Report New 123.docx

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CHAPTER - 1 INTRODUCTION 1.1 INTRODUCTION Motivation is simply the process of encouraging to voluntarily give their best in the job so that the performance goals are achieved effectively. It is a drive that moves people to do what they do. Motivation as such involves identifying and influencing people’s behaviour in a specific direction. It actually works with the individual’s desire, energy and determination and stimulates them adequately to realize the predetermined goals. For instance, an employee in his job may decide to work as hard as possible, work as little as possible or work hard enough to avoid a punishment, depending upon his level of motivation. Generally, people’s desire for money, success, job satisfaction, recognition and team work can be used sensibly for motivating them. Motivating employees is an important and continuous management concern as lack of employee motivation can affect the organisation’s initiatives and Individuals performance. Motivation is a challenging task for the managers as it arises from within persons and normally differs for each person. Since every person has different sets of needs and goals, it is essential to identify those needs and also the appropriate motivational techniques that fulfil them. Employees needs in organisations can broadly be classified as physiological needs, safety needs, belongingness needs, esteem needs, esteem needs and self-actualization needs.

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1.1.1 DEFINITIONS OF MOTIVATION “Motivation is the willingness to exert high levels of effort to reach organisational goals, conditioned by the effort’s ability to satisfy some individual needs.’’ – Stephen p Robbins. ‘’Motivation is a decision-making process, through which the individual chooses the desired outcomes and sets in motion the behaviour appropriate to acquiring them’’-Huczynsk and Buchanan. ‘’motivation refers to the forces that energize, direct and sustain a person’s efforts towards attaining a goal.’’- Bateman and snell. ‘’motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.’’- Richard L. Daft.

1.1.2 CHARACTERISTICS OF MOTIVATION  Motivation is fundamentally a psychological drive that forces individuals to act in a specific manner. It involves the establishment of a link between the psychological needs and behaviour of employees.  Motivation is a complex and goal directed behaviour. It aims at fulfilling the organisational and individual goals in the most desired manner.Presence of unfulfilled needs and wants is an important prerequisite for motivation. It can trigger and sustain desired behaviour as long as a person’s needs remain unfulfilled.  Motivation is a continuous process. This is because the fulfilment of one set of needs usually gives rise to another set of needs in a person.

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Further, human needs may remain active even after the original goal is attained.  Motivation must always be comprehensive. As such, partial motivation is not achievable since needs are interrelated.

1.1.3 IMPORTANCE OF MOTIVATION Keeping a motivated and vibrant workforce is today an essential prerequisite for organisations to succeed in today’s intensely competitive business environment. However, it is the most complex task for managers due to the fact that what motivates the employees changes constantly. Yet, managers need to continuously motivate their people to get the best out of them and to retain them in the firm for a long duration. We shall now see the importance of motivation in detail.  Motivation is an important tool to get people work hard in their job which is an essential requirement for effective fulfilment of organisational goals and plans. Organisations can achieve high level of performance, productivity and quality through their motivated workforce.  It enables organisations to achieve the willing cooperation and voluntary support of the employees for its work methods, policies, programmes and practices.  Motivation can keep employee absenteeism at lower level in organisation by encouraging the employees to come to work regularly.  Motivation facilitates the maintenance of cordiality in the employeremployee relations with in the organisations.

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 Since motivation, morale and job satisfaction are intertwined, high employee motivation naturally boosts employee morale and increases job satisfaction.

1.1.4 FORMS OF EMPLOYEE MOTIVATION Motivation is usually associated with the unsatisfied needs of the employees nature of employee needs drives managers to choose a specific form of motivation. Management through certain common indicators, can identify how motivated the employees are. For instance, how regular they are, how impressive their performances are, how many mistakes they make and how difficult it is to deal with them are certain questions that are normally asked to know the existing level of motivation and also the kind of motivation required for the employees. Motivation can be broadly classified into intrinsic motivation and extrinsic motivation. Intrinsic motivation Intrinsic motivation refers to the drive or desire that arises from within an individual to do something or accomplish certain goals. Intrinsic motivation may simply be defined as “what people do without external inducement”. In organisations, intrinsic motivation emerges from an employee’s internal feelings. Individual’s personal interest, desire, pleasure, satisfaction, fulfilment, etc. act as drives to internally motivate them. Intrinsically motivated employees will seek reward in the form of enjoyment, interest or satisfaction in work. Work itself act as an important source of intrinsic motivation for employees. Satisfaction derived from the completion of a work is an motivation of employees. Factors that promote intrinsic motivation in individuals are:

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 Challenge- individuals are intrinsically motivated when they do personally meaningful tasks that present optimal level of difficulty.  Curiosity- individual’s eagerness to know the outcome of the activity in which they are presently engaged. 

Cooperation- satisfaction derived by individuals through the help rendered to others in their goal accomplishment initiatives.

 Control- individuals derive satisfaction when their basic inclination to exercise control over what happens to them are fulfilled.  Competition- satisfaction obtained by individuals when they find their performance positive and superior in comparison to that of others. Competition is a powerful group-level intrinsic motivator.  Recognition- satisfaction obtained by individuals when they receive recognition and appreciation for their achievements. It is capable of motivating both individuals and groups in organisations.  Fantasy- satisfaction derived by individuals through

their sheer

imagination of situations and objectives that may not exist in reality. Extrinsic motivation When the drive to do something or accomplish certain goals emerges from outside of an individual, it is called extrinsic motivation. When external reasons influence a person’s behaviour, it is called external motivation. External factors influence employees needs and their behaviours. Most external motivation factors have direct or indirect monetary implications for the management. Pay raise, material rewards, promotion, praise, recognition, social approval, time off, special assignments and status are a few examples of extrinsic motivational factors. Extrinsic motivation is often linked to the term engagement. The actual feeling of being motivated is often called employee engagement.

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This feeling enables employees to put their optimum efforts to the work. Engagement may also be described as response or consequence linked to behaviour. The engagement can be classified into positive engagement and negative engagement. When appreciation, monetary reward or any other pleasant consequence follow the desired behaviour of the motivated employees, it is called positive engagement. The purpose of positive engagement is to encourage the desired behaviour and ensure its continuance in the future. As against this, when unpleasant outcomes like nagging and reprimands are stopped, removed or avoided as a consequence to desired behaviour, it is called negative reinforcement. These kinds of reinforcement persuade the employees to do better in their job so that they can have the unpleasant condition removed from their work environment. Even though intrinsic and extrinsic motivations are time and again contrasted with each other, they can surely co-exist as they are not incompatible in nature. In fact, the total motivation can be greater only when the intrinsic and extrinsic motivations are high. In other words, the total motivation is likely to be lower if intrinsic motivation is low and extrinsic motivation is high and vice-versa.

1.1.5 TYPES OF EMPLOYEE MOTIVATION Understanding employee motivation is necessary to the success of a company. By knowing what encourages an employee to do his or her job, a company will be able to implement different policies to increase the performance of the workers. In order to understand employee motivation, one must realize that people are different. This means that different things motivate different employees.

