Power motivations positive applications results in domestic
leadership style, while it negative application tends autocratic style.
Need for affiliation (n Aff)
It is the related to social needs and creates friendship. This results in formation of
informal groups or social circle. (wikipedia, 2023)
2.5.2 Abraham H Maslow Need Hierarchy or Deficient theory of
Motivation.
According to Maslow (1943, 1954), human needs were arranged in the form of a
hierarchy, with physiological (survival) needs at the bottom, and the more
creative and intellectually oriented ‘self-actualization’ needs at the top.
Maslow argued that survival needs must be satisfied before the individual can
satisfy the higher needs. The higher up the hierarchy, the more difficult it is to
satisfy the needs associated with that stage, because of the interpersonal and
environmental barriers that inevitably frustrate us.
Higher needs become increasingly psychological and long-term rather than
physiological and short-term, as in the lower survival-related needs.
Fig. 2.1

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1. Physiological needs these are biological requirements for human survival,
e.g., air, food, drink, shelter, clothing, warmth, sex, and sleep.
2. Safety needs – people want to experience order, predictability, and control in
their lives.
3. Love and belongingness needs – belongingness refers to a human emotional
need for interpersonal relationships, affiliating, connectedness, and being part of
a group.
4. Esteem needs are the fourth level in Maslow’s hierarchy and include self-
worth, accomplishment, and respect.
5. Self-actualization needs are the highest level in Maslow’s hierarchy, and refer
to the realization of a person’s potential, self-fulfillment, seeking personal
growth, and peak experiences. (simplypsychology, 2023)
2.5.3 J.S Adams Equity Theory
Employee compares her/his job inputs outcome ratio with that of reference. If the
employee perceives inequity, she/he will act to correct the inequity: lower
productivity, reduced quality, increased absenteeism, voluntary resignation.
2.5.4 Vrooms Expectation Theory
Vroom’s theory is based on the belief that employee effort will lead to
performance and performance will lead to rewards (Vroom, 1964). Reward may
be either positive or negative. The more positive the reward the more likely the
employee will be highly motivated. Conversely, the more negative the reward the
less likely the employee will be motivated.
2.5.5 Two Factor Theory
Douglas McGregor introduced the theory with the help of two views; X
assumptions are conservative in style Assumptions are modern in style.

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X Theory
 Individuals inherently dislike work.
 People must be coerced or controlled to do work to achieve the objectives.
 People prefer to be directed
Y Theory
 People view work as being as natural as play and rest
 People will exercise self direction and control towards achieving objectives
they are committed to
 People learn to accept and seek responsibility.
2.6 Types of Motivation.
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 that
what they are learning is morally significant.
Extrinsic motivation comes into play when a student is compelled to do
something or act a certain way because of factors external to him or her (like
money or good grades)
2.7 Incentives
An incentive is something which stimulates a person towards some goal. It
activates human needs and creates the desire to work. Thus, an incentive is a
means of motivation. In organizations, increase in incentive leads to better
performance and vice versa.
2.7.1 Need for Incentives
Man is a wanting animal. He continues to want something or other. He is never
fully satisfied. If one need is satisfied, the other need need arises. In order to
motivate the employees, the management should try to satisfy their needs. For

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this purpose, both financial and non financial incentives may be used by the
management to motivate the workers.
Financial incentives or motivators are those which are associated with money.
They include wages and salaries, fringe benefits, bonus, retirement benefits etc.
Non financial motivators are those which are not associated with monetary
rewards. They include intangible incentives like ego-satisfaction, self-
actualization and responsibility.
INCENTIVES
Financial Incentives Non-financial incentives
- Wages and Salaries. - Competition
- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.
- Opportunities for growth
2.8 Motivation is the key to performance improvement
There is an old saying you can take a horse to the water but you cannot force it to
drink; it will drink only if it's thirsty - so with people. They will do what they
want to do or otherwise motivated to do. Whether it is to excel on the workshop

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floor or in the 'ivory tower' they must be motivated or driven to it, either by
themselves or through external stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be
motivated, for motivation is a skill which can and must be learnt. This is essential
for any business to survive and succeed.
Performance is considered to be a function of ability and motivation, thus:
 Job performance =f(ability)(motivation)
Ability in turn depends on education, experience and training and its
improvement is a slow and long process. On the other hand motivation can be
improved quickly. There are many options and an uninitiated manager may not
even know where to start. As a guideline, there are broadly seven strategies for
motivation.
There are broadly seven strategies for motivation.
 Positive reinforcement / high expectations
 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance
Essentially, there is a gap between an individual’s actual state and some desired
state and the manager tries to reduce this gap. Motivation is, in effect, a means to
reduce and manipulate this gap.

