Вы находитесь на странице: 1из 85

JOB SATISFACTION

CHAPTER-I

INTRODUCTION

The human resources represent the qualitative and quantitative measurements of work
force needed in an organization .The most significant resource of any organization is its human
resources .Human Resources are the most precious of all resources. In a general way, human
resources are the people and their characteristics at work either at the national level or
organizational level from the national point of view, human resources are knowledge, skills
creative abilities, talents and aptitude obtained in the population.

Human resources are a paramount important for the success of any organization. It is a
source of strength &aid. Human resources are the wealth as on organization which can help it in
achieving its goal. HRM is concerned with the human beings in an organization. It reflects a new
outlook which views organization may power as its resources &assets. HR is the total
knowledge, abilities skills, talent & attitudes of an organization work force.

The values, ethics beliefs of the individuals working in an organization also from a part
of human resources. The resourcefulness of various categories of people and other people
available to the organization can be treated as human resources. In the present complex
environment no business or organization can exist& grow without appropriate human resources.
So human resources have become the focus of attention of every progressive organization. HRM
is that process of management which develops & manages the human element of an enterprise.

JOB SATISFACTION

MEANING AND SIGNIFICANCE OF THE JOB SATISFCTION:

INTRODUCTION:

The term job satisfaction was brought to limelight by Hop pock. He reviewed 32 studies
on job satisfaction conducted prior to 1933. He observed that job satisfaction is ‘a combination
of psychological, physiological, and environmental circumstances that cause a person to
truthfully say, ‘ I am satisfied with my job’. This description indicates the variety of variables

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 1


JOB SATISFACTION

that affects the job satisfaction but does not indicate us the nature of job satisfaction. Job
satisfaction refers to a person’s feeling after performing a task. It acts as a motivation to work.
To the extent that an individual’s job meets his needs and is consistent with his expectation and
values the job will be satisfying. It is not self-contentment, happiness or self-satisfaction but
satisfaction on the job.

MEANING OF JOB SATISFACTION:

Jobs require interaction with co-workers and bosses, following organizational rules and
policies, meeting performance standards, living with working conditions that are often less than
ideal and like.

DEFINITION:

Job satisfaction is a complex variable and is influenced by situational factors of the job as
well as the dispositional characteristics of the individual (Sharma & Ghost: 2006). It is defined as
the positive emotional response to the job situation resulting from attaining what the employee
wants from the job. This implies that job satisfaction can be captured by either a one dimensional
concept of Global Job satisfaction or a Multi Dimensional faceted construct of job satisfaction
capturing different aspects of a job satisfaction that can very independently.

Job satisfaction is a pleasurable emotional state of the appraisal of one’s job; an effective
reaction and an attitude towards one’s job. No doubt job satisfaction is an attitude but one should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and
behaviors (Weiss, H.M. 2002).

The term ‘Job Satisfaction’, however, lacks adequate definition (Hertzberg et al. 1957) as
well as a satisfactory theory about its meaning. The difference in a broad spectrum of views
seems to be caused firstly by the various nature of jobs that individuals perform; secondly the
attempts to conceptualize job satisfaction in a variety of ways by different disciplines like
Psychology, Sociology, Education and Management etc., and finally, the variety of methods
employed by various researchers to study job satisfaction.

The credit of this thought goes to Hop pock (1935) who commented that there were many
opinions about job satisfaction but there were few studies undertaken in this field. For him, Job

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 2


JOB SATISFACTION

Satisfaction was a combination of psychological, physiological and environmental circumstances


that cause a person truthfully to say, “I am satisfied with my job”. Thus Job Satisfaction is a
favorableness with which employees view their work.

According to Bullock (1952), Gitmer (1966) and Schulz (1973), Job Satisfaction is an
attitude which results from a balance and summation of many specific likes and dislikes
experienced in connection with job.

Katzell (1964) remarks that the term job satisfaction has been used in a variety of ways
inter changeably with job morale, vocational satisfaction and job attitude by various authors.

Blum (1965) and Blum and Naylor (1968) consider job satisfaction as a generalized
attitude of the individual resulting from many attitudes in three areas, namely, specific job
factors, individual characteristics and group relationship outside the job.

According to Kochan (1978), Job Satisfaction is the whole matrix of job factors that
make a person like his work situation and is willing to head for it without distaste at the
beginning of his work day. This means that Job satisfaction includes two aspects: Living and
enjoying the job and Going to one’s job with head erect and smiles

Job satisfaction is defined as the ‘pleasurable emotional state resulting from the appraisal
of one’s job as achieving or facilitating the achievement of one’s values’. On the other hand, job
dissatisfaction is defined as ‘the un pleasurable emotional state resulting from the appraisal of
one job as frustrating or blocking the attainment of one’s job value or as entailing disvalues.
Hence, the term job satisfaction relates to the total relationship between the employer and an
employee for which he is paid remuneration.