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Achievements One type of employee motivation is achievement. In this type of employee motivation, the workers is driven by the goal itself. This in a sense is like climbing a mountain because the mountain is there. Employers even make use of this by presenting challenges to the employees. In making use of this type of employee motivation employers often include incentives such as a promotion or cash. However, for the employees, the incentive is only a bonus to the achievement. Advancement For some employees, their motivation is the prospect of rising up in the ranks of the corporation. They work hard in order to catch the eye of the boss and probably get a promotion. This type of employee motivation is characterized by ambition. Of course there are times when this type of employee motivation can be dangerous. Sometimes, superiors may find their jobs in danger because of an advancement –motivated employee. However, if handled properly, an employee whose motivation is advancement can be the best in the business. As such, this type of employee motivation should be handled carefully. Pressure Some employees work harder under pressure. This employee motivation is rarely manifested consciously in a worker. It is often the case that a employee unknowingly piles pressure on him or her and this pressure pushes them to work harder. Sometimes, pressure is used by and employee to see just how far he or she would be able to go. However, this type of employee motivation can have some very negative results, considering the fact that every person has a limit. In fact, it often ends up in a breakdown of some sort.

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Fear This is one of the most commonly used employee motivation techniques. Employees are often threatened with termination if they fail to meet certain objectives. Of course, if an employee does not handle pressure very well, this type of employee motivation technique could be detrimental to his or her work performance. The key to the best employee motivation technique is balance. you need to understand that people have different preferences.

1.1.6 MOTIVATIONAL PROCESS The, word motivation, which originates from the Latin word, Mover, meaning “to move” is actually a process. The crucial role of managers in any motivational process is that of identifying the needs important to the employees, conditioning their behaviour and facilitating the fulfilment of identified needs and organisational goals. The motivational process of individuals typically includes steps like:  Experiencing unsatisfied needs  Searching for ways and means to satisfy needs  Selection of goals directed behaviour  Implementation of selected behaviour  Experiencing reward or punishments.

1.1.7 FACTORS INFLUENCING WORK MOTIVATION Several researches have been carried out by psychologists to understand the reasons behind the dissimilar responses from organizational members to identical motivational measures of managements. According to Michael G. Aamodt, four factors that are responsible for the differences in employee responses to the motivational measures of organizations are:

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Personality Researchers have found strong and consistent relationship existing between personality characteristics and performance motivation. For instance, the five dimensions of personality, i.e. openness to experience, conscientiousness, extra-version, agreeableness and stability are strongly and logically related to different types of work motivation in different degrees. Self-esteem This is the degree to which people view themselves as valuable and worthy. Generally, individuals with high self-esteem are likely to be more motivated than those with low self- esteem. Employees who have a positive and good feeling about themselves are generally better motivated to do well in their job than those who have a negative feeling of themselves. An intrinsic motivation tendency Employees who incline more towards intrinsic motivation are more likely to persist in tough and challenging situations. In contrast, employees with extrinsic motivational orientation tend to give up early in their initiatives. Simply put, intrinsically motivated persons normally persist with their motivated behaviour for relatively longer periods than those who are more extrinsically motivated.

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1.2 INDUSTRY PROFILE Titanium metal is the 9th most abundant element found in the earth’s crust. Aerospace, sport and medicine area were the metal has application, mainly due to its excellent strength to weight ratio and also, high resistance to corrosion. However the vast amount of titanium is not used in its elemental from but rather as the oxide, Titanium dioxide. There are two basic chemical processes exploited by manufacturers. Titanium dioxide is an organic solid with a number of excellent physical properties which make it the principal white pigment of commerce. Titanium dioxide is obtained from a variety of ores that contain ILMENITE, RUTILE, ANATASE and LEUCOXENE. Which are mind from deposit located throughout world. Most of titanium pigments are produced from titan mineral concentrates by the chloride or sulphate process either or ANATASES form. Tio2 found in nature is invariable coloured due to presence of impurities such as iron and other elements processing is necessary to produce pure TiO2 are transparent, but when ground to optimal particle size, they are highly opaque. TiO2 pigments are distinct coloured, its because the later is selective light absorption in the visible spectrum. Tio2 also exhibits great chemical inertness. It is a heat resistant element with a melting point around 180 degree Celsius. Tio2 is also nontoxic and it displaces white lead in paints. TiO2 is polymorphous, showing 3 distinct crystalline forms rutile, anatase, bookie. Among this only 2 anatase and rutile are commercially and technically important and also high demand around the world. These modifications of tiO2 differ in their basic structure and their physical properties. The refractive index of anatase is slightly less than rutile. Rutile crystal structure modification

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exhibits greater stability than the anatine form. Anatase is less abrasive than rutile pigments impart durability than anatase.

1.2.1 HISTORY First successful attempt to produce relatively pure titanium dioxide from ilmenite ore was made by rossi in use in 1908. The first titanium pigments company which initially commenced production composite pigments at Niagara falls in 1918. Since those days even today USA has been in the vanguard of development of titanium dioxide industry. Another important landmark in the history of titanium dioxide was developed of improved method of thermal hydrolysis by blue field in 1920 in France. The technology was licensed to number of companies in Europe as well as USA. The event was revolutionized by titanium dioxide industry was the developed of chloride technology by M/s dupont company of USA in 1959. In the 1960 and 1970 major investment was made in the titanium dioxide plants in Europe. M/s dioxide of UK, M/s. Kronos of Germany and M/s than and Mulhouse of france have emerge leading companies in the field of tio2. The Japanese industry has picked up in recent years of Japanese production has now reached a level of about 280000 tone. M/s. Ishihara is the leades of the Japanese titanium dioxide industry. In India the titanium dioxide industry arrived almost with dawn of independence: First plant was set up at state of Travancore in 1950.

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1.2.2 WORLD SCENARIO The use of titanium dioxide is very vast and it has been produced in various parts of the world at different level, which includes multinational companies as well as small scale industries. It is estimated that world’s total installed capacity for titanium dioxide production is the order 4.224.38 million tones per annum. The overall average capacity of titanium dioxide industry is 90 to 91%. THE Credit for recognising the existence titanium goes to frère William Greg who has found the traces of black magnetic that has similar to this. But it was MKH lap last whodiscovered titanium. He examined rutile Greek Mythology in the year 1775. The first commercial product of titanium was an alloy addictive to steel, when Ferro were developed in the USA in the year 1906. A decade after titanium dioxide pigment was produced on a commercial scale. The use of titanium minerals in welding electrode coating gained acceptance in the mid thirties while titanium metal has been of commercial importance since 1948. Titanium dioxide is far stable than any pigment. Its perfect nontoxicity and chemical inertness make it an ideal choice as a white pigment. The chemical is available in 2 crystalline from anatase and rutile these 2 are commercially important. Anatase is relatively softer as compared to rutile and is the right material for delustering artificial fibers. In TTPL the anatase grade titanium is produced by the conventional sulphate technology. Titanium dioxide is the whitest of white pigments and has replaced other less effective pigments such as zinc oxide, lithopone etc. this is because of the unique combination of its superior properties of high refractive index, low specific gravity, high power and capacity and non-

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toxicity. It also has high timing strength and dispersion properties as well as chemical stability. Titanium dioxide is produced in TTPL in the ANATASE form and is marketed as AJANTOX. ANATASE grade possesses excellent water dispersion properties and gives a clear that all ranges of application. Travancore Titanium Products Limited has recently launched a rutile grade titanium dioxide pigment via, TTP-RD-01. This Product was Developed in the Year 2002 Indigenously through the Sulphate Route Pigment TTPmarkets this product without surface treatment at very competitive price. The top five producers of world now control 78% of global capacity. They are DuPont (USA), Millennium inorganic chemicals (Australia), Kertmegee (Canada), Huntsman (Tioxide) AND KONINIS (Germany) disk (japan) kemera, sachtaleen and crystal come in the second tie Cinkara, Precheza, Zachem, Hankook (south korea) sakai and tyke (japan) Kerala Minerals metals ltd (India) and two other Ukrainian producers come next. All others are very small producers. Titanium dioxide enjoys a large market by any measure historically the market has grown in volume at 3.5% annually to reach close to 8 billion in production value today. In the last decade the demand has slowed down to 3% and it is expected in the next decade growth will be in the range of 2.5-3.5. looking over the next 20 years, at least some new titanium dioxide pigment will come made , through most of the industries additional capacity will come from expansion. Pigment consumption rise sharply in western Europe and Asia/pacific during the year2000. In East Asia, notably china, Taiwan and South Korea continued as a path of strong recovery 2000. East Asia is presently the most attractive region the world for titanium dioxide.

