CHAPTER - I

INTRODUCTION
Motivation is the driving force within individuals that drive them physiologically and
Psychologically to pursue one or more goals to fulfill their needs or expectations. Motivators
maybe intrinsic or extrinsic. An example of an intrinsic motivator is the self-fulfillment of a
worker as a result of performing a task well. An example of an extrinsic motivator is the award
of monetary bonus for extra effort input by a worker. Most of the theorists assert that intrinsic
motivators are better than extrinsic ones. Numerous studies have proved that productivity of
workers is directly related with motivation. Workers who are highly motivated will input
maximum efforts because of self-fulfillment from doing so, and resulting in high productivity.
In the past two decades, the authors identified three revolutionary changes in the quality
management systems of surveying and construction industries. Firstly, consensual management
has gradually replaced the traditional hierarchical structure of management systems. Secondly,
the adoption of systems approach or systems engineering to deal with organizational and
technical problems has been proved successful in managerial processes. Thirdly, organizations
manage construction and survey teams on project basis as the more efficient way to accomplish
their Strategic and objectives.
Overseeing the newly created Total Quality Management (TQM) system under ISO 9001:2000
Standard for the construction industry, this paper briefly describes the methods to motivate
survey employees during the life cycle of a construction project. In this paper, survey employees
are Landor engineering surveyors who are responsible for geodetic control, detail mapping,
setting-out, as built and deformation monitor surveys in construction projects. They are the front
line workers particularly in setting-out the precise geometric models of structures under
construction. In fact, these survey operations exist from start to finish in construction projects.
DEFINITION OF MOTIVATION
Employee motivation: shall be defined by Robbins, (1993) (as cited in
Ramlall,2004) as: the willingness to exert high levels of effort toward
organizational goals, conditioned by the efforts
Ability to satisfy some individual need.
Employees: shall be defined as employees that depend on their hourly wage
as their main source of income, and generally do not receive any income
from tips or gratuities.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

SECONDARY OBJECTIVE

PRIMARY OBJECTIVE
To study on the A STUDY ON PERFORMANCE APPRAISAL For their employees.
SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM, KURINJIPADI

SECONDARY OBJECTIVE
find current motivation policy how much effective to employee

know the satisfaction level of existing reward system

To determine the effect of employee training on the employee

NEED FOR THE STUDY

The management was in the position to know whether the existing performance appraisal
is effective or not.
To measure the satisfaction level of the employees.
To get suggestions from the employees for further improvement in existing performance
appraisal.

SCOPE OF THE STUDY

The study aims at analyzing the issues related to performance appraisal. A questionnaire
was farmed to get the details from the employees include the following categories of
information. Basic information contains the name, age and previous experience of the
employees.

LIMITATIONS OF THE STUDY

Most of the respondents did not answer the questionnaire truly due to fear.

Most of the employees were busy with their job and they dont want to be disturbed.

Due to many restrictions cannot meet many employees on time.

Few respondents reluctant to answer the questionnaire.

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RESERCH METHODOLOGY
RESEARCH
Research is a process in which the researcher wishes to find out the end result for a give
problem and thus the solutions helps in future course of action .the research has been defined as
a careful investigation or enquiry especially through search for new

fact in any branch of

knowledge .

RESEARCH METHODOLOGY
The procedure using ,

which

researchers go about their work of describing explaining and

predicting phenomena is called methodology . Methods compromise the procedure s used for
generating ,collecting , and evaluating data .methods are the ways of obtaining information
useful for assessing explanation .

TYPES OF RESEARCH
The type of research used in this project is descriptive in nature . Descriptive research is
essentially a fact finding

related

largely

to the present, abstracting generation s by cross

sectional study of the current situation .the descriptive method are extensively used in the

physical and natural science , for instance when physics

measurers , biology classifies

zoology dissects and geology studies the rock .but its use in social science is more
common , as in socio economic surveys and job and activity analysis

DESCRIPTIVE RESEARCH AIMS

To

portray

the characteristics

group

of a particular

individual

situation

or

[with or without specific initial hypothesis about the

nature of this characteristics ]

To determine the frequency with which something occurs or with which
it is associated with something else [ usually , but not always , with a
specific initial hypotheses ]

DESIGN OF DESCRIPTIVE
Descriptive studies aim at portraying accurately the characteristics of a particular group or
solution. One may undertake a descriptive study

about the work in the factory ,health

and welfare . A descriptive study may be concerned with the right to strike , capital
punishment . Prohibition etc.
A descriptive study involves the following steps
1.
2.
3.
4.
5.

Formulating the objectives of the study .

Defining the population and selecting the sample .
Designing the method of data collection .
Analysis of the data .
Conclusion and
recommendations for further improvement

in

the

practices .