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CHAPTER-3
3.1 INDUSTRIAL PROFILE
The Iron and Steel industry in India is among the most important industries
within the country. India surpassed Japan as the second largest steel producer in
January 2019.[1]
As per worldsteel, India's crude steel production in 2018 was at
106.5 tonnes (MT), 4.9% increase from 101.5 MT in 2017, which means that
India overtook Japan as the world's second largest steel production country. Japan
produced 104.3 MT in year 2018, decrease of 0.3% compared to year 2017.
Industry produced 82.68 million tons of total finished steel and 9.7 million tons
of raw iron. Most of the iron and steel in India is produced from iron ore.
Majority of the steel companies such as Jindal Stainless, JSW Steel, Bhushan
Steel etc. were established in the 1970s and 1980s.[3]
The Indian steel industry
was de-licensed and de-controlled in 1991 and 1992 respectively.
As per the industry body Indian Steel Association (ISA), India's total installed
steel-making capacity was 154 MT as of March 2023.
There are two types of steel plants - mini steel plants and integrated steel plants.
About half of the country's steel is produced by medium and small enterprises.[6]
Steel plants in India. There are more than 30 Integrated Steel Plants in India.
Given below are integrated steel plants:
Name
Estb.
Year
Location Operator
Ankur Industries
Integrated Steel Plant
2023 Gorakhpur, Uttar Pradesh Ankur Udyag Ltd.
Alloy Steel Plant 1965 Durgapur, West Bengal SAIL
Atibir Industries steel
plant
2009 Bhorandiha, Jharkhand Atibir Industries Co

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BMM Ispat Steel
Plant
2006 Danapuram, Karnataka BMM Ispat Ltd.
Bhilai Steel Plant 1955 Bhilai, Chhattisgarh SAIL
Bokaro Steel Plant 1964 Bokaro Steel City, Jharkhand SAIL
Chandrapur Ferro
Alloy Plant
1974 Chandrapur, Maharashtra SAIL
Durgapur Steel Plant 1959 Durgapur, West Bengal SAIL
Electrosteel
Limited(ESL)
2011 Bokaro, Jharkhand Vedanta Resources
Essar Steel India
Limited
2005 Hazira, Gujarat ArcelorMittal
Hospet Steel Limited 1998 Koppal, Karnataka
Kalyani
Steels and Mukand
IISCO Steel Plant 2007 Asansol, West Bengal SAIL
Jayaswal Neco
Industries
1996 Raipur, Chhattisgarh
Jayaswal Neco
Industries
Jayaswal Neco
Industries
1972 Nagpur, Maharashtra
Jayaswal Neco
Industries
JSL Stainless[7]
1970 Jajpur, Odisha
Jindal Stainless
Limited
JSHL Stainless 1975 Hisar, Haryana
Jindal Stainless
(Hisar) Limited

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Jindal Steel and
Power Limited
1990 Raigarh, Chhattisgarh
Jindal Steel and
Power
Jindal Steel and
Power Limited
1979 Angul, Odisha
Jindal Steel and
Power
Jindal Steel and
Power Limited
2012 Patratu, Jharkhand
Jindal Steel and
Power
JSW Steel 1994 Hospet, Bellary, Karnataka JSW Steel
JSW Steel 1982 Tarapur, Boisar, Maharashtra JSW Steel
JSW Steel Special
Alloy Steel Plant
2004 Salem, Tamil Nadu JSW Steel
JSW Ispat Special
Products Limited
1990 Raipur, Chhattisgarh
JSW Ispat Special
Products Limited
JSW Ispat Special
Products Limited
1994 Raigarh, Chhattisgarh
JSW Ispat Special
Products Limited
JSW Steel 1994 Dolvi,Dharamtar, Maharashtra JSW Steel
JSW Bhushan Power
& Steel Limited
2005 Rengali, Sambalpur, Orissa JSW Steel
MECON (company) 1959 Ranchi, Jharkhand MECON (company)
Mesco Steel
Kalinganagar plant
2005 Kalinganagar, Odisha
Mideast Integrated
Steel (MISL)
Nagarnar Steel Plant 2019 Jagdalpur, Chhattisgarh NMDC Steel Ltd