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MAJOR TIO2 MANUFACTURING OUTSIDE INDIA:  Shanghai four pole titanium industry  Golden bridge industries, china  Metal titanium co ltd, china  He bet Songhua new chemical Australia.  Shijiazhuang titanic chemical co ltd, china  Aotai chemicals, china  DuPont  Dioxide  SCM Chemicals  Kronos

1.2.3 INDIAN SCENARIO: The Indian reserves of Ilmenite and rutile are expected to be around 600000 units per year and most important sources are Kerala and Thailand beach reserves are also seen in Ratnagiri (Maharashtra) Ganjan Orissa and Sreekakulam (Andra Pradesh). The reserve in Kerala and Tamilnadu are about 20 million tones. This information throws into light the possibilities of new manufactures will be more with increased demand for the plastic, Rubber etc. 1.2.4 TITANIUM DIOXIDE CONSUMPTION GROWTH IN INDIA The Indian paint industry has recorded growth of around 8% during the previous year. The industry has expanded to almost 1.6 and 1.75 million metric tones in the year 2005. The current per capita consumption of paint is around 5kg as compared to between 15kg and 20kg between developed countries which levels considerable potential in the overall demand for paint India. Project demand of titanium dioxide in India based on 8% growth currently there 4 units in India that engaged in the

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manufacturing of titanium dioxide pigment with a total combined capacity of 44560 metric tones per annum. These units are KMML is the only unit producing Rutile grade Titanium dioxide pigment in India with an installed capacity of 30,000 per annum. 1.2.5 MAJOR TITANIUM MANUFACTURES OF INDIA ARE:  Travancore Titanium Products Ltd, Trivandrum  Kerala Minerals Metals Ltd, KERALA  Mandiviwala Group, Gujarat  Shivani Min-Chemical industries, Jodhopur, Rajasthan  Marhaba Chemicals, Mumbai  Godly Minerals, New Delhi

1.2.6 STATE SCENARIO The history of mineral separating industry in Kerala starts with the black beach sand in Manavalakurichi in the year 1909. This black sand contains large stock of rare minerals: Kerala is enriched with a huge amount of mineral deposits stretching along the seashore between Neendakara and Kayamkulam. At present in Kerala TTPL AND KMML are the only manufactures which produces titanium dioxide pigment, India Rare Earth Limited a Government of India undertaking has a mineral separation unite in Caviar which Separates minerals from beach sands. IRE also operates two mineral separation units, which are located in Manavalakurichi in Tamil Nadu andChattarpur in Orissa. TTPL was started by his highness ChitraThirunal in 1946 and Titanium Dioxide was produced using sulphite procedure technology. Later KMML situated at Kollam (Chavara) came into existence and started producing Titanium Dioxide with the help of HCL acid process technology.

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1.2.7 CURRENT SCENARIO Technical Manufacture of titanium dioxide pigment through sulphate route has the drawback of the problems associated with the process. Throughout the world producers of ANATASE grade pigment have resorted to development activities to upgrade the technology so as to overcome this drawback. The last expansion of the titanium pigment plant in TTP was carried out for more than 25 years ago. Since then the sulphate route technology production of Titanium dioxide has undergone several change. It is worth mentioning in this context that TTP sound also upgrade its technology to International standards. Marketing Loss of monopoly position of TTP for many years TTP enjoyed a monopoly position in the market as it was the only producer of titanium dioxide pigment in India. With the commencement of production of Rutile grade pigment by KMML in the market. Further another serious problem that affected the company is cheap pigments imported from china. 1.2.8 EFFECT

OF

LIBERALIZATION

OF

THE

INDIAN

COMPANY In the wake of the economy the import duty on Titanium dioxide was also reduced in successive central budgets. With effect from july 1988 onwards, Titanium Dioxide pigment was also put under open general license (OGL) list, making imports even more liberal. Exporters are allowed to import rare materials against advance license without payment of customs duty. These advances are freely tradable by exporters are available at a priced around 50% of the license value.

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Importance India may be forced to company with the WIO regulation by the year 2002-2004 when import duty rate would come down to level around 20% this would mean that the landed cost of the imported material world come down around 20%. Besides more and more competitors would be coming in to the Indian Markets due to the liberalization of the economy. It is therefore obvious that unless immediate steps are taken to counter the impact of liberalization,TTP would be completely out priced in the market and ultimately the operations of the company would have become uneconomical. Furthermore there is all possibility that ISO -14000 Certification pertaining to environment could be made mandatory for all chemical manufacturing units in the due course. Withdrawal of the levels and service charge on titanium dioxide and also resorting direct marketing will not solve these problems. Hence TTP will have it find alternate options to effectively counter these threats within next couple of years. Therefore modernization capacity enhancement and pollution scheme are to be carried on an emergence basis. Future Titanium dioxide is a global industry worth £7 billion representing over 5 million tones of tio2 pigment in more than 170 countries. The market is expected to reach 6.8 million tones by 2017, requiring producersdata and analysis for current capacity as well as planned upgrades. The report addresses the current economic situation and provides insight as to how titaniferous feedstock supplier and tio2 pigment producers can meet to days challengers as well as plan for future growth.

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1.2.9 INDIAN INDUSTRIES WHERE TITANIUM DIOXIDE IS USED AS RAW MATERIAL  Textiles CTM Textiles Rajkamal Processors Sharada Textile Mills BishenDycing, printing and weaving mills Bimaldycing, printing and weaving mills  Ink Kores (India) Ltd. JBA Printing Ink Ltd. Coates of India Rainbow ink and varnishes  Cosmetics Hindustan lever ltd Colgate Palmolive Godrej soaps Karnataka soaps and detergents

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 Rubber Bata (INDIA) LTD Lakhani footwear Madras rubber factory Elastrex polymers Perstone industries Madhura rubber Leo rubber Paragon rubber Relaxo footwear  Paper Pudumjee pulp and paper Balakrishna paper mills ITC-Tribeni Tissues Sreevindhya paper mills Sreekrishna paper mills Security paper mills, Government of india  Leather National leather cloth

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 Paint Asian paints GoodlassNerolac paints Beepee coating Special paints Rajdoot paints Hem paints Berger paints  Chemicals Camphor and allied products Dr Beck AND Company Jay industrial chemicals The national paints and chemicals  Plastics Hycount plastics Padinjarekkara rubber and plastics Sudhakar PVC Sudhakar plastics Nuchem plastics

