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A.P.S. UNIVERSITY REWA (M.P.

Department of MBA (HRD)


A
PROJECT REPORT
ON
JOB SATISFACTION OF EMPLOYEES
IN
NATIONAL THERMAL POWER CORPORATION
(VINDHYACHAL SUPER THERMAL POWER STATION)

SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT


FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

MBA (HRD) APS UNIVERSITY REWA (MP)


COMPANY GUIDE
SHILPA DUNGDUNG

COLLAGE GUIDE
Dr. SUNIL KUMAR TIWARI
HOD of MBA(HRD)
APS University Rewa (MP)

PREFACE
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

The project work entitled A STUDY ON JOB SATISFACTION OF


EMPLOYEES Job Satisfaction is the favorableness or un-favorableness with which the
NTPC VINDHYACHAL employee views his work. It expresses the amount of
agreement between ones expectation of the job and the rewards that the job provides. Job
Satisfaction is a part of life satisfaction. The nature of ones environment of job is an
important part of life as Job Satisfaction influences ones general life satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a
narrow sense, these attitudes are related to the job under condition with such specific
factors such as wages. Supervisors of employment, conditions of work, social relation on
the job, prompt settlement of grievances and fair treatment by employer.
However, more comprehensive approach requires that many factors are to be included
before a complete understanding of job satisfaction can be obtained. Such factors as
employees age, health temperature, desire and level of aspiration should be considered.
Further his family relationship, Social status, recreational outlets, activity in the
organizations etc.
Contribute ultimately to job satisfaction.

ACKNOWLEDGEMENT

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Vocational training is a bridge for a student that takes him


from his/her theoretical knowledge world to the poetical
industrial world. The real experience can be gained from an
excellent organization in this series NTPC LTD is playing
important role. Behind successful undertaking is the blessing
and guidance of may this format piece of acknowledgement
may not be sufficient to express my feeling of gratitude.
Primarily I thanks god and my parents for their blessings
showered on me who helped me more then I expected.
I very much thanks, full to Mr. JOHAN PHILLP M.
(MANAGER HR) for giving me opportunity to work in the
organization.
I express my indebtedness and deep sense of gratitude to Mr.
B.Thiagarajan (Deputy Manager HR- ES), Miss Shilpa
(Officer HR-EB). who have properly guided me during my
training period and provided me with all the theoretical
knowledge necessary for training. At last, I would like to
convey my thanks to all the members of HR Deptt. NTPCVSTPS who have helped me at every stage of training.
I am also indebted to my head of Department Dr.Sunil
Tiwari whose fatherly guidance has been a source of
inspiration to me.
I am also grateful to my faculty members Dr.Ajay Singh, Dr.
Usha Tiwari,
Mrs. Sushma Tiwari, and Miss. Akanksha Singh, whose
precious guidance through out the session has been of
undoubted help to us in grooming ourselves and without
which this work wasnt possible.
I am also thankful to all my friends and seniors whose help
has given this shape to the report.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

MUKESH
KUMAR VISHWAKARMA
M.B.A.
(HRD) 3rd SEM.
A.P.S.UNIV
ERSITY, REWA (M.P)

DECLARATION
I, Mukesh Kumar Vishwakarma s/o Shri L.N.
Vishwakarma

student

of

3nd

Semester,

Department of MBA (HRD), A.P.S University,


Rewa (M.P.) has completed the Project on job
satisfaction of employee For the Academic Year
2010-11.

The information given in this project is true to


the best of my knowledge.

M
ukesh Ku.Vishwakarma

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

MBA(HRD)3rd sem
2009-2011
A.P.S.U.Rewa (M.P.)

CONTENT
S.No.

Topic

Chapter 1

Company Profile

Chapter 2

Introduction of Job

Satisfaction
Chapter 3

Objectives

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Chapter 4

Research

Methodology
Chapter 5

Observation &

Findings
Chapter 7

Suggestions

Chapter 8

Bibliography

Chapter 9

Annexure

PART 1
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Introduction of Job Satisfaction

INTRODUCTION
Job satisfaction is not the same as
motivation. It is more if an attitude, an internal state of the
person concerned. It could, for example, be associated with a
personal feeling of achievement.
Job satisfaction is an individuals
emotional reaction to the job itself. It is his attitude towards his
job.

Definitions:
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Job satisfaction does not seem to reduce absence, turnover


and perhaps accident rates.
-Ro
bert L. Kahn
Job satisfaction is a general attitude towards ones job: the
difference between the amount of reward workers receive and
the amount they believe they should receive.
P. Robbins
Job satisfaction defines as The amount of over all positive
affect (or feeling) that individuals have toward their jobs.
-Hugh J. Arnold and Daniel
C. Feldman
Job satisfaction is the amount of pleasure or contentment
associated with a job. If you like your job intensely, you will
experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction.
By Andrew
J DuBrins,
The practice of supervision,
New Delhi
Job satisfaction is one part of life satisfaction. The
environment influences the job. Similarly, since a job is
important part of life, job satisfaction influences ones general
life satisfaction. Manager may need to monitor not only the
job and immediate work environment but also their
employees attitudes towards other part of life.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

JOB
FAMILY

POLITICS

LIFE

LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in nowa-days. In modern society the needs and requirements of the
people are ever increasing and ever changing. When the
people are ever increasing and ever changing, when the
peoples needs are not fulfilled they become dissatisfied.
Dissatisfied people are likely to contribute very little for any
purpose. Job satisfaction of industrial workers us very
important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be
considered as backbone of any industrial development. To
utilize their contribution they should be provided with good
working conditions to boost their job satisfaction. Any
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

business can achieve success and peace only when the


problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism
labour turnover require a social skill of understanding human
problems and dealing with them scientific investigation
serves the purpose to solve the human problems in the
industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.

PAY
Wages do play a significant role in determining of
satisfaction. Pay is instrumental in fulfilling so many needs.
Money facilities the obtaining of food, shelter, and clothing
and provides the means to enjoy valued leisure interest
outside of work. More over, pay can serve as symbol of
achievement and a source of recognition. Employees often
see pay as a reflection of organization. Fringe benefits have
not been found to have strong influence on job satisfaction as
direct wages.

THE WORK ITSELF


Along with pay, the content of the work itself plays a very
major role in determining how satisfied employees are with
their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after
day. The two most important aspect of the work itself that
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

10

influence job satisfaction are variety and control over work


methods and work place. In general, job with a moderate
amount of variety produce the most job satisfaction. Jobs with
too little variety cause workers to feel bored and fatigue. Jobs
with too much variety and stimulation cause workers to feel
psychologically stressed and burnout.

PROMOTION
Promotional opportunities have a moderate impact on job
satisfaction. A promotion to a higher level in an organization
typically involves positive changes I supervision, job content
and pay. Jobs that are at the higher level of an organization
usually

provide

workers

with

more

freedom,

more

challenging work assignments and high salary.

SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who
establish a supportive personal relationship with subordinates
and take a personal interest in them.
2. The other dimension of supervisory style influence
participation in decision making, employee who participates
in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.

WORK GROUP
Having friendly and co-operative co-workers is a modest
source of job satisfaction to individual employees. The
working groups also serve as a social support system of

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

11

employees. People often used their co-workers as sounding


board for their problem of as a source of comfort.

WORK CONDITION
The employees desire good working condition because they
lead to greater physical comfort. The working conditions are
important to employees because they can influence life
outside of work. If people are require to work long hours
and / or overtime, they will have very little felt for their
families, friends and recreation outside work.

Determinants of job satisfaction:


While analyzing the various determinants of job satisfaction,
we have to keep in mind that: all individuals do no derive the
same degree of satisfaction though they perform the same job
in the same job environment and at the same time. Therefore,
it appears that besides the nature of job and job environment,
there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual
variables, nature of job, and situational variables determine
the degree of job satisfaction. Let us see what these factors
are.