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Neelachal Ispat
Nigam Limited
1982 Kalinganagar, Orissa MMTC Ltd
Prakash Industries
steel plant
1980 Janjgir, Chhattisgarh Prakash Industries
RML Kharagpur 2004 Kharagpur, West Bengal Rashmi Metaliks
Rungta Mines
Limited. (Dhenkanal
Steel Plant)
2022 Dhenkanal, Odisha
Rungta Mines
Limited.
Rourkela Steel Plant 1959 Rourkela, Odisha SAIL
Salem Steel Plant 1981 Salem, Tamil Nadu SAIL
Steel Exchange of
India limited
1999
Sreerampuram Village, Andra
Pradesh
Steel Exchange of
India limited
Tata Steel Limited 1912 Jamshedpur, Jharkhand Tata Steel
Tata Steel Limited 2016 Kalinganagar, Odisha Tata Steel
Tata Steel Limited 1987 Meramandali, Dhenkanal, Odisha Tata Steel BSL
VISA Steel Plant 1996 Kalinganagar, Odisha VISA Steel
Visakhapatnam Steel
Plant
1982 Visakhapatnam, Andhra Pradesh
Rashtriya Ispat Nigam
Limited
Visvesvaraya Iron
and Steel Plant
1923 Bhadravati, Karnataka SAIL
(wikipedia, 2023)

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3.2 COMPANY PROFILE
Tata Steel Limited is an Indian multinational steel-making company, based
in Jamshedpur, Jharkhand and headquartered in Mumbai, Maharashtra. It is a
part of the Tata Group.
Formerly known as Tata Iron and Steel Company Limited (TISCO), Tata
Steel is among the largest steel producing companies in the world, with an annual
crude steel capacity of 35 million tonnes. It is one of the world's most
geographically diversified steel producers, with operations and commercial
presence across the world. The group (excluding SEA operations) recorded a
consolidated turnover of US$31 billion in the financial year ending 31 March
2023. It is the largest steel company in India (measured by domestic production)
with an annual capacity of 21.6 million tonnes after Steel Authority of India Ltd.
(SAIL). TATA Steel, along with SAIL and Jindal Steel and Power, are the only
3 Indian steel companies that have captive iron-ore mines, which gives the three
companies price advantages.
The Key Managerial Personnel (KMP) at Tata Steel Limited India are Koushik
Chatterjee as CFO (KMP) and Parvatheesam Kanchinadham as Company
Secretary. Koushik Chatterjee, Mallika Srinivasan, Chandrasekaran Natarajan
and 7 other members are presently associated as directors.
Tata Steel operates in 26 countries with key operations in India, Netherlands and
the United Kingdom, and employs around 80,500 people.[7]
Its largest plant (10
MTPA capacity) is located in Jamshedpur, Jharkhand. In 2007, Tata Steel
acquired the UK-based steel maker Corus. It was ranked 486th in the
2014 Fortune Global 500 ranking of the world's biggest corporations. It was the
seventh most valuable Indian brand of 2013 according to Brand Finance.
In July 2019 Tata Steel Kalinganagar (TSK) was included in the list of the World
Economic Forum's (WEF) Global Lighthouse Network.
Tata Steel has been recognised amongst India's Best Workplaces in
Manufacturing 2022 by Great Place to Work. This recognition has been received
for the fifth time, highlights the company's sustained focus on fostering a culture
of high-trust, integrity, growth, and care for the employees.[13]
Tata Steel has also
been inclusive towards its LGBTQ employees and also provides health insurance
benefits for partners of its LGBTQ employees under the new HR policy.