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 Cellofine paper Travancore rayon’s limited  Electronic industries Videocon Narmada electronics Gujarat mulco electronics

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1.3 COMPANY POFILE 1.3.1 HISTORY OF THE COMPANY Travancore titanium products limited (TTPL), a public sector undertaking under the government of Kerala is the first white pigment producing unit in the whole South-East Asia. The company was incorporated on 18th of December 1946 at Thiruvananthapuram, the capital of Kerala, India on the initiative of Sir. C. P. RamaswamyIyer. The company was promoted by his highness srichithiratirunalBalaramavarma, the maharaja of the erstwhile princely state of Travancore (now Kerala State in India) with the technical collaboration of British Titan products (at present known as Huntsman Tioxide). The royal vision was to convert the rich mineral sands of the country into wealth that would be utilised for the common good of the people. It is matter of pride that the manufacture of titanium dioxide was taken up here in Thiruvananthapuram seven decades ago by his highness late srichithiratirunal balaramavarma maharaja who visualised the industrialization of his kingdom by unearthing the rich mineral deposit. Now Travancore titanium products ltd. (ttpl) is the leading manufacturer of anatase grade titanium d of dioxide in india with ISO 9001:2008 certification. In 1960 Government of Kerala took over the management of the company. Now the administrative control is vested with the department of industries, government of kerala. Travancore titanium products limited is producing titanium dioxide through the ‘sulphate route’. Ilmenite, a mixed oxide of titanium and iron is the main raw material for the production of titanium dioxide pigment. It is a versatile pigment with varied applications in different industrial products like paint, rubber products, cosmetics, leather, ceramic products, Artificial fibers, pharmaceutical preparations, textile printing formulations,

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Welding rods etc. each end products requires a particular quality of titanium dioxide. It the whitest of white pigments and has replaced other less effective pigments such as zinc oxide, lithopone etc. this is because of the unique combination of its superior properties of a high refractive index, low specific gravity, and high hiding power and opacity and non-toxicity. It also has high tinting strength ad dispersion properties as well as chemical stability. Travancore titanium products limited has launched Rutile Grade Titanium Dioxide pigment viz. , T.T.P.RD-01. This product was developed indigenously through the sulphate route. TTPL markets this product without surface treatment at a very competitive price. 1.3.2 HISTORICAL MILESTONES  1946 Travancore titanium products limited was incorporated on 18 th December 1946 in collaboration with British Titanium Products Limited, UK for the manufacture of Anatase Grade Titanium Dioxide pigment through ‘sulphate route’.  1950 Commercial production started with an installation capacity of 5 tonnes per day (1,800 tonnes per annum).  1957 The company started its first expansion programme for doubling the production capacity from 5 tonnes to 10 tonnes per day (1,800 tonnes rutile per annum).  1960 Management of TTPL taken over by the Government of Kerala.  1961 Research and Development Wing was set up in the company.

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 1963 Increased the production from 10 to 18 tonnes per day (3600 to 5400 tonnes per annum) . However, the rutile Tio2 production was temporarily discontinued.  1973 Increased the production capacity from 5400 to 24500 tonnes per annum.  1979 KSIPTC

(Kerala

State

Industrial

Products

Trading

Corporation) was appointed as the sole selling agents.  1980 Upgradation of sulphuric acid plant to dcda (double catalysis double absorption) technology.  1996 New 300 tonnes per day capacity sulphuric acid plant with dcda technology incorporating air pollution abatement.  2002 Production of rutile tio2 restarted with new technology developed in the research lab of TTPL.  2003 Direct Marketing again by TTPL.  2004 ISO 9001:2000 Company.

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 2006 Production of pigment by ‘in situ’ method of hydrolysis.  2011 New copperas removal and acid neutralization plants for complete waste management and environmental protection.

Travancore Titanium Products Limited

Type

Public (PSE)

Industry

Chemicalcomponents

Founded

18th December 1946

Headquarters

Thiruvananthapuram, Kerala, India

Product

Titanium Dioxide

Number of employees

685

Slogan

“Asia’s Premier AerospaceComplex”

Website

www.travancoretitanium.com

1.3.3 Organisational Structure The managing director is the top official in travancore titanium products ltd. They over all administrative power is in his/her hands. The managing director is an elected member from the board of directors after which the executive directors come. The long term planning of the

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company at the General manager comes along with the board of director. Under the control at the general manager comes the production, research and development, project, engineering and commercial department. 1.3.4 ORGANISATION CHART

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1.3.5 ORGANISATION’S BOARD OF DIRECTORS TTPL is a public sector undertaking headed by the managing director. The company is governed by a board of directors consisting of members from in and outside the organisation. Period of the board depends on the decisions and policies of the existing government. Managing director is on deputation for a period of 3 years. Company board of directors includes: 1.3.6 LIST OF BOARD OF DIRECTORS OF THE COMPANY Mr.SathyajeethRajan, IAS

Chairman

Mr.Madhusoodhanan

Managing director

Mr.Kasim P C

Director

Mr. M K Malik

Director

Mr.HaroonRasheed

Director

Mrs.SubhaRajanTampi

Director

Mr.RajendraKurup

Director

Mr. A shanavas Khan

Director

Mr. T D David

Director

Adv Ledger Bava

Director

E k Prakash

Director

1.3.7 PRODUCT PROFILE TITANIUM DIOXIDE is the main project of TTP is one of the largest industries in India that produces TITANIUM DIOXIDE the company manufactures small qualities of potassium titan ate and phosphate free titanium dioxide. In addition to titanium dioxide, all these find use in fluxes for captive consumption.

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Travancore titanium products ltd is one of the largest industries in India that produces titanium dioxide (Tio2). In addition to titanium dioxide, the company is manufacturing potassium titanate, sodium titanate, low phosphorus and special grade titanium dioxide in comparatively in small quantities Titanium dioxide (tio2) is a white pigment and there are two grades of titanium dioxide. 1. RUTILE GRADE 2. ANATASE GRADE These two grades of titanium dioxide are chemically the same but their physical properties differ from each other. The company deals with the production of titanium dioxide, which belongs to ANATASE grade. The major raw material used for production is ILMENITE. The most important commercial use of ILMENITE is the manufactures of titanium dioxide pigment. ILMENITE is a compound of the oxides of iron, Titanium and traces of other elements. The separation of titanium dioxide can be done through the sulphate route or chloride route. The Travancore titanium product plant is based on the sulphate route. 1.3.8 PROPERTIES OF TITANIUM DIOXIDE Titanium Dioxide is of non-toxic nature having chemical stability. It possesses higher refractive index and hence it is used to make paints. It is extremely heat resistant and this enhances the capacity of the substance incorporated with titanium dioxide to with stand the effect of the chemical environment and climatic conditions. It has got high pacifying power ie, the power to change transparency. So it is used in plastics to make it opaque. Its uniformity of properties. Hardness of the material provides

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good resistance to mechanical shock. It possesses tinting strength ie, the particles are so minute that it occupies a larger surface area. 1.3.9 PRODUCT CONSUMPTION PATTERN Paint

55%

Rubber

14%

Textile

11%

Paper

05%

Cosmetics

04%

Synthetic Fibre

04%

Ceramic and Eramei wares

03%

Printing ink

02%

Linoleum

01%

Others

01%

Total

100%

ANATASE grade tio2: Travancore titanium dioxide products limited is mainly engaged in the production of tio2 that belongs to the ANATASE grade. ANATASE grade titanium dioxide is mainly used in the production of interior decorative paints and primers. Because of the varied chemical properties like high refractive index, high pacifying power, and inertness to chemical reaction non paint application of titanium dioxide are many. It is used for providing different shades to soaps, leather good etc. It is a Non toxicant an inert pigment.