Individual factors:
Individuals have certain expectations from their jobs. If their
expectations are met from the jobs, they feel satisfied. These
expectations are based on an individuals level of education,
age and other factors.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

12

Level of education:
Level of education of an individual is a factor which
determines the degree of job satisfaction. For example,
several studies have found negative correlation between the
level of education, particularly higher level of education, and
job satisfaction. The possible reason for this phenomenon
may be that highly educated persons have very high
expectations from their jobs which remain unsatisfied. In their
case, Peters principle which suggests that every individual
tries to reach his level of incompetence, applies more quickly.

Age:
Individuals experience different degree of job satisfaction at
different stages of their life. Job satisfaction is high at the
initial stage, gets gradually reduced, starts rising upto certain
stage, and finally dips to a low degree. The possible reasons
for this phenomenon are like this. When individuals join an
organization, they may have some unrealistic assumptions
about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these
assumptions fall short of reality, job satisfaction goes down. It
starts rising again as the people start to assess the jobs in right
perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes
down because of fear of retirement and future outcome.

Other factors:
Besides the above two factors, there are other individual
factors which affect job satisfaction. If an individual does not
have favourable social and family life, he may not feel happy
at the workplace. Similarly, other personal problems
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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associated with him may affect his level of job satisfaction.


Personal problems associated with him may affect his level of
job satisfaction.

Nature of job:
Nature of job determines job satisfaction which is in the form
of occupation level and job content.

Occupation level:
Higher level jobs provide more satisfaction as compared to
lower levels. This happens because high level jobs carry
prestige and status in the society which itself becomes source
of satisfaction for the job holders.
For example, professionals derive more satisfaction as
compared to salaried people: factory workers are least
satisfied.

Job content:
Job content refers to the intrinsic value of the job which
depends on the requirement of skills for performing it, and the
degree of responsibility and growth it offers. A higher content
of these factors provides higher satisfaction. For example, a
routine and repetitive lesser satisfaction; the degree of
satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.

Situational variables:
Situational variables related to job satisfaction lie in
organizational context formal and informal. Formal
organization emerges out of the interaction of individuals in

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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the organization. Some of the important factors which affect


job important factors which affect job satisfaction are given
below:
1. Working conditions:
Working conditions, particularly physical work environment,
like conditions of workplace and associated facilities for
performing the job determine job satisfaction. These work in
two ways. First, these provide means job performance.
Second, provision of these conditions affects the individuals
perception about the organization. If these factors are
favourable, individuals experience higher level of job
satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type
of supervision; the degree of importance attached to
individuals varies. In employee-oriented supervision, there is
more concern for people which is perceived favourably by
them and provides them more satisfaction. In job oriented
supervision, there is more emphasis on the performance of the
job and people become secondary. This situation decreases
job satisfaction
.
3. Equitable rewards:
The type of linkage that is provided between job performance
and rewards determines the degree of job satisfaction. If the
reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is
perceived to be based on considerations other than the job
performance, it affects job satisfaction adversely.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the
context of job nature and work environment by they also
attach importance to opportunities for promotion that these
job offer. If the present job offers opportunity of promotion is
lacking, it reduces satisfaction.
1. Work group: Individuals work in group either created
formally of they develop on their own to seek
emotional satisfaction at the workplace. To the extent
such groups are cohesive; the degree of satisfaction is
high. If the group is not cohesive, job satisfaction is
low. In a cohesive group, people derive satisfaction
out of their interpersonal interaction and workplace
becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction


Job satisfaction has a variety of effects. These effects may be
seen in the context of an individuals physical and mental
health, productivity, absenteeism, and turnover.

Physical and Mental Health:


The degree of job satisfaction affects an
individuals physical and mental health. Since job satisfaction
is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically
which ultimately affects his physical health.
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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For example, Lawler has pointed out that drug abuse,


alcoholism and mental and physical health result from
psychologically harmful jobs. Further, since a job is an
important part of life, job satisfaction influences general life
satisfaction. The result is that there is spillover effect which
occurs in both directions between job and life satisfaction.

Productivity:
There are two views about the relationship between job
satisfaction and productivity
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship
between job satisfaction and productivity; when job
satisfaction

increases,

productivity

increases;

when

satisfaction decreases, productivity decreases. The basic logic


behind this is that a happy worker will put more efforts for
job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs
may feel satisfied but he may not put his efforts more
vigorously because of his low expectations from the job.
Therefore, this view does not explain fully the complex
relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily
a productive worker explains the relationship between job
satisfaction and productivity. Various research studies also
support this view.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

17

This relationship may be explained in terms of the operation


of two factors: effect of job performance on satisfaction and
organizational

expectations

from

individuals

for

job

performance. 1. Job performance leads to job satisfaction and


not the other way round. The basic factor for this
phenomenon is the rewards (a source of satisfaction) attached
with performance. There are two types of rewardsintrinsic
and extrinsic. The intrinsic reward stems from the job itself
which may be in the form of growth potential, challenging
job, etc. The satisfaction on such a type of reward may help to
increase productivity. The extrinsic reward is subject to
control by management such as salary, bonus, etc. Any
increase in these factors does not hep to increase productivity
though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to
higher productivity because he has to operate under
certain technological constraints and, therefore, he
cannot go beyond certain output. Further, this
constraint affects the managements expectations
from the individual in the form of lower output.
Thus, the work situation is pegged to minimally
acceptable level of performance. However, it does
not mean that the job satisfaction has no impact o
productivity. A satisfied worker may not necessarily
lead to increased productivity but a dissatisfied
worker leads to lower productivity.

Extrinsic
reward

Perceived equity
of rewards

Performanc
e
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Satisfaction

Intrinsic
reward
THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:
Absenteeism refers to the frequency of absence of
job holder from the workplace either unexcused absence due
to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence which is
a matter of concern. This absence is due to lack of satisfaction
from the job which produces a lack of will to work and
alienate a worker form work as for as possible. Thus, job
satisfaction is related to absenteeism.

HIGH

TURNOVER
JOB
SATISFACTION

ABSENCES

LOW

LOW

HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Employee turnover:
Turnover of employees is the rate at which employees leave
the organization within a given period of time. When an
individual feels dissatisfaction in the organization, he tries to
overcome this through the various ways of defense
mechanism. If he is not able to do so, he opts to leave the
organization. Thus, in general case, employee turnover is
related to job satisfaction. However, job satisfaction is not the
only cause of employee turnover, the other cause being better
opportunity elsewhere.
For example, in the present context, the rate of turnover of
computer software professionals is very high in India.
However, these professionals leave their organizations not
simply because they are not satisfied but because of the
opportunities offered from other sources particularly from
foreign companies located abroad.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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DIMENSIONS OF JOB SATIFACTION


Job satisfaction is a complex concept and difficult to measure
objectively. The level of job satisfaction is affected by a wide
range of variables relating to individual, social, cultural,
organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL
ENVIRONMENTAL

SOCIAL

ORGANIZATIONAL

CULTURAL
FACTORS

FACTOR

FACTOR

FACTOR

Individual:- Personality, education, intelligence and


abilities, age, marital status, orientation to work.
Social factors:-Relationship with co-workers, group
working and norms, opportunities for interaction,
informal relations etc.
Organizational factors:- Nature and size, formal
structure, personnel policies and procedures, industrial
relation, nature of work, technology and work
organization, supervision and styles of leadership,
management systems, working conditions.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Environmental

factors:-Economic,

social,

technical and governmental influences.


Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals


in a given set of circumstances but not necessarily in others.
Some workers may be satisfied with certain aspects of their
work and dissatisfied with other aspects .Thus, overall degree
of job satisfaction may differ from person to person.