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3.2.1 HISTORY
Tata Iron and Steel Company (TISCO) was founded by Jamsetji Nusserwanji
Tata and established by Sir Dorabji Tata on 26 August 1907. TISCO started pig
iron production in 1911 and began producing steel in 1912 as a branch of
Jamsetji's Tata Group.[15][16][17]
The first steel ingot was manufactured on 16
February 1912. During the First World War (1914–1918), the company made
rapid progress.
In 1920, The Tata Iron & Steel Company also incorporated The Tinplate
Company of India Ltd (TCIL), as a joint venture with then Burmah Shell to
manufacture Tinplate. TCIL is now Tata Tinplate and holds 70% market share in
India.
By 1939, it operated the largest steel plant in the British Empire. The company
launched a major modernisation and expansion program in 1951. Later, in 1958,
the program was upgraded to 2 million metric tonnes per annum (MTPA)
project.[15]
By 1970, the company employed around 40,000 people at Jamshedpur,
and a further 20,000 in the neighbouring coal mines.[16]
In November 2021, Tata Steel was the most profitable company in the Tata
Group. (wikipedia, 2023)
3.2.2 Mission and Vision of Tata Steel Limited
Mission - Tata Steel Long Products strives to attain sustainable growth by
actively pursuing quality products, services and setting best-in-class practices to
emerge as the partner of choice for all our stakeholders.
Vision - Be a benchmark in the Indian Long Product Industry for value creation
and corporate citizenship. (tatasteellp, 2023)
3.2.3 Policies
Committed to following the principles of fair practices and business ethics, Tata
Steel has adopted the Tata Code of Conduct (TCOC) which lays down the
principles and standards to govern the actions of the Company and the employees.

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A number of relevant policies have been formulated and implemented towards
the practical application of TCOC.
 WHISTLEBLOWER POLICY For Directors & Employees.
 WHISTLE BLOWER POLICY For Vendors.
 GIFT AND HOSPITALITY POLICY
 POLICY ON PREVENTION, PROHIBITION AND REDRESSAL OF
SEXUAL HARASSMENT AT THE WORKPLACE.
 ANTI-BRIBERY AND ANTI-CORRUPTION POLICY
 Anti-Money Laundering Policy
3.2.4 CSR
At Tata Steel, our community-centric initiatives emphasise the spread of quality
education, healthcare and sustainable livelihood opportunities in all our operating
locations in India and globally. We empower communities through agriculture
development and market linkages, skill development of youth, promoting
entrepreneurship and preservation of ethnicity and culture of indigenous
communities. Balancing economic prosperity, environmental responsibility and
social benefits for the community are the rules by which Tata Steel operates.
In India, we are partnering with our community and all other stakeholders in our
journey towards a sustainable tomorrow.
We endeavour to preserve and promote tribal culture and heritage through various
initiatives including tribal leadership programme, Samvaad tribal conclave, tribal
language centres, curated tribal literature programmes, imparting training on
tribal musical instruments and documenting stories of tribal legacy. In healthcare,
we partner with governments and independent organisations worldwide to work
towards improving the overall health and hygiene of the community in and
around areas where we operate. (tatasteel, 2023)

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CHAPTER-4
4. ANALYSIS AND INTERPRETATION OF DATA
4.1 DESCRIPTIVE STATISTICS
4.1.1 Management is interested in motivating the employees
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.1)
(Chart 4.1)
Management is interested in motivating the
employees
54
40
3
0 0
0
10
20
30
40
50
60
Strongly
Agree
Agree Netural Disagree Strongly
Disagree
Series1

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INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the
management is interested in motivating the employees.
4.1.2 The type of incentives motivates you more
SL NO
PARTICULAR
NUMBER OF
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100
(Table 4.2)
(Chart 4.2)
The type of incentives motivates you more
30%
18%
52%
Financial Incentives
Non Financial Incentives
Both

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INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial
and non financial incentives will equally motivate them.
4.1.3 Satisfaction with the present incentives scheme
SL NO
PARTICULAR
NUMBER OF
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100
(Table 4.3)
(Chart 4.3)
Satisfaction with the present incentives provided by
the organization
36%
58%
6%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
Highly
Satisfied
Satisfied Netural Dissatisfied highly
Dissatisfied