RESEARCH DESIGN
Research design is the specification of the methods and procedure for acquiring the
information needed to solve the problem.
The research design followed for this research study is descriptive research design where
we find a solution to an existing problems .the problems of the study is to find the present
Sravana global energy private limited

SAMPLING
NON PROBABILITY

non-probability sampling is a sampling technique where the samples are

gathered in a process that does not give all the individual in the population equal chances of
being selected

CONVENIENCE SAMPLING
convenience sample is one of the main type of non-probability sampling
methods. A convenience sample is made up of people who are easy to reach. Consider the
following example. A pollster interviews shoppers at a local mall.

SAMPLE SIZE :
From the total population we have collect about 50 samples

DATA COLLECTION METHODS

Survey methods is considered the best methods for data collection and the tools used for
data collection are questionnaire. Private individual s , research workers, private and public
organization and even government are adopting it . In this methods a questionnaires is
collected through personal interview . A questionnaires consists of a number of questions
involves both specific and general question related to INDUSTERS sectors .

QUESTIONNAIRES CONSTRUCTIONS
Questionnaires were constructed based on the following types

Open ended questions

Close ended questions
Multiple choice question

SOURCE OF DATA
The two source of data collection are namely primary & secondary

PRIMARY DATA
Primary data are

fresh

data

collection

through

survey

from

the

employees using questionnaire

SECONDARY DATA
Secondary data are collecting from books , internet and various journal
s, magazines etc .

SATATISTICAL TOOLS USED

1. Percentage analysis

2.chi-square

3.correlation

PERCENTAGE METHOD
percentage refers to a special kind of ratio. It is used to make comparison between two or more
series of data. They can be used to compare the relative items, the distribution of two or more
series of data, since the percentage reduces everything to a common base and there by allow
meaningful comparisons to be made.

Formula =

number of respondents
------------------------------- x 100
total respondents

CHAPTER III
COMPANY PROFILE
Saravana Global Energy Limited Instrument Amount (Rs. Crore) Rating Action December 2014
Long-term, term loans 28.7 [ICRA]C- reaffirmed Long-term, cash credit facilities 25.0
[ICRA]C- reaffirmed Long-term, proposed facilities 3.8 [ICRA]C- reaffirmed Short-term, bills
discounting facilities 10.0 [ICRA]A4 reaffirmed Short-term, letters of credit/bank guarantees
12.5 [ICRA]A4 reaffirmed ICRA has reaffirmed the [ICRA]C- (pronounced as ICRA C minus)
rating to the Rs 57.5 crore* term loans and fund based long term facilities of Saravana Global
Energy Limited (SGEL) . ICRA has also reaffirmed the short term rating of [ICRA]A4
(pronounced as ICRA A four) to the Rs 22.5 crore fund based and non-fund based limits of the
company.
The rating reaffirmation considers the weak financial profile of the company with poor cash
flows and the continued default in the repayment of loans (that remain unrated) owing to the
delay in raising funds through the sale of assets/divestment of stake which was proposed to be
applied towards the One Time Settlement of foreign currency borrowings. The ratings are also
constrained by the insulator industry remaining vulnerable to cyclicality in the end-user industry
and the weak credit profile of SEBs who remain the principal buyers; and, the intense
competition in the insulator industry from domestic organized players with threat from Chinese
imports expected to recede only gradually.

The ratings, nevertheless, factor in the organized and well established presence of the company
in the domestic insulator manufacturing business; reputed clientele and supplies to major power
transmission companies including SEBs; favorable long term opportunities for the insulator
industry despite slowdown in the recent past on account of market disruptive imports from
China; and, the current duty protection to the domestic industry in the form of imposition of
safeguard duty.
The company reported an operating income of Rs. 46.3 crore, operating profit of Rs. 2.8 crore
and net loss of Rs. 33.1 crore in FY 2014 (October 2012- March 2014; 18 months) as against an
operating income of Rs 48.3 crore, operating loss of Rs 14 crore and net loss of Rs 38.5 crore in
FY 2012 (September-ended).
Company Profile
Saravana Global Energy Limited (SGEL, formerly known as Saravana Insulators Limited) was
incorporated in 2003 by acquiring the assets of Seshasayee Industries Limited, a sick unit. SGEL
manufactures alumina porcelain insulators in Unit I located at Cuddalore, Tamil Nadu, with
capacity of 15,000 tons per annum (mtpa) and, polymer insulators in Unit II located in
Madhurandhakam, Tamil Nadu, with capacity of ~27,000 pieces per annum for application in
transmission lines, power equipment manufactures, and railway electrification projects. The
company also has a separate division, Global Power Research Institute, a National Accreditation
Bureau of Laboratories (NABL) recognized extra high voltage (EHV) testing lab in Cuddalore.
The promoters hold ~80% of the stake in the company in their personal capacity while the
remaining is held by a private equity investor. December 2014
SARAVANA GLOBAL ENERGY LIMITED (SGEL) is a reputed manufacturer of Alumina
porcelain and Composite Insulators for all applications from 11kV to 1200kV for supply to all
customers such as SEBs, EPCs, OEMs, Power Grid Corporation of India, NTPC, Railway
Electrification and Export customers.
The promoters of SGEL have been successful in other businesses in Tamilnadu for more than
four decades and took over the total assets of Seshasayee Industries Limited (SIL) in 2002 and
commenced commercial production in 2004.
Building on the core strength of SIL as one of the first plants in India to produce high
strength Alumina porcelain and provide import substitute to Solid Core and Hollow Insulators,
the promoters combined the expertise of SIL personnel in Production Techniques and added
modern machinery and management approach to enhance Quality, Productivity and Efficiency.
In short span of 6 years the company has emerged as the leading supplier in India, over taking
many existing players.