IMPORTANCE

TO

STUDY

JOB

SATISFACTION
The importance to the study of job satisfaction level is very
important for executives. Job satisfaction study importance
can be understood by the answer of the following question
1) Is there room for improvement?
2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study


Job
satisfaction surveys can produce positive, neutral or negative
results. If planned properly and administered, they will
usually produce a number of important benefits, such as1. It gives management an indication of general levels of
satisfaction in a company. Surveys also indicate
specific areas of satisfaction or dissatisfaction as
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

22

compared to employee services and particular group


of employee.
2. It leads to valuable communication brought by a job
satisfaction survey. Communication flow in all
direction as people plan the survey, take it and discuss
the result. Upward communication is especially
fruitful when employee are encouraged to comment
about what is on their minds instead of merely
answering questions about topics important to
management.
3. as a survey is safety value, an emotional release. A
chance to things gets off. The survey is an intangible
expression of managements interest in employee
welfare, which gives employees a reason to feel better
towards management.
4. Job satisfaction surveys are a useful way to determine
certain training needs.
5. Job satisfaction surveys are useful for identifying
problem that may arise, comparing the response to
several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows
management to evaluate the actual response to a
change and study its success or failure.

Importance to Worker and Organization


Frequently,

work

underlies

self-esteem

and

identity

while

unemployment lowers self-worth and produces anxiety. At the same


time, monotonous jobs can erode a worker's initiative and enthusiasm
and can lead to absenteeism and unnecessary turnover. Job
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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satisfaction and occupational success are major factors in personal


satisfaction, self-respect, self-esteem, and self-development. To the
worker, job satisfaction brings a pleasurable emotional state that
often leads to a positive work attitude. A satisfied worker is more
likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work
force that is motivated and committed to high quality performance.
Increased productivity the quantity and quality of output per hour
worked seems to be a byproduct of improved quality of working life.
It is important to note that the literature on the relationship between
job satisfaction and productivity is neither conclusive nor consistent..
Unhappy employees, who are motivated by fear of job loss, will not
give 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and as soon as the
threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization
include reduction in complaints and grievances, absenteeism,
turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy work
force and has been found to be a good indicator of longevity. And
although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the
"bottom line." No wonder Andrew Carnegie is quoted as saying:
"Take away my people, but leave my factories, and soon grass will
grow on the factory floors. Take away my factories, but leave my
people, and soon we will have a new and better factory"

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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SATISFIED EMPLOYEE

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Creating Job Satisfaction


So, how is job satisfaction created? What are the elements of a job
that create job satisfaction? Organizations can help to create job
satisfaction by putting systems in place that will ensure that workers
are challenged and then rewarded for being successful. Organizations
that aspire to creating a work environment that enhances job
satisfaction need to incorporate the following:
Flexible

work

arrangements,

possibly

including

telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and


allows the worker opportunities to "put his or her signature" on the
finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own


work

A stable, secure work environment that includes job


security/continuity

An environment in which workers are supported by an


accessible supervisor who provides timely feedback as well as
congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion


Probably the most important point to bear in mind when considering
job satisfaction is that there are many factors that affect job
satisfaction and that what makes workers happy with their jobs varies
from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

26

employee's

personal

characteristics,

the

manager's

personal

characteristics and management style, and the nature of the work


itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of
the work force.
For example, when creating work teams, managers can enhance
worker satisfaction by placing people with similar backgrounds,
experiences, or needs in the same workgroup. Also, managers can
enhance job satisfaction by carefully matching workers with the type
of work.
For example, a person who does not pay attention to detail would
hardly make a good inspector, and a shy worker is unlikely to be a
good salesperson. As much as possible, managers should match job
tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can
also take other deliberate steps to create a stimulating work
environment. One such step is job enrichment. Job enrichment is a
deliberate upgrading of responsibility, scope, and challenge in the
work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement.
Large companies that have used job-enrichment programs to increase
employee motivation and job satisfaction.
Good management has the potential for creating high morale, high
productivity, and a sense of purpose and meaning for the organization
and its employees. Empirical findings show that job characteristics
such as pay, promotional opportunity, task clarity and significance,
and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

27

significant effects on job satisfaction. These job characteristics can be


carefully managed to enhance job satisfaction.
Of course, a worker who takes some responsibility for his or her job
satisfaction will probably find many more satisfying elements in the
work environment. Everett (1995) suggests that employees ask
themselves the following questions:

When have I come closest to expressing my full potential


in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be


applied to the present situation?

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Workers' Roles in Job Satisfaction

1. Develop excellent communication skills. Employers value


and reward excellent reading, listening, writing, and
speaking skills.
2. Know more. Acquire new job-related knowledge that
helps you to perform tasks more efficiently and
effectively. This will relieve boredom and often gets one
noticed.
3. Demonstrate creativity and initiative. Qualities like these
are valued by most organizations and often result in
recognition as well as in increased responsibilities and
rewards.
4. Develop teamwork and people skills. A large part of job
success is the ability to work well with others to get the
job done.
5. Accept the diversity in people. Accept people with their
differences and their imperfections and learn how to give
and receive criticism constructively.
6. See the value in your work. Appreciating the significance
of what one does can lead to satisfaction with the work
itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
7. Learn to de-stress. Plan to avoid burnout by developing
healthy stress-management techniques.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Assuring Job Satisfaction


Assuring job satisfaction, over the longterm, requires careful
planning and effort both by management and by workers. Managers
are encouraged to consider such theories as Herzberg's(1957) and
Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating,

challenging,

supportive,

and

rewarding

work

environment is vital. Because of the relative prominence of pay in the


reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather
than seniority.
So, in essence, job satisfaction is a product of the events and
conditions that people experience on their jobs. Brief (1998) wrote:
"If a person's work is interesting, her pay is fair, her promotional
opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to
predict she is satisfied with her job" (p. 91). Very simply put, if the
pleasures associated with one's job outweigh the pains, there is some
level of job satisfaction

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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MODEL OF JOB SATISFACTION

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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THEORIES OF JOB SATISFACTION

Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably
the most famous job satisfaction model. The main premise of
this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job.
Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when
expectations are/arent met. When a person values a particular
facet of a job, his satisfaction is more greatly impacted both
positively (when expectations are met) and negatively (when
expectations are not met), compared to one who doesnt value
that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy,
then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will
produce stronger feelings of dissatisfaction the more a worker
values that facet.

Dispositional Theory
Another

well-known

job

satisfaction

theory

is

the

Dispositional Theory]. It is a very general theory that suggests


that people have innate dispositions that cause them to have
tendencies toward a certain level of satisfaction, regardless of
ones job. This approach became a notable explanation of job
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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satisfaction in light of evidence that job satisfaction tends to


be stable over time and across careers and jobs. Research also
indicates that identical twins have similar levels of job
satisfaction.
A significant model that narrowed the scope of the
Dispositional Theory was the Core Self-evaluations Model,
proposed by Timothy A. Judge in 1998. Judge argued that
there are four Core Self-evaluations that determine ones
disposition towards job satisfaction: self-esteem, general selfefficacy, locus of control, and neuroticism. This model states
that higher levels of self-esteem (the value one places on
his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an
internallocus of control (believing one has control over
her\his own life, as opposed to outside forces having control)
leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction[].

Two-Factor Theory (Motivator-Hygiene Theory)


Frederick Herzbergs Two factor theory (also known as
Motivator Hygiene Theory) attempts to explain satisfaction
and motivation in the workplace This theory states that
satisfaction and dissatisfaction are driven by different factors
motivation and hygiene factors, respectively. An employees
motivation to work is continually related to job satisfaction of
a subordinate. Motivation can be seen as an inner force that
drives individuals to attain personal and organization goals
(Hoskinson, Porter, & Wrench, p.133). Motivating factors are
those aspects of the job that make people want to perform,
and

provide

people

with

satisfaction,

for

example

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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achievement in work, recognition, promotion opportunities.