Job satisfaction is different from morale and motivation. Morale refers a general attitude
towards work and work environment. It is a group phenomenon where as job satisfaction is an
individual feeling. Job satisfaction, on the other hand refers to positive emotional state.
Motivation implies to Locke defines job satisfaction as:

“A pleasurable or positive emotional state resulting from the appraisal of one’s job or job
experiences”.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 3


JOB SATISFACTION

In India, Pestogee developed an S-D (satisfaction- dissatisfaction) inventory consisting of


co interrogatory statements, the items leading to yes-no types of responses. There are four
areas including both on-the-job and factors. Each area comprises 20 items some of which are
explained below.

 JOB: Nature of work, working hours, fellow workers, overtime regulations physical
environment, machines and tools. Interest in work, opportunities for promotion and
advancement, etc.

 MANAGEMENT: Reward and punishment, praise and blames, leave policy,


favorable participation, supervisory treatment, etc.

 SOCIAL RELATIONS: Friends and associates, caste barriers, participation in social


activities, attitudes, toward people in community, etc.

 PERSONAL ADJUSTMENT: Health, home and living conditions, finances,


relations with family members, emotionalism, etc.

Statistical treatment of the individual items in the four areas given above and the best as a whole
revealed significant discriminatory potential.

SIGNIFICANCE OF JOB SATISFACTION:


Job satisfaction has been the centre of the concentration for researchers over three
decades. The reasons for such concentration are manifolds:

1. Job satisfaction has some relation with the mental health of the people
Dissatisfaction with once job may have especially volatile spillover effects on many other
things such as family life, leisure activities etc. Many unresolved personality problems and
maladjustments arise out of person inability to find satisfaction in his work. Both scientific study
and casual observation provide ample evidence that job satisfaction is important for the
psychological adjustment and happy living of individual. A classic study by Arthur Kornhausen
provides empirical evidence for the relationship between job satisfaction and mental health. In
fact, job satisfaction and life satisfaction are inextricable bound.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 4


JOB SATISFACTION

2. Job satisfaction has some degree of positive correlation with physical health of
individuals
A study by Palmore has come to the conclusion that people who like work, are likely to
live longer. Here the logic behind such result is that people with greater satisfaction tend to have
greater incomes and more education and thus coincidently enjoy greater benefits, which promote
longevity. On the other side of the coin, it was contended that chronic dissatisfaction with work
represents stress, which, in turn, eventually takes its toll on the organization. Emotional stress, as
physicians contend has been implicated as a contributory factor in the genesis of hypertension,
coronary artery disease, digestive ailments and even some kinds of a cancer. Therefore, job
satisfaction is essential to maintain physical health also.
3. Spread goodwill about the organization
From the point of view of an organization, people who feel positively about their
work life are more apt to voice ‘favorable sentiments’ about the organization to the community
at large. When the goodwill of the company goes up, new, qualified and dynamic entrants show
their interest in joining the organization. The organization thus will be in a position to enjoy the
talents of people as job satisfaction fosters a pervasive residue of public goodwill towards the
organization.
4. Individuals can ‘live with’ the organizations
A happy and satisfied individual can find it easy to live within the organization as well as
outside it. On the contrary, a chronically upset individual makes organization life vexations for
others with whom he interacts.
5. Reduces absenteeism and turnover
The calculable costs-employee turnover and absenteeism are sufficient to accept the
importance of job satisfaction. Higher job satisfaction reduces labor turnover and absenteeism,
and the managers are compelled, if they are unconvinced about the merits of job satisfaction, to
give priority, and adequate weight age to job satisfaction. A serious consequence of job
dissatisfaction can be the employee turnover.
JOB SATISFACTION AND WORK BEHAVIOR:

Job satisfaction is an integral component of organizational health and an important


element in industrial relations. The level of job satisfaction seems to have some relation with
various aspects of work behavior such as absenteeism, accidents, productivity and turnover .

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 5


JOB SATISFACTION

Several studies have revealed varying degrees of relationship between job satisfaction and these
factors of work behavior. But whether work behavior is the effect or cause of job satisfaction is
not clear.

Research on the relationship between both satisfaction and accidents generally shows that
satisfied employees cause fewer accidents. Studies on the relationship between job satisfaction
and absenteeism have yielded inconclusive results. Most of these studies showed that low
absentee employees were more satisfied with their jobs. Research also reveals that unionized
workers tend generally less satisfied. Less satisfied employees are more likely to quit their jobs
than more satisfied employees.