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There are four grades of ANATASE they are: ANATASE – GP GRADE ANATASE – GR GRADE ANATASE – RG GRADE ANATASE – SPECIAL GRADE ANATASE – ISI 1.3.10 VARIOUS GRADES OF ANATASE; ITS PROPERTIES AND APPLICATIONS: 1. ANATASE ISI High brightness thinking strength Used in painter, paper, good colour excellent dispersion plastics,

linoleum,

in both ACQUEOUS and NON rubber, leather, finishes, ACQUEOUS media.

soap and cosmetics

2. ANATASE

Dispersion properties free and Used in textile industry

Rayon grade

fine from over-six PRATICALS

3.ANATASE

Non-milled

granular grade

commercial tio2 having excellent and

granular

type

synthetic fibres.

of Vitreous enamel ware metallurgical

dry mixing and free flowing industries. properties. 4. ANATASE

Insulating

special grade

melting

properties,

high Fluxes for welding

RAW MATERIALS  ILLMENITE  CONCENTRATED SULPHURIC ACID  GLYCERIN MONO STERRONATE

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 TURKEY RED OIL  K2SO4  MONO ALUMINIUM PHOSPHATE  POTASSIUM HYDROXIDE  ZINC OXIDE  ZINC DUST 1.3.11 PRODUCTION PROCESS Ilmenite

Cleaning

Grinding Digestion Reduction Settling Concentration

Precipitation

Filtration Preleaching Leaching Post leachingfilteration

Calcinations Cooling

Dewatering Milling

Treatment PACKAGING

32

1.3.12 CAPACITY AND PRODUCTION TIo2

TONNES

Licensed cap. Pa

24,500

Installed cap.pa

24,500

Actual production

14,624

1.3.13 QUALITY POLICY OF TTPL To achieve customer satisfaction by effectively managing resources and delivering titanium related products through continual improvement of the quality management system.

1.3.14 QUALITY OBJECTIVES OF TTPL  Customer satisfaction  Effective management of resources  Continual improvement  Better and safe working environment

1.3.15 MISSION OF THE COMPANY “To attain leadership position in the titanium dioxide market and to achieve a strong presence in the industrial sector by ensuring customer satisfaction”

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1.3.16 CORPORATE OBJECTIVES The objects of the company are established are: India to do all or any of the following things:  To promote the production and use of titanium, zinc, lead and other metals or their components pigments.  To carry in all kind of research work incidental or relating to the production and use of titanium, zinc, lead other metals and their alloys and compounds and prepare for market all such articles and other things generally to carry an all kinds of metallurgical operation.  To carry on the business manufacturing chemicals and of manufacturers producers of and dealers in sulphuric acid and other alkalis and chemicals and substance of every description.  To explore, exercise, developed, finance and turn to account all kind of process for the production of titanium, zinc, lead and other metals and their compounds and alloys and all kinds of plant and machinery for the production of the same and for any such purpose to buy to buy or otherwise acquire buildings, plant, machinery appliances and tools. 1.3.17 WORKING HOURS Shifts

timing

Office

9.00 to 16.00 HRS

General

8.00 to 06.00 HRS

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1ST shift

6.00 to 14.00 HRS

2ND Shift

14.00 to 22.00 HRS

3RD Shift

22.00 to 06.00 HRS

1.3.18 FINANCIAL PERFORMANCE S.NO PARTICULARS 31-03-2011 31-03-2012

31-03-2013

31-03-2014

31-03-2015

1

TOTAL REVENUE

165 CRORE

187 CRORE

170 CRORE

159 CRORE

120 CRORE

2

TOTAL EXPENSES

152 CRORE

158 CRORE

169 CRORE

160 CRORE

144 CR0RE

3

PROFIT/LOSS

+13 CRORE

+29 CRORE

+1 CRORE

-1 CRORE

-24 CRORE

 TOTAL REVENUE FROM PRODUCTION Have Decreased From 160 Crore To 120 Crore Within The Financial Years 2011 To 2015.  EMPLOYEE BENEFIT EXPENSES Have

Remained The Same Throughout All These 5 Financial Years, At Around 47 Crore.

 The Company Incurred A Loss Of Around 24 CroreRs. In The Financial Year Of 2014 – 2015 (The Amount Reduces To 9crore After Final Audit). 1.3.19 COMPETITORS OF TTPL  Kerala Metals and Minerals Limited (KMML).  Kilburn Chemicals (VVTI Pigment Limited).  Kolmark chemicals Limited.

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1.3.20 TRADE UNION The 1st Trade Union came in to being in TTPL Ltd in 1951 at present there are three recognised unions`  Titanium Products Labour Union (CITU)  Titanium General Labour Union (CITU)  Titanium Employee council. Export offer: Travancore Titanium Products Limited as ISO 9001:2000 Company is a public sector under the administrative control of government of Kerala, in India engaged in the manufacture and marketing of different grades of titanium dioxide pigments. As part of business development activities, the company proposes around 300 MTS of ANATASE grade and 20 MTS of untreated Rutile Grade RD 01 both branded as AJANTOX every month for exports on FOB Kochi, India basis.

Future plans: With a view to improving efficiency, profitability, competitiveness, and to maintain market leadership, TTP has proposals to expand its capacity to 27000 tonnes per year, modernize and diversify in stages to produce both ANATASE and Rutile grades of Titanium Dioxide pigment. Modernization and revamping would plans to this connection will be launched during the current year. The total estimated cost of the project is RS. 412 CRORES A new project on the pollution control is also on progress to reduce the current pollution problems caused by the waste produced from the company in the form of liquid into the sea and gas into the atmosphere.

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This project is supposed to reduce the various problems arousing in the nearby villages of the company.

Eco-Friendly Travancore titanium products are one of the very companies in India to have installed an electrostatic precipitator way back in 1951itself to control particulate matter emission. TTPL is a public sector undertaking management by the government of Kerala. The board of directors of TTPL consist of the chairman, Managing director, additional secretary of finance and special secretary of industries. The Chairman Managing Director is the chief executive. Usually a senior Government official from IAS or IPS cadre next to CMD is Executive Director and General Manager. TTPL Employees are ground in to two as office category and workers category. 1.4 STATEMENT OF PROBLEM The problem in this study is associated with the motivation of employees at TRAVANCORE TITANIUM PRODUCTS LIMITED, TRIVANDRUM. The purpose of the study was to determine what types of incentives and motivational factor can more effectively promote innovation and increase employee motivation in the company, as well as to provide recommendations to management on what to implement, eliminate, or change, based on our findings. 1.5 OBJECTIVE OF THE STUDY Main objectives of employee motivation are as follows:  To determine the factors that increase motivation of employees in the organisation.  To find which motivation technique is used in this company.

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 To analyse satisfaction level of employees in the company..  To evaluate the role that motivation plays on employee performance.