These motivating factors are considered to be intrinsic to the
job, or the work carried out. Hygiene factors include aspects
of the working environment such as pay, company policies,
supervisory practices, and other working conditions
While Hertzberg's model has stimulated much research,
researchers have been unable to reliably empirically prove the
model, with Hack man & Oldham suggesting that Hertzberg's
original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not
consider individual differences, conversely predicting all
employees will react in an identical manner to changes in
motivating/hygiene factors.] Finally, the model has been
criticized in that it does not specify how motivating/hygiene
factors are to be measured.

According to Herzberg following factors acts as motivators:


Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Responsibility.

Hygiene factors are :


Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.

Need Fulfillment Theory :


Under the need-fulfillment theory it is believed that a person
is satisfied if he gets what he wants & the more he wants
something or the more important it is to him, the more
satisfied he is when he gets it & the more dissatisfied he is
when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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a) Need for personal achievement :


Desires for personal career development, improvement in
one's own life standards, better education & prospects for
children & desire for improving one's own work performance.

b) Need for social achievement :


A drive for some kind of collective success is relation to some
standards of excellence. It is indexed in terms of desires to
increase overall productivity, increased national prosperity,
better life community & safety for everyone.

c) Need for influence :


A desire to influence other people & surroundings
environment. In the works situation, it means to have power
status & being important as reflected in initiative taking and
participation in decision making.
In summary, this theory tell us that job satisfaction is a
function of, or is positively related to the degree to which
one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory :


It takes into account the point of view & opinions of the
group to whom the individual looks for the guidance. Such
groups are defined as the 'reference-group' for the individual
in that they define the way in which he should look at the
world and evaluate various phenomena in the environment

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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(including himself). It would be predicted, according to this


theory that if a job meets the interest, desires and
requirements of a person's reference group, he will like it & if
it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin.
He measures the effects of community characteristics on job
satisfaction of female clerical workers employed in 300
different catalogue order offices. He found that with job
conditions held constant job satisfaction was less among
persons living in a well-to-do neighborhood than among those
whose neighborhood was poor. Hulin, thus provides strong
evidence that such frames of reference for evaluation may be
provided by one's social groups and general social
environment.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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INDUSTRIAL PROFILE
HISTORY OF POWER SECTOR DEVELOPMENT
IN INDIA
Power Development :
The electric power generation in India on a commercial basis
is almost a

century old, substantial power development

efforts began only after independence. At the launch of the


First Five Year plan in 1951, power generation was
recognized as a major input for the countrys economic
development and was accorded high priority. Power sector
outlays have among the highest in successive Five Year Plans
ever since. The two plans focused on hydropower (as
component of multi-purpose projects). Subsequent plans
emphasized on rapid installations of thermal power stations.
As a result of plan efforts, Indias installed power generation
capacity grew to 16,664 MW in 1974. However, assessment
of the planned growth since 1951 indicated that with the
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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uneven distribution of resources, power development with


only states as spatial units would and greater capacity
addition, led the Government Of India to assume a leading
role in large-scale power generation as a matter of policy and,
through an amendment of the Electricity (Supply) Act,
National Thermal Power Corporation Ltd. (NTPC) and
National Hydroelectric Power Corporation Ltd. (NHPC) were
set in the central sector to supplement the efforts of the states.
Consequently, total installed capacity of power utilities has
increased from 1,362 MW in 1947 to 1,04918MW in March
2002. Electricity generation, which was only

about 4.1

billion units in 1947, has risen to 515 billion units in 2001-02.


As on March 2002, the total installed capacity of utilities
stood at 104918 MW. Most of this installed capacity is under
government control

nearly 60% of the power generation

capacity. Currently, the central government owns about 30%


of the power generation capacity in the country, the majority
of which is in the thermal sector. Of the total

installed

thermal capacity of 25366.50MW in central sector, NTPCs


share is 20092MW (76.61%).

COMPANY PROFILE

NTPC- An Integrated Power Major

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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JOURNEY TOWARDS EXCELLENCE established in 1975,


NTPC Limited, a premier Public Sector Enterprise, is Indias
largest power utility with an installed capacity of 27,904 MW
through 26 power stations including stations operated under
Joint Venture Companies. NTPC has emerged as an
Integrated Power Major with presence in Hydro Power, Coal
mining, Oil & Gas exploration, Power Distribution & Trading
and also plans to enter into Nuclear Power Development.
NTPC plans to become a 50,000 MW Company by 2012 and
75,000 MW plus company by 2017. The Company
contributed 29.25% of the total electricity generated in the
country during 2006-07 with 20.71% share of the total
installed
capacity of the nation including capacity and generation of
Joint Venture Companies.

STRATEGIC INITIATIVES:
NTPC has acquired 44.6% equity stake in Transformers &
Electrical

Kerala

Ltd.

(TELK)

for

manufacturing

of

Transformers. As part of globalization initiatives, NTPC plans


to construct and operate thermal power plants in overseas
market. NTPC has signed an MOU with Nigeria for supply of
LNG. NTPC in turn shall set & operate 500 MW coal based
and 700 MW gas based power plant in Nigeria. The company
has also signed an MOU for setting up of a 500 MW coal based
power plant in SriLanka.

POWER PERFORMANCE (2006-07):

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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A dividend of 32%. Highest ever generation of


188.674 billion units.
Highest ever capacity utilization (PLF) of 89.43% in
coal based power plants.
Net profit after tax of Rs. 68.647 million.
New national record559 days of uninterrupted running
set by Unit #3 of Vindhyachal
Super Thermal Power Station.
Paid

INTEGRATED POWER MAJOR:

NTPC Electricity Supply Company Ltd., (NESCL)


formed as a subsidiary company to take up power
distribution activities. NESCL has started the process
of implementation of Accelerated Rural Electrification
Programme in West Bengal.
NTPC Vidyut Vyapar Nigam Ltd. has been formed as
a subsidiary company for power trading. NVVN
transacted business of 2664 MUs in 2006-07.
Entered the coal mining business and has been allotted
8 coal mining blocks.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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NTPC has got the approval for Mining Plan of 15


MTPA for its first coal mining project at Pakri
Barwadih. It is the largest ever capacity planned, in
the very first phase, in a single mine in the country.
NTPC has also signed a MOU with CIL and SCCL for
formation of Joint Ventures to undertake development,
Operation & Maintenance of coal blocks and
integrated coal-based power plants.
MOU

signed

with

BEML for

joint

business

development in the field of contractcoal mining.

Consortium comprising NTPC, Canoro and Geopetrol


has been allotted an oil exploration block in Arunachal
Pradesh.
MOU signed with Ministry of Railway for setting up
power plant of 1000 MW at Nabinagar in Bihar.
Project approved by CCEA.
MOU signed with ADB for establishment of power
generation of about 500 MW through Renewable
Energy Sources.
MOU signed with BHEL for taking up EPC jobs
together.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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FOARY INTO HYDRO SECTOR:

NTPC has been giving increased thrust to hydro


development for a balanced portfolio for long term
sustainability, 1920 MW under implementation at
Koldam (800 MW), Loharinag Pala (600 MW) and
Tapovan Vishnugad (520 MW).
NTPC Hydro Ltd. Incorporated as a subsidiary
company to take up small hydro projects. Presently
the projects planned for implementation are Lata
Tapovan(171 MW), Uttarakhand & Rammam III (120
MW), West Bengal.
MOU

signed

with

Arunachal

Pradesh

for

implementation of two Hydro Projects Etalin (4000


MW) and Attunli (500 MW).