~ 27 ~
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present
incentive scheme of the organization.
4.1.4 The company is eagerness in recognizing and acknowledging
employee’s work
SL NO
PARTICULAR
NUMBER OF
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
Total 50 100
(Table 4.4)
(Chart 4.4)
Eagerness of the company in acknowledging the
work of employees
36%
58%
6%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Agree
Disagree

~ 28 ~
INTERPRETATION
From the study, 58% of employees agreed that the company is eager in
recognizing and acknowledging their work, 36% strongly agreed and only 6%
showed neutral response.
4.1.5 Periodical increase in salary
SL NO
PARTICULAR
NUMBER OF
2 Agree 23 46
3 Neutral 3 6
4 Disagree 9 18
Total 50 100
(Table 4.5)
(Chart 4.5)
Periodical increase in salary
24%
46%
6%
18%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Disagree
Series1

~ 29 ~
INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in the
salary.
4.1.6. Job Security existing in the company.
SL NO
PARTICULAR
NUMBER OF
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
Total 50 100
(Table 4.6)
(Chart 4.6)
Job security exist in the company
30%
36%
22%
6% 6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Strongly Agree Agree Netural Disagree Strongly Disagree

~ 30 ~
INTERPRETATION
The table shows 35% of employees agree with good job security exist in the
company.
4.1.7 Good relations with the co-workers.
SL NO
PARTICULAR
NUMBER OF
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
Total 50 100
(Table 4.7)
(Chart 4.7)
Good relations with co-workers
30%
54%
16%
0% 0%
0%
10%
20%
30%
40%
50%
60%

~ 31 ~
INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with
co-worker.
4.1.8 Effective performance appraisal system.
SL NO
PARTICULAR
NUMBER OF
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
Total 50 100
(Table 4.8)
(Chart 4.8)
Effective performance appraisal system.
20%
46%
16%
12%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%

~ 32 ~
INTERPRETATION
The table shows 46% of the respondents agree to effective performance appraisal
system existing in the company.
4.1.9 Effective promotional opportunities in present job,
SL NO
PARTICULAR
NUMBER OF
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
Total 50 100
(Table 4.9)
(Table 4.9)
18%
52%
18%
6% 6%
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Disagree
Effective promotional opportunities in present job

~ 33 ~
INTERPRETATION
The table shows 52% of the respondents agree with effective promotional
opportunities in their present job.
4.10 Career development opportunities are helpful to get motivated
SL NO
PARTICULAR
NUMBER OF
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
Total 50 100
(Table No.4.10)
(Chart 4.10)
INTERPRETATION
The table shows 52% of the respondents agree that the career development
opportunities are helpful to get motivated.
20%
52%
4%
8%
16%
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree

~ 34 ~
4.11 Factors which motivates you the most.
SL NO
PARTICULAR
NUMBER OF
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 6
4 Motivational talk 5 10
5 Recognition 6 12
Total 50 100
(Table 4.11)
(Chart 4.11)
INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in
salary will motivate them the most
42%
30%
6%
10%
12% Salary increase
Promotion
Leave
Motivational talk
Recognition

~ 35 ~
CHAPTER-5
5.1 SUMMARY
This document aims at providing employees and management members with the
information that can be beneficial both personally and professionally. Every
business enterprise has multiple objectives including of adequate profit for
payment of a reasonable rate of return to the owners and for investment in
business through satisfaction of customers, maintenance of a contended
workforce and creation of a public image. The basic job of management of any
business is the effective utilization of available human resources, technological,
financial and physical resources for the achievement of the business objectives.
This project entitled as “Employee motivation” was done to find out the factors
which will motivate the employees. The study undertakes various efforts to
analyze all of them in great details. The researcher in this project at the outset
gives the clear idea of the entire department existing in the company. From the
study, the researcher was able to find some of the important factors which
motivate the employees. Factors like financial incentives and non financial
inventive, performance appraisal system, good relationship with co-workers,
promotional opportunities in the present job, employee participation in decision
making are very much effect the level employee motivation. It is also clear from
the study that the company is so eager in motivating their employees and their
present effort for it so far effective.
The human resources can play an important role in the realization of the
objectives. Employees work in the organization for the satisfaction of their needs.
If the human resources are not properly motivated, the management will not be
able to accomplish the desired results. Therefore, human resources should be
managed with utmost care to inspire, encourage and impel them to contribute
their maximum for the achievement of the business objectives.