1.6 SCOPE OF THE STUDY This study was completed using the input of full-time and part-time employees of the company in all different departments. These employees were surveyed for the purpose of discovering what is the most motivating to them in the workplace. Employee motivation is defined as the eagerness or drive in an employee that directly influences their level of involvement or performance in the workplace. Motivating factors and incentives are reasons for employee motivation, and in order to best evaluate and describe which of these factors are most and least critical to employees, we have split this study up into the following criteria: communication, income, long-term incentives, and non-financial incentives. The study was limited to employees working in Travancore titanium products limited, Trivandrum. 1.7 LIMITATION OF THE STUDY The study was limited for a period of one month only.  Some of the respondents did not co-operate with the study, because of their busy schedule  As the respondents were busy with their work, it was difficult for the researcher to meet the respondents and gain information.  The data depends totally on the respondent’s view, which may be issued.  In this study the sample size was 50.

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 The data is collected only from permanent employees and hence the opinion of casual and contract employees is not collected. 1.8 PERIOD OF THE STUDY Period of the study is conducted from 05/06/2017 to 05/07/2017. 1.9 AREA OF THE STUDY It is a study on Employee motivation at Travancore Titanium Limited Trivandrum 1.10CHAPTERISATION     

Introduction Review of literature Research methodology Data analysis and interpretation Findings, recommendation and conclusion

Products

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CHAPTER - 2 LITERATURE REVIEW 2.1 INTRODUCTION Motivation is a topic that is extensively researched. Halfway the twentieth century the first important motivational theories arose, namely Maslow’s hierarchy of needs (1943), Herzberg’s two-factor theory (1959) and Vroom’s expectancy theory (1964). Those researches focused on motivation in general and employee motivation more specifically. In the past years various definitions of motivation were defined, e.g. Herzberg (1959) defined employee motivation once as performing a work related action because you want to. 2.2 REVIEWS Bruce and Peptone (1999) propose an interesting view point according to which managerscannot motivate employees, managers can only influence what employees are motivated to do. The role of facilitating quality subordinate-superior communication at various levels effectively employing a wide range of communication channels has been praised by shields (2007) in terms of its positive contribution in boosting employee morale. Shields (2007) stresses two specific advantages of such a practice that relate to offering employees a chance to raise their concerns and put across their points regarding various aspects of their jobs, as well as, supplying them with the feeling of encouragement and appreciation. According to Lockley (2012) offering training and development programs that effectively contributes to personal and professional growth of individuals is another effective employee motivation strategy. At the

40

same time, Lockley (2012) warns that in order for motivational aspects of training and development initiatives to be increased, ideally they need to be devised and implemented by a third party with relevant competency and experience. Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis (2012) argues that motivational aspects of alternative working patterns along with its other benefits are being appreciated by increasing numbers of organisations, however, at the same time, many organisations are left behind from benefiting from such opportunities. An interesting viewpoint regarding the issue has been proposed by Wylie (2014), according to which members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-motivation practices. Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible motivational tools such as celebration of birthdays and other important dates with the participation of whole team. According to Thomas (2009) the main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. In other words, individual differences have been specified by Thomas (2009) as the major obstruction for management in engaging in employee motivation in an effective manner. Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural differences between employees in particular.

41

Namely, culture can be explained as knowledge, pattern of behaviour, values, norms and traditions shared by members of a specific group (Kreitner and Cassidy, 2012) and accordingly, cross-cultural differences is perceived to be major obstruction in the way of successful employee motivation. This point has been explained by Lockley (2012) by insisting that certain practices such as engaging in constructive arguments and dialogues in workplace can prove to be highly motivational for the representatives of western culture, where as the same set of practices can prove to be counterproductive for employees from Asian countries due to vast cross-cultural differences. Llopis (2012) draws attention to the increasing relevance of the work-life balance problem for modern employees and stresses its negative impact on the level of employee motivation. Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of work-life balance in personal level, management investment on the level of employee motivation can be wasted. 2.3 CONCLUSION This view point is based on hierarchy of needs theoretical frame work proposed by Abraham Maslow (1943), according to which there is a certain hierarchy for individual needs, and more basic human needs to be satisfied in order for the next level needs to serve as motivators.

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CHAPTER–3 RESEARCH METHODOLOGY

3.1 INTRODUCTION The procedures by which researchers go about their work of describing, explaining and predicting phenomena are called methodology. Methods comprise the procedures used for generating, collecting, and evaluating data. Methods are ways of obtaining information useful for assessing explanations. The entire data required for the study were collected in three stages. The primary data to the study has been collected by interviewing the employees with the help of an interview schedule and through questionnaire. The secondary data relating to the study have been collected from various published and unpublished records, booklets, journals and magazines. Research design is a framework within which the research is conducted and contains a blue print for data collection, measures and analysis of data. A descriptive and analytical approach was taken for the study. 3.2 RESEARCH DESIGN Research design is the planned sequence of the entire process involved in conducting a research study. Designing a particular research depends mainly on research purpose. Research design is the plan and structure of investigation so as to obtain answers to research questions. The plan is the overall scheme or program of the research. It includes an outline of what the investigator will do from writing hypotheses and their operational implications to the final

43

analysis of data. A research design expresses both the structure of the research problem and the plan of investigations used to obtain empirical evidence for the problem. 3.3 SAMPLE DESIGN  POPULATION The population of study consists of employees of Travancore titanium products limited is 685.  Sampling method The sampling method used in this project is simple random sampling.  Sample size The total samples taken for the study is 50.  Tools taken for data collection The main tool used for data collection is questionnaire which was distributed among the employees of TTPL.  Tools for data analysis The main tool adopted for data analysis is percentage analysis.  Tools for representation of data Tools used for representation of data are tables and charts. 3.4 SAMPLING UNIT The element or set of elements considered for selection in some stage of sampling. For example, population in rural people in GamoGofa Zone, Woredas, Kebelesetc is sampling units.

44

3.5 SAMPLING FRAME It is the actual list of sampling units from which the sample is selected. It is closely related to population. It is the list of elements from which the sample is actually drawn. 3.6 SAMPLING RATIO Size of the sample / size of population. 3.7 SOURCE OF DATA COLLECTED The required data collected through two ways: primary and secondary data collection.  Primary Data Primary data is the information collected for the first time; there are several methods in which the data is complied. In this project it was obtained by means of questionnaires.  Secondary data Secondary data are those which have already been collected someone else and have already passed through the statistical process. Secondary Data means that are already available. For the purpose of the study, secondary data were collected from departments manuals, books, journals, website, internet related to the topic of study, printed books and other records.

45

CHAPTER 4 DATA ANALYSIS AND INTERPRETATION Table :1 Employee satisfaction towards their job Categories

No of respondents

Percentage

Satisfied

47

94%

Dissatisfied

0

0%

Neutral

3

6%

No Opinion

0

0%

Total

50

100%

No of respondents 50 40 30 20

No of respondents

10 0

Interpretation From the above table it is inferred 94% of employees are satisfied with their present job. While 6% of employees are neutral.

46

Table :2 Efforts taken by HR department to motivate employees categories

No of respondents

Percentage

To a geat extent

9

18%

To some what extent

35

70%

Not at all

6

12%

Total

50

100%

No of respondents 35 30 25 20 No of respondents

15 10 5 0 To a geat extent

To some what extent

Not at all

Interpretation From the above table 70% of employees agree with somewhat extant 18% of employees agrees with a great extent and 12% employees says HR department takes no effort to motivate employees.