AWARDS & ACCOLADES:

Ranked No.1 in the category of Independent Power


Producer under Top Asian Performance by Industry
in the 2007 Platts Top 250 Global Energy Companies
in Asia.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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NTPC bagged SCOPE Meritorious Award for Good


Corporate Governance for 2005-06.
Simhadri has been awarded with the prestigious
International Project Management Award (IPMA) for
the year 2005 for excellence in Project Management.
Unchahar station of NTPC received coveted Asian
Power Plant of the year Award, 2006 for Efficiency,
Environment, Operational
Characteristics and Business Management.
NTPC bagged 7 National Award for Meritorious
performance.
Ranked Top Awardee for MoU Award for Excellence
in Performance by Govt. Of India.
NTPC has been ranked as per total income in the
Power Generation, Transmission, Distribution Sector
among Indias Top 500 Companies for the year 2006
by Dun & Bradstreet.
Ranked among top 10 Great place to Work for in the
country in the Business World survey.
4 NTPC stations received the CII Exim Bank
Excellence Award 2006.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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PMI, NTPC has bagged the prestigious Golden


Peacock National Training Award, 2006, for 4th year
in succession.
NTPC won the Golden Peacock National Award for
Corporate

Social Responsibility in Emerging

Economics (Public Sector), 2007.


Won the SCOPE Meritorious Award for Best Practices
in Human Resource Management.

Performance during the first quarter of 2006-07


45061million units of electricity was generated compared to
41406 million units in the first quarter of the previous year,
registering a growth of 8.83% .Coal based station operated at
plant load factor of 87.76% as compared to 87.26% during
the same quarter in the previous year. Gross revenues earned
for the quarter was Rs 77.905 million as compared to Rs
66,095 million in the first-quarter of the previous year ,
registering a growth of 17.87% profit after tax of the quarter
was Rs 15,528 million as compared to Rs 13,086 million in
the previous year thus growing by 18.65%. with the addition
of the 500 MW unit at Vindhyachal in august 2006, the new
capacity added during the 10th plan has gone up to 4500 MW.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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INTRODUCTION TO NTPC
VINDHYACHAL

NTPC/VSTPS Vindhyachal Super Thermal Power


Station is the largest power plant of the India. It installed in
three stages. Stage-I have six units. Each unit has capacity of
210MW. Stage-II&III have two units of 500 MW. So total
capacity of the ten units is 3260MW stage-I is installed with
the help of USSR engineers and machinery but stage-II& III
are installed by Indian machines of BHEL,L&T,CG,ABB etc.
details of this project is given below in table:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Project name:

Vindhyachal Super Thermal Power

Station
Address:

P.O.vindhyanagar-486585,
Distt. Singrauli, Madhya Pradesh

Approved capacity:

3260 MW (Stage-I 260X6MW,

Stage-II
500X2MW, Stage-III 500X2MW)
Coal source:

Nigahi, Mines, Dudhichua

Water source:

Discharge Canal Of Singrauli


VSTPS Super Thermal Power Station

Beneficiary States:

Madhyapradesh, Chattisgarh,

Maharashtra, Gujrat,
Goa, Daman & Diu and Dadar Nagar
Haveli
Approved investment:

Stage-I & II Rs 4053.42

crores,
stage-III Rs 4201.5 crores
Unit I

: 210MW

October 1987
Unit I

: 500MW July

1988
Unit III

: 210MW

February 1989
Unit IV

: 210MW

December 1989

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Unit V

: 210MW

March 1990
Unit Commissioned
Unit VI

: 210MW

February 1991
Unit VII

: 500MW

March 1999
Unit

VIII:

500MW

February 2000
Unit IX

: 500MW July

2006
Unit X

: 500MW March

2007
International assistance

USSR-stage-I
World Bank under Time Slice

Loan Stage-II

NTPC VINDHYACHAL STAGE III

Vindhyachal stage-III (2X500MW) is a further


expansion project identified for the benefit of the western
region states/union territories. The project is scheduled to be
implemented in 34 months from the date of LOA.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Standing linkage committee has accorded coal linkage


of 4.41MT/annum to the project from singrauli coal fields.
Concurrence on water availability has been conveyed by
ministry of water resources/CWC in February/March 2002
NOC from state pollution control board is available. MOEF
environmental

clearance

and

CEA techno

economic

clearance have been obtained. All the major packages have


been awarded. Vindhyachal schedule for unit 10 shall have a
time lag of 06 months with the schedule for unit 9.

IMPORTANT VINDHYACHAL STAGE III

Capacity: 1000MW (2X500MW)

Approved cost: Rs 4125 Cr. +WCM 76.5 Cr.

Land: No additional land was required (6178 acres


available)

Water: rihand reservoir thru singrauli discharge canal (40


Cusec)

Coal: nigahi mines of NCl (4.8MMT)

NTPC VINDHYACHAL STAGE IV

The stage iv in under construction 1000MW)

BENEFICIAL STATES
1. Madhya Pradesh
2. Chhattisgarh
3. Maharastra
4. Gujarat
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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5. Daman & Div and Dader & Nagerhaveli

Power allocation:
Madhya Pradesh

23.1%,

Chattisgarh

4.2%,

Maharashtra

31.9%,

Gujrat

23.9%,

Goa, Daman & Diu and Dadar Nagar Haveli

1.9%

Unallocated

15%

COAL SOURCE
Northern coal field ltd. (NCL) mines
Project

Distance

Dudhichua

7KM

Nigahi

10KM

Jayant

5KM

FUEL OIL SORCE


Indian oil corporation (IOC) COLD (customer operated
lubricant and oil deposit) at jayant (5KM).
WATER SOURCE
Discharge canal of Singrauli Super Thermal Power Station
(SSTPS).

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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NTPC MISSION

Develop and provide reliable


power, related products and
services at competitive prices,
integrating multiple energy
sources with innovative and
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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eco-friendly technologies and


contributed to society

NTPC VISION

A World Class Integrated power


major, powering Indias growth,
with increasing global
presence

VINDHYACHAL VISION

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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To be one of the largest, best


and most efficient Power Station
of India

CORE VALUE
Business Ethics
Customer Focus
Organizational &
Professional
Pride
o Mutual
Respect and
Trust

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Innovati
on and
Speed
Total
Quali
ty
for
Exce
llenc
e
NTPC OBJECTIVES

1. To add generating capacity with prescribe time and cost.


2. To operate and maintain power stations at high availability
ensuring minimum cost of generation.
3. To maintain the financial operation in accordance with
good commercial utility practice.
4. To develop appropriate commercial policy leading to
remunerative tariffs and minimum receivables.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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5. To function as a responsible corporate citizen and discharge


social responsibility, in respect of environment protection and
rehabilitation.

The corporation will strive to utilize the ash produced


at its stations to the maximum extent possible through
production of ash bricks buildings materials etc.
To adopt appropriate human resources development
policy leading to creation of team of motivated and
competent power professionals.
To introduce, assimilate and attain self-sufficiency in
technology, acquire expertise in utility management
practices and to disseminate knowledge essentially as
a contribution to other constituents of the power sector
in the country.
To develop Research & Development (R&D) for
achieving improved plant reliability.
To expand the consultancy operations and to
participate in ventures abroad.

The Ten principle of global


compact
HUMAN RIGHTS:-

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Principle1. Business should support and respect the


protection of internationally proclaimed human rights.
Principle2. Make sure that they are not complicit in human
rights abuses.
LABOUR:Principle3. Business should uphold freedom of association
and the effective recognition of the right to collective
bargaining
Principle4. The elimination of all forms of forced and
compulsory labour.
Principle5. The effective abolition of child labour.
Principle6. The elimination of discrimination in respect of
employment and occupation environment.
Principle7. Business should support a precautionary approach
to environmental challenges.
Principle8. Undertake initiatives to promote greater
environmental responsibility.
Principle9. Encourage the development and diffusion of
environment friendly technologies.
ANTI-CORRUPTION;Principle10. Business should work against corruption in all
its forms, including extortion and broidery.