Accreditation and Association:

ISO/9001:2008 CertificateCompany certified by M/s TUV SUD South Asia Pvt. Ltd., for Quality

Management System
ISO/14001:2004 Certificate Company certified by M/s TUV SUD South Asia Pvt. Ltd., for Environmental
Management System
BH OHSAS 18001:2007 Certificate Company certified by M/s TUV SUD South Asia Pvt. Ltd., for Safety
Management System
SGEL has the financial backing of leading private equity investors Jacob Ballas Capital India Pvt. Ltd.,
SGEL has signed an MoU with the TN state Govt. for our current and proposed investments in manufacturing
at unit 1 & 2 in Tamilnadu.
SGEL has signed an MoU with PGCIL for development of Post insulators for supply to 1200kV Sub-stations
and Porcelain long rod and composite long rod insulators for supply to 1200kV transmission lines. These
products are being developed for supply to PGCIL for installation at 1200kV test station.

LITERATURE REVIEW
Introduction
Prior literature on restaurant industrys hourly tipped and non-tipped
restauranemployees demonstrate that these staff members serve an
important role in restaurantprofitability (Pettijohn, Pettijohn, & Taylor, 2004).
Given the important function thatstaff provides to the daily operation of a
restaurant it is concluded that employeemotivation and staff commitment to
the organization are instrumental componentsorganizational performance.
Furthermore, it is assumed that an individuals motivationand level of
organizational commitment is different for tipped versus non-tipped
hourlyemployees. Therefore, the theoretical framework of this study is based
on a reviewrelevant literature pertaining to existing theories concerning
employee motivation, the
psychology of hourly tipped and non-tipped employees working in the
restaurantindustry, and the organizational commitment of the restaurant
worker.
Employee Motivation Need Theories
Employee motivation is based on a force that pushes people to make a
particular jobchoice, remain at the job, and put in effort (Simons & Enz,
1995). Motivational needtheorists derive that a need can evolve from
physiological or psychological deficienciesthat arouse behavior (Ramlall,
2004). According to Ramlall (2004) employee motivationneed theories are
defined by as internal factors that energize behavior. Anotherdefinition of
employee motivation is defined by Robbins (1993) (as cited in Ramlall,2004)
as: the willingness to exert high levels of effort toward organizational
goals,conditioned by the efforts ability to satisfy some individual need.
Therefore to engagein the practice of motivating employees, employers must

understand the unsatisfied needsof the employee groups. Unsatisfied needs

can be defined as tension that stimulatedrives within the individual,
(Ramlall, 2004). In this context this type of tensionpresents a goal for the
worker because the worker carries out search behavior to satisfy
the deficient need, thereby reducing the perceived tension (Ramlall, 2004).
Figure 1: Maslows Hierarchy of Needs applied to employees, adapted from Champagne & McAfee,
(1989), (as cited by Ramlall, 2004).

Prior work conducted by Steers and Porter (as cited by Ramlall, 2004) stated
that
managers have the responsibility to create proper climate so that employees
may develop
to their full potential. This need for self-actualization could possibly be
achieved in a
healthy work environment (Schrage, 2000). However, Maslow states that
although the
workplace may offer opportunities to become self-actualized, many humans
do not
EGO &
ESTEEM
SOCIAL
(Social interaction,
team spirit)
SAFETY & SECURITY
(Wages, salaries, benefits, awards,
recognition, breaks, working conditions)
Physiological
(Providing employee cafeterias, vending machines,
water coolers/fountains)
SELF-ACTUALIZATION
(Praise, awards, & training)
(Provide challenges, encourage creativity)

13
(Schrage, 2000). Employee motivation need theories imply that humans
have an intrinsic
need to, grow or evolve on personal levels, (Tesone, 2005). There is a
premise that
employees that are happier will be more productive. In the same thought
there is debate
that happy employees are not productive (Saari & Judge, 2004).