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Table :3 Incentive schemes provided by the company Categories

No of respondents

Percentage

Yes

20

40%

No

30

60%

Total

50

100%

No of respondents 30 25 20 No of respondents

15 10 5 0 Yes

No

Interpretation From the above table 60% of employees says no and 40% of employees says yes.

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Table :4 Performance appraisal system in motivating employees Categories

No of respondents

Percentage

Strongly Agree

4

8%

Agree

40

80%

Disagree

5

10%

Strongly Disagree

1

2%

Total

50

100%

No of respondents 40 35 30 25 20 15 10 5 0

No of respondents

Strongly Agree

Agree

Disagree

Strongly Disagree

Interpretation From the above table 80% of employees agree with performance appraisal system while 10% of employees disagree,8% of employees strongly agree and 2% of employees strongly disagree`

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Table :5 HR department maintaining good relationship with the employees.

Categories

No of respondents

Percentage

Yes

45

90%

No

5

10%

Total

50

100%

No of respondents 50 40 30

No of respondents

20

10 0 Yes

No

Interpretation From the above table 90% of employees says HR department is maintaining good relationship with the employees while 10% of respondents says no.

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Table :6 Employees satisfied with work environment in TTPL

Categories

No of respondents

Percentage

Yes

35

70%

No

7

14%

No opinion

8

16%

Total

50

100%

No of respondents 35 30 25 20

No of respondents

15

10 5 0 Yes

No

No opinion

Interpretation From the above table 70% of employees are satisfied with the work environment in TTPL,16% of employees are no opinion and 14% are not satisfied.

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Table :7 Employees satisfied with welfare facilities in the company. Categories

No of respondents

Percentage

Yes

35

70%

No

15

30%

Total

50

100%

No of respondents 35 30 25 20

No of respondents

15 10 5 0 Yes

No

Interpretation From the above table 70% are satisfied with the welfare facilities provided by the company and 30% of employees are not satisfied.

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Table :8 Opinion regarding benefits of employee motivation Categories

No of respondents

Percentage

Yes

45

90%

No

5

10%

Total

50

100%

No of respondents 50 40 30

No of respondents

20

10 0 Yes

No

Interpretation Out 100-90% of employees think that employee motivation helps to attain organisational goals,10% of employees says that employee motivation will not help to attain organisational goals.

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Table :9 Employee motivation that helps to attain job satisfaction

Categories

No of respondents

Percentage

Yes

45

90%

No

1

2%

No opinion

4

8%

total

50

100%

No of respondents 50 40 30

No of respondents

20 10 0

Yes

No

No opinion

Interpretation From the above table 90% of employees says that there is a relationship between employee motivation and job satisfaction while 8% have no opinion and 2% says no.

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Table :10 Employee opinion about conflicts affecting work

categories

No of respondents

Percentage

Strongly agree

2

4%

Agree

40

80%

Disagree

7

14%

Strongly disagree

1

2%

total

50

100%

No of respondents 40 35 30 25 20 15 10

No of respondents

5 0 Strongly agree

Agree

Disagree

Strongly disagree

Interpretation From the above table 80% of employees have opinion about conflicts affecting the work, while 14% disagree, 4% strongly agree and rest 2% strongly disagree.

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Table :11 Types of incentives schemes Categories

No of respondents

Percentage

Financial incentives

18

36%

Non- financial incentive

7

14%

Both

13

26%

No opinion

12

24%

Total

50

100%

No of respondents 18 16 14 12 10 8 6 4 2 0

No of respondents

Financial incentives

Nonfinancial incentive

Both

No opinion

Interpretation 36% agrees with financial incentive, 26% agrees with both, 24% employees have no opinion about the incentive schemes and 14% agrees with non-financial incentive.

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Table: 12 Employee Motivation in TTPL Categories

No of respondents

Percentage

To a great extent

8

16%

To moderate extent

23

46%

To some extent

16

32%

To little extent

3

6%

Total

50

100%

No of respondents 25 20 15 10

No of respondents

5 0 To a great To extent moderate extent

To some extent

To little extent

Interpretation From the above table 46% of employees agrees with moderate extent while 32% agrees with somewhat extent 16% agrees with great extent and the rest 6% agrees with little extent

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Table :13 Awareness about future plans of the company categories

No of respondents

Percentage

Yes

31

62%

No

11

22%

No opinion

8

16%

Total

50

100%

No of respondents 35 30 25 20

No of respondents

15 10 5 0 Yes

No

No opinion

Interpretation 62% of employees says that they are aware of future plans of the company, 22% of employees are not aware of future plans of the company, 16% have no opinion about the future plan.

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Table :14 Knowledge about company policies and mission Categories

No of respondents

Percentage

Yes

38

76%

No

5

10%

No opinion

7

14%

Total

50

100%

No of respondents 40 35 30 25 No of respondents

20 15 10 5 0 Yes

No

No opinion

Interpretation 76% of employees says that they know about company policies and mission, 10% of employees are not familiar with company policies and mission, 14% of employees have no opinion regarding the subject.

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Table :15 Employee opinion regarding their importance within the company Categories

No of respondents

Percentage

yes

42

84%

No

3

6%

No opinion

5

10%

Total

50

100%

No of respondents 45 40 35 30 25 20 15 10 5 0

No of respondents

yes

No

No opinion

Interpretation Out of total respondents 84% of employees feel that the company is giving importance to them, while 6% of employees do not feel satisfied with the company valuation. The rest 10% have no opinion.

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Table: 16 Employee opinion regarding relationship between performance and incentives Categories

No of respondents

Percentage

Yes

24

48%

No

18

36%

No opinion

8

16%

Total

50

100%

No of respondents 25 20 15 No of respondents 10 5 0 Yes

No

No opinion

Interpretation 48% of employees think that the incentives and other benefits provided by the company influences their performance, 36% of employees feels there is no relation. While 16% have no opinion. This implies that the majority feels that incentives can influence their performance.

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Table :17 Employee opinion regarding the need for improvement in company’s present management system

Categories

No of respondents

Percentage

Yes

38

76%

No

9

18%

Don’t know

3

6%

Total

50

100%

No of respondents 40 35 30 25 No of respondents

20

15 10 5 0 Yes

No

Don’t know

Interpretation The study reveals that 76% of employees feel that the company’s present management system should be improved. 18% thinks otherwise and 6% have no opinion regarding this subject.

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Table :18 Employees level of satisfaction with the working culture of the organisation Categories

No of respondents

Percentage

Highly satisfied

2

4%

Satisfied

43

86%

Dissatisfied

5

10%

Highly dissatisfied

0

0

Total

50

100%

No of respondents 45 40 35 30 25 20 15 10 5 0

No of respondents

Interpretation 86% of employees are satisfied with the working culture of the organisation. 10% feels dissatisfied and the rest 4% are highly satisfied.

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Table :19 Employee level of satisfaction with the Bonus/PCMA provided by the company Categories

No of respondents

Percentage

Yes

32

64%

No

18

36%

Total

50

100%

No of respondents 35 30 25 20

No of respondents

15

10 5 0 Yes

No

Interpretation 64% feels satisfied with the Bonus/PCMA provided by the company, while 36% of employees are dissatisfied.

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Table :20 Leave provided to the employees. Categories

No of respondents

Percentage

Highly satisfied

7

14%

Satisfied

40

80%

Dissatisfied

3

6%

Highly dissatisfied

0

0

Total

50

100%

No of respondents 40 35 30 25 20 15 10 5 0

No of respondents

Interpretation 80% are satisfied with the leave provided by the company, 14% of employees are highly satisfied and 6% are dissatisfied. Hence the majority of employees found it satisfied.