HUMAN RESOURCES AT NTPC

Powering Indias Growth: - through people

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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NTPC

strongly

believes

in

achieving

organizational

excellence through HumanResources and follows People


First approach to leverage the potential of its 23,500
employees to fulfill its business plans. Human Resources
Function has formulated an integrated HR strategy, which is
rests on four building blocks of HR viz. competence building,
commitment building, culture building and system building.
All HR initiates are undertaken within this broad framework
to actualize the HR vision of enabling the employees to be a
family of commitment world class professionals making
NTPC a learning organization. To induct talent and groom
them into dedicated cadre of power professionals Executive
Trainee Scheme was introduced in the year 1977 for
recruitment in the discipline of Mechanical, Civil, Electrical,
Control &Instrumentation and now encompasses Computer
Science, Chemistry, HR and Finance disciplines also. Besides
a comprehensive one-year training comprising theoretical
inputs as well as on the- job training, the new circuits are
attached with Senior Executives under a systematic and
formal Mentoring System of the company to integrate them
into the culture of company. As part of the post employment
training and development opportunities, a systematic training
plan has been formulated for ensuring minimum seven man
days training per employee per year and includes level-wise
planned intervention designed to groom people for assuming
positions of higher responsibility, as well as specific needs
based interventions based on Scientific Training Needs
Analysis. NTPC has created 15 project-training centers, 2
simulator training centers and an apex institute namely
Power Management Institute (PMI). While

the project

training centers(Employee Development Centers) have

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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specialized in imparting technical skills and knowledge, PMI


places

emphasis on management development. Besides

opportunities for long term education are also provided


through tie-ups with reputed institutions like IIT Delhi,
(M.Tech in Power Generation Technology), MDI Gurgaon
(Executive MBA programmes), BITS Pilani (B.Tech) etc. in
order to realize the HR vision of making NTPC a learning
organization by providing opportunities to continually learn
new capabilities a number of initiatives have been taken.
NTPC open competition for Executives Talent (NOCET) is
organized every year in which teams of executives compete
annually through oral and written presentation on a topical
theme. Similarly Professional Circle has been formed
department wise where Executives of the department meet
every fortnight to share their knowledge and experiences and
discuss topical issues. In order to tap the latent talent among
non- executives and make use of theyre potential for
creativity and innovation, Quality Circles have been set up in
various units/ offices in NTPC. Besides a management
journal called Horizon is published quarterly to enable the
employees to share their ideas and experiences across the
organization. Demonstrating its high concern for people,
NTPC has

developed strong employee welfare, health

&wellbeing and social security systems leading to high level


of commitment. NTPC offers best quality of life through
beautiful township with all amenities such as educational,
medical and recreational opportunities for employees and
their family members. The motivational to perform and excel
is further enhanced through a comprehensive NTPC Rewards
and Recognition System. In order to institutional a strong
culture based on values a number of initiatives are taken to

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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actualize the vision and core values (B-COMIT) across the


company. A culture of celebrating achievements and a strong
focus on performance are a way of life in a NTPC. NTPC has
institutionalized Development Centers in the company to
systematically diagnose the current and potential competency
requirements of the employees with the objective of
enhancing their development in a planned manner. These
centers give a good insight to the employees about their
strengths and weakness, the gaps in their competencies,
which they can bridge through suitable support

from

company. Due to innovative people management practices


there is a high level of pride and commitment amongst
employees as reflected in the Best Employees in India2003 survey by Hewitt Associates in which NTPC bagged
coveted third rank. Further continuous efforts are being made
by HR function to leverage the potential of its
employees and become a strategic business partner.

HR FUNCTIONS AT NTPC
The entire gamut of functions relating to HR in NTPC has
been organized under three levels, viz. Corporate, Regional
and Project levels. The responsibilities vary from level to
level depending on the tasks assigned, accountability and
implementation criteria. An overview of these functions is
hereby given in this section.

2.1 Corporate Level

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Major functions under this level are:


(a) Industrial Engineering
(b) Employment and Placement
(c) Training
(d) Management

Development,

Development and Human

Organizational

Resource research

(e) Employee Benefits


(f) Policies and Rules
(g) Employee Relation and Welfare Policies
(h) HRD-Promotion, Performance Appraisal System
and Employee Development
(i) Employee Services
(j) Corporate Office administration
(k) Public Relations.

2.2 Regional level


At the regional level the functions undertaken by HR
department are
(a) Employee Benefits
(b) Recruitment
(c) Employee Services

2.3 Project level


The major functions covered by this level are

(a) Employee Benefits:


This area covers the activities pertaining to
joining, posting & transfers, confirmation /
absorption, promotion and seniority, processing
of resignation, retirement cases pertaining to the
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

61

non-executive employees of the project apart


from the employee entitlements of all the staff
posted in projects as per the policies laid down.
Industrial Engineering & Recruitment:
The activities include manpower planning,
budgeting,

organization

structure,

incentive/reward scheme, preparation of personal


data bank and computerization, job evaluation
and

development

specification/descriptions.
with

the

various

of
Recruitment

activities

job
deals

pertaining

to

recruitment of non-executive manpower required


for the project as per the manpower budgets laid
down.

(b)Employee Relations and welfare


This function deals with the implementation of
various industrial relations and welfare policies
apart from the day-to-day problem solving and
shop floor IR.

(c) Employee Services


The activities under this are the development and
maintenance

of

office

facilities

and

administration of township like house allotments,


SC/ST horticulture, issuance of personal issue
items, leave encashment etc. communication,
receipt and dispatch and all such other activities
required at the project level are taken care by this
function.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

62

(d)Employee Development Centre


The center looks after the conduct of long
duration

training

programmes

under

the

executive / Diploma / ITI trainee schemes apart


from short-term skill / worker / supervisory
development program. The development and
maintenance of workshops, hostels and other
training facilities form a part of this function.
(e) Public Relations:
Establishment of constant liaison with the public,
regional press and other media, publication of
house journals etc. form the major components of
this function.
(f) Law cell:
The responsibility of this function spans the
various activities relating to the representation of
the organization in various cases in the labour
and other courts on land acquisition, labour
dispute cases etc,.
(g) Corporate Social Responsibility:
This cell looks after various activities, which are
related to the development of society as a whole.
Resettlement and rehabilitation of land ousties,
community development activities in nearby
villages, providing infrastructure like that for
schools, primary health etc., planting trees etc.
One of the major contributions of this section is

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

63

the plantation of about 14 lakhs trees across the


nation.

NTPC SAFETY POLICY


NTPC recognize, and accept its responsibility for
establishing and maintaining a safe working environment
for all its employees. This responsibility arises from:

Companys moral responsibilities to its employees, to


provide the best practicable conditions of work from
the point of view of health and safety.

The obligation to consult with its staff and their


representatives to implement policies and procedures
developed as a result of discussions.

Statutory responsibility in respect of health, safety


and welfare of employees emanating from relevant
legislations such as the factories act. The Indian
electricity act, the explosive act, the boiler act etc.
Environment, Safety, Health & Quality Policy

NTPC Ltd. Vindhyachal is committed to:

Generated reliable, economical and quality


electric power in eco-friendly, healthy & safe

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

64

working

environment

in

accordance

with

statutory requirements & norms with continual


improvement in performance.
Focus On Customer Satisfaction, Total Quality,
Teamwork, Human Resource Development And
Initiative For new Technologies.
Promoting

innovation,

speed

&

efficient

operating practices and prevention of pollution &


hazards.
Compliance with relevant legislation, regulation
and other requirements as applicable.
Waste

minimization,

maximization,

developing

ash

utilization

&

maintaining

greenery and conservation of natural resources.