~ 36 ~
5.2 FINDINGS
 There is a harmonious relationship is exist in the organization between
employees and management.
 The employees are really motivated by the management.
 The employees are satisfied with the present incentive plan of the
company.
 Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
 The study reveals that there is a good relationship exists among employees.
 Majority of the employees agreed that there job security to their present
job.
 The company is providing good safety measures for ensuring the
employees safety.
 From the study it is clear that most of employees agrees to the fact that
performance appraisal activities and support from the coworkers in helpful
to get motivated.
 The study reveals that increase in the salary will motivates the employees
more.
 The incentives and other benefits will influence the performance of the
employees.
5.3 SUGGESTIONS
 Most of the employees agree that the performance appraisal activities are
helpful to get motivated, so the company should try to improve
performance appraisal system, so that they can improve their performance.
 Non financial incentive plans should also be implemented; it can improve
the productivity level of the employees.
 Organization should give importance to communication between
employees and gain co-ordination through it.
 Skills of the employees should be appreciated.
 Better carrier development opportunities should be given to the employees
for their improvement.

~ 37 ~
 If the centralized system of management is changed to a decentralized one,
then there would be active and committed participation of staff for the
success of the organization
5.4 LIMITATIONS OF THE STUDY
 The data was collected through questionnaire. The responds from the
respondents may not be accurate.
 The sample taken for the study was only 50 and the results drawn may not
be accurate.
 Since the organization has strict control, it acts as another barrier for getting
data.
 Another difficulty was very limited time-span of the project.
 Lack of experience of Researcher.
5.5 CONCLUSION
The study on employee motivation highlighted so many factors which will help
to motivate the employees. The study was conducted among 50 employees and
collected information through structured questionnaire. The study helped to
findings which were related with employee motivational programs which are
provided in the organization.
The performance appraisal activities really play a major role in motivating the
employees of the organization. It is a major factor that makes an employee feels
good in his work and results in his satisfaction too. The organization can still
concentrate on specific areas which are evolved from this study in order to make
the motivational programs more effective. Only if the employees are properly
motivated- they work well and only if they work well the organization is going
to benefit out it. Steps should be taken to improve the motivational programs
procedure in the future. The suggestions of this report may help in this direction.

~ 38 ~
5.6 SCOPE FOR FUTURE RESEARCH
The present study on employee motivation helps to get clear picture about the
factors which motivates the employees. This in turn helps the management to
formulate suitable policy to motivate the employees. Hence, the motivational
level of the employees may also change.
The factors that motivate the employees may change with change in time because
the needs of employees too change with change in time. So continuous
monitoring and close observation of factors that motivate the employees is
necessary to maintain a competent work force. Only with a competent work force
an organization can achieve its objective. Moreover, human resource is the most
valuable asset to any organization. A further study with in dept analysis to know
to what extent these factors motivate the employees is required.
6. References
1.(2023, July). Retrieved from https://in.indeed.com/career-advice/career-
development/why-employee-motivation-is-important
2.(2018). HRM Review. The ICAFI university Press.
3.simplypsychology. (2023). Retrieved from
https://www.simplypsychology.org/maslow.html
4.tatasteel. (2023). Retrieved from https://www.tatasteel.com/corporate/our-
organisation/csr/
5.tatasteellp. (2023). Retrieved from https://www.tatasteellp.com/corporate-
profile/vision-mission-value/
6.wikipedia. (2023). Retrieved from https://en.wikipedia.org/wiki/Need_theory
7.wikipedia. (2023). Retrieved from
https://en.wikipedia.org/wiki/Iron_and_steel_industry_in_India
8.wikipedia. (2023). Retrieved from
https://en.wikipedia.org/wiki/Tata_Steel#cite_note-18

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