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Table :21 Salary increment whether plays an important role in their job Categories

No of respondents

Percentage

Highly satisfied

35

70%

Satisfied

15

30%

Total

50

100%

No of respondnts 25 20 15

No of respondnts

10 5 0 Highly satisfied

Satisfied

Interpretation From the above table 70% of the respondents are agreed that salary increment given to the employees motivates their job were as 30% disagree with this.

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Table :22 Involvement of management in decision making of the employees Categories

No of respondents

Percentage

Yes

33

66%

No

17

34%

Total

50

100%

No of respondnts 25 20 15

No of respondnts

10 5 0 Highly satisfied

Satisfied

Interpretation The study reveals that, 66% responded that the management helps them in taking decision, while 34% says no.

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Table :23 Motivational task provided to the employees Categories

No of respondnts

Percentage

Highly satisfied

15

30%

Satisfied

25

50%

Dissatisfied

10

20%

Strongly dissatisfied

0

0

Total

50

100%

No of respondnts 25 20 15 No of respondnts

10 5 0 Highly satisfied

Satisfied Dissatisfied

Strongly dissatisfied

Interpretation 50% of employees are satisfied with the motivational task provided to the employees. 30% of employees are highly satisfied and 20% are dissatisfied.

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Table:24 Different types of training programs conducted categories Quality training Skill training Professional and legal training Safety training total

No of respondents 5 5 20

Percentage 10% 10% 40%

20 50

40% 100%

No of respondents 50 45 40 35 30 25 20 15 10 5 0

No of respondents

Interpretation 40% of respondents agree with safety and professional training, 10% agree with quality and skill training.

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Table: 25 Motivation techniques categories

No of respondents

Percentage

Empowerment Appreciation Recognition Reward total

5 20 20 5 50

10% 40% 40% 10% 100

No of respondents 50 45 40 35 30 25 20 15 10 5 0

No of respondents

Interpretation 40% agree with appreciation and recognition, 10% agree with reward and empowerment.

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CHAPTER - 5 FINDINGS SUGGESTIONSAND CONCLUSION 5.1 FINDINGS  The study found that 94% of employees are satisfied with their present job.  70% of employees are satisfied with the support from HR Department.  About 60% of employees are happy with the incentive schemes provided by the company.  Majority 80% of employees agrees with the performance appraisal system in motivating employees. 

About 90% of employees say that HR Department is maintaining good relationship with them.

 Most of the respondents 70% are satisfied with the work environment in TTPL.  70% OF employees are happy with the welfare facilities in the company.  90% of employees have opinion regarding benefits of employee motivation.  About 90% of employees say that there is a relation between employee motivation and job satisfaction.  80% of employees think that conflict will not affect their work.  Majority 36% of employees are satisfied with financial incentive.  From the above study 46% of employee motivation in TTPL takes place at moderate extent.

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 62% of employees are aware about the future plans of the company.  About 76% of respondents have knowledge about company policies and mission.  84% of employees think that the company values them.  48% of employees think that incentives will influence their performance.  Majority 76% of respondents feels that company’s present management system needs improvement.  86% of employees are satisfied with the working culture in the company.  64% of employees agree with Bonus/PCMA provided by the company.  About 64% of employees are satisfied with salary increase.  Most of the employees 80% are happy with the leave provided by the company.

5.2 SUGGESTIONS The suggestions for the findings from the study are follows 1. Most of the employees agree that financial incentive are helpful to get motivated, so the company should try to give financial incentive to improve their performance. 2. Non- financial incentive plans should also be implemented, it can improve the productivity level of the employees. 3. Organisation should give importance to communication between employees and gain co-ordination through it.

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4. Skills of employees should be appreciated. 5. Better carrier development opportunities should be given to the employees for their improvement. 6. 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 organisation. 5.3 CONCLUSION The study concludes that the motivational program procedure in Travancore titanium products limited, Thiruvananthapuram, is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 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 organisation. The performance appraisal activities really play a major role in motivating the employees of the organisation. 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 organisation is going to benefit out it. Steps

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should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

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5.4 APPENDIX

QUESTIONAIRE

Dear Sir/Madam, I am Naveen.A, MBA Student of Loyola Institute of Scince and Technology, Thovalai affiliated to Anna University I am conducting a study on employee motivation at TTPL, Trivandrum. The information collected will be kept confidential and will be used for the purpose of study the only. Thanking You, Yours faithfully, Naveen.A PERSONAL INFORMATION Name

:

Age

:

18-25

25-35

Gender

:

Male

Female

Marital Status

:

Married

Not married

Qualification

:

SSLC

Diploma

UG

Experience

:

5-15

15-25

above 25

Income Status

:

below 15000

35 above

15000-30000

PG

Others

above 30000

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QUESTIONS 1. Are you satisfied with your present job? Satisfied

Dissatisfied

Neutral

No Opinion

2. How much effort does HR department takes to motivate the employees? To a great extent

To Somewhat extent

Not at all

3.Does incentive schemes motivate the employees? Yes

No

4. Does performance Appraisal system takes major part in Motivating the employees? Strongly Agree

Agree

Disagree

Strongly Disagree

5. Is HR department Maintaining good relationship with the employees? Yes

No

6. Are the employees satisfied with the work environment is TTPL? Yes

No

No opinion

7. Are you satisfied with welfare facilities provided by the company? Yes

No

8. Do you think that employee motivation help to attain organizational goals? Yes

No

9. Does employee motivation helps to attain job satisfaction? Yes

No

No Opinion

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10. Do you think that conflict between the employees affects work? Strongly agree

agree

Disagree

Strongly Disagree 11. Rank the following factors which motivates you the Most? Highly

Satisfied

Dissatisfied

Satisfied

Strongly Dissatisfied

Salary increase Leave Motivational tasks Recognition 12. Which type of incentive schemes motives you most? Financial incentive

Non financial incentive

Both

No opinion

13.To which extent employee motivation takes place in TTPL? To a great extent

To moderate extent

To some extent

To title extent

14. Do you aware of future plans of the company? Yes

No

No Opinion

15. Do you know company’s Policies and mission? Yes

No

No Opinion

16. Do you feel that the company values you? Yes

No

No Opinion

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17.Do you think that incentive and other benefits will influence your performance? Yes

Does No

No Opinion

18. Do you think the company’s present Management system needs improvement? Yes

Don’t know

No

19. Rate your level of satisfaction with the working culture of the organisation? Highly Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied 20. Are you satisfied with the bonus/PCMA provided by the company? Yes

No

21. what are the different types of training programs conducted in your organisation? Quality training

Skills training

Proffessional training

Safety training 22. what are the different motivation techniques used in your organisation? Empowerment

appreciation

recognition

Reward

Thank you

78

5.5 BIBLIOGRAPHY

BOOKS 1. Robin P Stephen (2000) Organization Behaviors New Delhi Prentice Hall of India. 2. Kothari C.R (2004) Research Methadology Methods and Techniques. 3. PravinDurai (2015) Principles of Management Pearson Publication. 4. Research methods (2014) Dr K.A. Janardhanan NIU Publication.

WEBSITES www.travancoretitanium.com www.wikipedia.com