Effective implementation of well recognized
management systems.

E-Mail Policy
NTPCs EOP & communication department is making
every effort to provide its employees with best technology
available to conduct the companys official business. In this

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

65

regard the company has installed, equipments, computers and


advanced technological systems such as E-mail for use to
conduct its official business. This document was created to
advise all users regarding the access to and the use of the
internet and other computer systems. For purposes of these
policies and guidelines the information system so not include
those

standalone

computer

systems

designed

to

be

confidential, so long as they are not put on the LAN/Internet


or web. There is no expectation of personal privacy on the use
of the internet and E-mail.

AN OVERVIEW
Project
NTPC OWNED
COAL
GAS/LIQ.FUEL
TOTAL
OWNED BY JVs

No of
projects
15
07
22

Commissioned
capacity
(MW)
22,895
3,955
26,850

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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COAL
GAS/LIQ.FUEL
GRAND

03
01
26

314*
740**
27,904

TOTAL
*captive power plant under JVs with SAIL
** power plant under JV with GAIL,FLs&
MSEB

PROJECT PROFILE
Coal based power stations
Coal based

1. Singrauli
Korba
2.
3. Ramagunda
4.

m
Farakka

State
Uttar Pradesh
Chattisgarh
Andhara
Pradesh
West Bengal

Commissioned
Capacity
(MW)
2,000
2,100
2,600
1,600

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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5. Vindhyachal Madhya Pradesh


Rihand
Uttar Pradesh
6.
Bihar
7. Kahalgaon
Ntcpp
Uttar Pradesh
8.

3,260
2,000
1,340
840

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Projects under implementation

Coal/hydro

State

Fuel

1.

Kahalgaon stage II

Bihar

Coal

Additional
capacity under
implementation
(MW)
500

2.

(phase I) (phase II)


Sipat (stage I)

Coal

500
1980

3.
4.

(stage II)
Barh
Bhilai (exp.power

Bihar
Chattisgarh

Coal
Coal

500
1980
500

5.
6.
7.
8.

project-JV with SAIL)


Korba (stage III)
Farakka (stage III)
NCTPP (stage II)
Simhadri

Chattisgarh
West Bengal
Uttar Pradesh
Andhara

Coal
Coal
Coal
Coal

500
500
980
1000

9.

(stageII)
Koldam (HEPP)

Pradesh
Himachal

hydro

800

Pradesh
Uttarakhand
Uttrakhand

hydro
hydro

600
520

10. Loharinag pala (HEPP)


11. Tapovan

Chattisgarh

vishungad(HEPP)
Total (coal +hydro)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

10,860

69

PART -3
OBJECTIVE OF THE
STUDY

OBJECTIVES

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

70

The objective of the study is to find out the satisfaction


level of employee in NTPC Vindhyachal.

To study the functions related to


of

job

satisfaction

among

employees at NTPC Vindhyachal.

Work

environment

in

the

organization.

To know about job satisfaction at


NTPC.

To

know

whether

the

employees/workers are satisfied


with their job or not.

To know about the effectiveness


of occupational health scheme at
NTPC.

To study the relationship between


competency of the employees and
satisfaction level.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

71

To identify the basic employees


facility at the company premises.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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RESEARCH
METHODOLOGY

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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DATA COLLECTION
For any study there must be data for analysis
purpose. Without data there is no means of study. Data
collection plays an important role in any study. It can be
collected from various sources. I have collected the data
from two sources which are given below:
1.

Primary Data

Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2.

Secondary Data

Published Sources such as Journals, Government


Reports, Newspapers and Magazines etc.

Unpublished Sources such as Company Internal


reports prepare by them given to their analyst & trainees
for investigation.

Websites like NTPC official site, some other sites


are also searched to find data.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Sample Size :Questionnaire is filled by 100 employees of NTPC


(VSTPS).
The questionnaire was filled in the office and vital
information was collected which was then subjects to:

Data collection was also done with the help of


personal observation.

After completion of survey the data was


analyzed and conclusion was

drawn.

At the end all information was compiled to


complete the project report.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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DATA ANALYSIS
&
INTERPRETATION

Table No: 1
Working hours are convenient for me.
1
2
3
4

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

2
1
14
61

77

strongly Agree
Total

22
100

CHART1

Interpretation:
From the above chart and table it is clearly evident
that 22% of the
respondents strongly agree that working hours are
convenient from them
and 61% agree with that and 14% neither agree nor
disagree and 1%
disagree with the working hours and 2% are strongly
against working
hours.

Table No: 2
I'm happy with my work place
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

78

1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

1
3
10
55
31
100

Chart 2

Interpretation:
From the above table it is clear that 31% respondents
are strongly agree and
55% respondents are agree that they are happy with
their work place only
and 10% employees are neutral with their work
place & 3% disagree and 1% strongly disagree
towards their work place.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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Table No: 3
I feel i have too much work to do
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
10
26
45
17
100

Chart 3

Interpretation:
From the above table it is quite clear that the work
load is not

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

80

high, 10% of the respondents disagreed with the


question I feel I have
too much work and another 2% strongly disagreed,
23% have no idea towards this question,45% agree
and 17% strongly agree with the question.

Table No: 4
Safety measures provided by the company
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

3
7
6
58
26
100

CHART 4

Interpretation:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

81

From the above table it is evident that the safety


measures
provided by the organizations are good as 26 and
58% of the respondents
agree with that and only 7 & 3% disagreed and 6%
neither agreed nor
disagreed.

TABLE NO. 5
My relationship with my supervisor is cordial

1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
2
6
55
35
100

CHART 5

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

82

Interpretation:
From the above table it is clear that relationship
between
employees and their supervisors are cordial because
35% of respondents
strongly agreed to it and 55% agreed to it and only 2
&2 % disagreed and
6% of respondents have neither agreed nor
disagreed.
TABLE NO 6
My supervisor is not partial
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
3
7
56
32
100

CHART 6
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

83

Interpretation:
From the above table it is evident that the
supervisors are not
partial to the employees as 32% strongly agreed and
56% agreed to the
question but 3% disagreed and 2% strongly
disagreed and 7% of respondents have neither agreed
nor disagreed.

TABLE NO 7
My supervisor considers my idea too while taking
decision
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
1
8
64
25
100

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

84

CHART 7

Interpretation:
From the above table it is clear that 64 and 25% of
the
respondents agree that supervisors consider their
employees ideas also
and only 1 &2% disagreed and 8% neither agreed
nor disagreed.

TABLE NO 8
I'm satisfied with the support from my co-workers
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

2
2
7
59
30
100

85

CHART 8

Interpretation:
From the above table it is clear that relation with coworkers is
quite good as nearly 89% of the respondents agree
that they are satisfied
with support from co-workers and only 4% disagreed
and 7% have no
answer to this.

TABLE NO 9
People here have concern from one another
and tend to help one another
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

0
5
11
66
18
100

86

CHART 9

Interpretation:
From the above table it is clear that in this
organization people
have concern over each other as 18% strongly agreed
and 66% agreed
and only 5% disagreed and 11% neither agreed nor
disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities
1
2
3
4

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

8
7
12
57

87

strongly Agree
Total

16
100

CHAR10

Interpretation:
From the above table it is clear that 16% employees
are strongly satisfied
with the refreshment facilities offered by the
company as 7% of
respondents disagreed and 8% strongly disagreed
and 12% neither
agreed nor disagreed and only 57% agreed.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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TABLE NO 11
We are provided with the rest and lunch room and
they are good
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

7
17
34
32
10
100

CHART 11

Interpretation:
From the above table it is quite evident that 7%
strongly
disagreed and 17% of the respondents disagreed and
34% neither agreed
nor disagreed and only 42% of the respondents are
satisfied with the rest
and lunch room provided.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

89

TABLE NO 12
The parking space for our vehicles are satisfactory
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
6
11
61
20
100

CHART 12

Interpretation:
From the above table it is clear that respondents are
not satisfied
with the parking facilities provided by the company
as 2% of
respondents

strongly

disagreed

and

6%

of

respondents disagreed and


only 81% of respondents are satisfied with the
parking facilities and 11%

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

90

have neither agreed nor disagreed.

Table no 13
I fell I'm paid a fair amount for the work i do
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

3
1
12
50
34
100

Chart 13

Interpretation:
From the above table it is evident that the
respondents are
satisfied with their salary as 50% agree and 34%
strongly agree. Only
`1% disagree and 3% strongly disagree, 12% neither
agree nor disagree.
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

91

Table no 14
I'm satisfied with the chances for my promotion
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

3
7
11
43
36
100

Chart 14

Interpretation:
From the above table it is quite clear that employees
are satisfied
with their chances for promotion as 43% agree and
36% strongly agree.
Only 7% disagree and 3% strongly disagree, 11%
neither agree nor
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

92

disagree.
Table no 15
I'm satisfied with the allowances provided by the
organization
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
2
8
50
38
100

Chart 15

Interpretation:
From the above table it is clear that the employees
are satisfied
with the allowances and other benefits provided by
the organization as

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

93

50% agree and 38% strongly agree. Only 2%


disagree and 2% strongly
disagree, 8% neither agree nor disagree.
TABLE NO 16
I feel my boss motivate me to achieve the
organizational goals
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
1
10
54
33
100

CHART 16

Interpretation:
From the above table it is evident that employees
boss are

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

94

motivating to achieve organizational goals as 54%


agree and 33%
strongly agree. 1% disagree this is quite high
compared to other factors
and 2% strongly disagree and 10% neither agree nor
disagree.
TABLE NO 17
My supervisor motivates me to increase my
efficiency at times when i'm not
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
2
14
57
25
100

CHART 17

Interpretation:
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

95

From the above table it is evident that employees


boss motivates
the employee when he is unproductive and help him
to be productive as
57% agree and 25% strongly agree. Only 2%
strongly disagree and 2%
disagree, 14% neither agree nor disagree.
.
TABLE NO 18
I feel that my job has little impact on the success of
the company
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

5
9
8
52
26
100

Chart 18

Interpretation:
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

96

From the above chart it is clear that 78% respondents


are think that they contribute in the success of a
company,

9%

respondent

disagree

from

the

statement and 5% respondent strongly disagree and


8% neither agree nor disagree from the question.

Table no 19
I am happy with hospital facility at NTPC.
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

26
19
21
27
7
100

Chart 19

Interpretation:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

97

From the above table it is clear that employees


happy with hospital facility at NTPC as 27% agree
and 7%
strongly agree. 19% disagree this is quite high
compared to other factors
and 26% strongly disagree and 21% neither agree
nor disagree.

Table no 20
I am satisfied with the sports facilities.
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

7
7
27
50
9
100

Chart 20

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

98

Interpretation:
From the above table it is clear that the employees
are satisfied
with the sports facilities provided by the organization
as
50% agree and 9% strongly agree. Only 7% disagree
and 7% strongly
disagree, 27% neither agree nor disagree
Table no 21
I am satisfied with welfare facilities of NTPC.
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

5
5
7
71
12
100

Chart 21

Interpretation:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

99

From the above table it is clear that the employees


are satisfied
with

the

welfare

facilities

provided

by

the

organization as
71% agree and 12% strongly agree. Only 5%
disagree and 5% strongly
disagree, 7% neither agree nor disagree

Table no 22
Overall I'm satisfied with my job
1
2
3
4
5

Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total

2
1
6
52
39
100

Chart 22

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

100

Interpretation:
From the above table it is evident that Overall
satisfactions of the
respondents are good as 52% agree and 39%
strongly agree. Only 2%
strongly disagree and 1% disagree and 6% neither
agree nor disagree.

FINDINGS

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

101

From the study, the researcher has come to know that


most of the respondents are satisfied with their job.
the management has taken the best efforts to
maintain cordial relationship with the employees.
Due to the working conditions prevailing in this
company, job satisfaction of each respondent seems
to be the maximum. From the study, I have come to
know that most of the employees were satisfied with
the welfare measures provided by NTPC. The
employees of NTPC get more benefits compare to
other companies.
The respondents are satisfied with the
environment and nature of work
factors .
The

respondents

relationship

with

the

superiors and colleagues are quite good .


The Respondents are not provided with proper
welfare facilities.
The

communication

and

motivation

of

employees by their superiors in


this organization is reasonable.
The Pay and promotion activities in this
organization is also good .
The Respondents are overall satisfied with
their job

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

102

The Parking facilities provided by the


organization are good thats
why most respondents agree with this
question.
The refreshment facilities are also need to be
improved.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

103

SUGGESTION

AND

RECAMANDATION
In the organization most of employees are satisfied
with all the facilities provided by company. But there
are some employees also who are not satisfied with
the company. Management should try to convert
unsatisfied employees in to satisfied employees.
Because if employee is not satisfied than the he is
not able to give his 100% to his work and the
productivity of employee decrease. So management
should try to satisfied his employees because
employees are the assets of the company not a
liabilities.
LIMITATIONS OF THE STUDY
Limitation are as follows

Data

collected

is

based

on

questionnaire.
The number of employees in NTPC (VSTPS)
is more, so sample size is

limited by 100.

The information collected by the


observation method is very limited.
The result would be varying according
to the individuals as well as time.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

104

Some respondents hesitated to give


the actual situation; they feared that
management

would

take

any

action

against them
The findings and conclusions are based
on knowledge and experience of the
respondents sometime may subject to bias.
BIBLIOGRAPHY
BOOKS:
Ashwathapa K., Human Resource Management
(third edition), Tata Mc Graw Hill
Publication Company Ltd.
Chhabra. , T. N. Human Resource Management,
Dhanpat Rai $Co(P)Ltd. India, ninth edition.
Web-Site:www.ntpc.co.in
www.google.com

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

105

ANNEXURE

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

106

Questionnaire
Strongl Disagr
Q

NO.

Question

ee

Neither

(2) Agree

Disagr

nor

ee

Disagr

(1)

ee

I am happy with my work place.


1.
Working hours are convenient for me.
I feel I have too much work to do.
Safety measures provided by

the

4.

company are good.


My relationship with my supervisor is

5.
6.

cordial.
My senior is not partial.
My senior considers my ideas while

7.

taking decision.
I am satisfied with the support I get from

8.

my coworkers.
People here have concern from one

9.

another and tend to help.


I am satisfied with the refreshment

10.

facility.
We are provided with the rest and lunch

11.

room and they are good.


The parking spaces for vehicles are

12.
13.

satisfactory.
I feel I am paid a fair amount for the

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

107

(4 Agr
)

(3)

2.
3.

Agre Stro

work I do.
I am satisfied with the chances for my
14.

promotion.
I am satisfied with the allowances

15.

provided by the organization.


I feel my boss motivate me to achieve

16.

the organizational goals.


My senior motivates me to increase my

17.

efficiency at a time when I am not.


I feel my job little impact on the success

18.

of the company.
I am happy with hospital facility at

19.
20.

NTPC.
I am satisfied with the sports facilities.
I am satisfied with welfare facilities of

21.

NTPC.
Overall I am satisfied with my present

22.

job.

Thanking you

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

108