FACTORS OF JOB SATISFACTION:

The various factors influencing job satisfaction may be classified into two categories:

1. Environmental factors.

2. personal factors

I.ENVIRONMENTAL FACTORS:

1. JOB CONTENT: Herzberg suggested that job content in terms of achievement, recognition,
advancement, responsibility and the work itself tend to provide satisfaction but their absence
does not cause dissatisfaction. Where the job is less repetitive and there is variation in job
content, job satisfaction tends to be higher.

2. OCCUPATIONAL LEVEL: The higher the level of the job in organizational hierarchy, the
greater the satisfaction of the employee. This is because positions at higher levels involucel
better pay more challenging and provides greater freedom of operation. Such positions carry
greater prestige self-control and need satisfaction.

3. PAY AND PROMOTION: All other things being equal , higher pay and better opportunities
for promotion lead to higher job satisfaction.

4. WORK GROUP: Man is a social animal and likes to be associated with other’s interactions
in the work group help to satisfy social and psychological needs and, therefore, isolated workers

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 6


JOB SATISFACTION

tend to be dissatisfied. Job satisfaction is generally high when a worker is accepted by his peers
and he has a high need for affiliation.

5. SUPERVISION: Considerate supervision helps to improve job satisfaction of employees. A


considerate supervisor takes personal interest in his subordinates and encourages them to
participate in the decision –making process. However, authoritarian people may more satisfy
under the supervision of high status and strongly directive leaders. Employee satisfaction from
supervisory behavior depends upon the influence, which the supervisor exercises, on his own
superior.

II. PERSONAL CHARECTERISTICS:

Personal life exercises a significant on job satisfaction. The main elements of personal
life are giving below:

1. AGE: Some research studies reveal a positive correlation between age and job satisfaction.
Workers in the advanced age group tend to be more satisfied probably because they have
adjusted with their job conditions.

2. SEX: One study revealed that women are less satisfied than man due to fewer job
opportunities for females. But female workers may be more satisfied due to their lower
occupational aspirations.

3. MARITAL STATUS: Generally, the married employees and employees having more
dependents are more dissatisfied due to their greater responsibilities. But such employees may be
more satisfied because they value their jobs more than unmarried employees.

4. EDUCATIONAL LEVEL: Generally, more educated persons tend to be less satisfied with
their jobs due to their higher job aspirations. However, research does not yield conclusive
relationship between these two variables.

5. EXPERIENCE: job satisfaction increasing years of experience. But it may decrease after
twenty years of experience particularly among people who have not realized their job
expectations.

Typical factors that would be included are the nature of the work, supervision, present
pay, promotion opportunities and relations with co –workers. These factors are related on a
standardized scale and then added up to create an overall job satisfaction score.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 7


JOB SATISFACTION

Various factors while managers can satisfy employees ,a review of the evidence has
identified 4 factors conducive to high levels of employee job satisfaction:

1. Mentally Challenging Work

2. Equitable Rewards

3. Supportive Working Conditions

4. Supportive Colleagues

5. Mentally Challenging Works: people prefer jobs that give then opportunities to use
their skills, abilities and offer a variety of tasks, freedom and feedback on how well they
are doing. These characteristics make work mentally challenging.

6. Equitable Rewards: - Employees want pay systems and promotion policies that they
perceive as being just, unambiguous and in line with their expectations. When pay is scan
as fair based on job demands, individual skill level, community pay standards and
satisfaction is likely to result , Similarly ,employees seek fair promotion policies and
practices, promotions provide opportunities for personal growth , more responsibilities
and increased social status, individuals who perceive that perceive that promotion
decisions are made in a fair and just manner , therefore , are likely to experience
satisfaction from their jobs.

7. Supportive working conditions: people get more out of work than merely money or
tangible achievement for both personal comfort and facilitating doing a good job. Studies
demonstrate that employees prefer physical surrounding that are not dangerous of
uncomfortable. Additionally, most employees prefer working close to home in clean and
relatively modern facilities and with adequate tools and equipment.

8. Supportive Colleagues: People get more out of work then merely money or tangible
achievement. For most employees, work also fills the need for social interaction. Not
surprisingly, therefore, having friendly and supportive co- workers leads to increased job
satisfaction. The behavior of one’s boss also is a major determinant of satisfaction.
Studies generally find that employee satisfaction is increased when the immediate
supervisor understands and friendly offer praise for good performance listens to
employee’s opinions and shows a personal interest in them.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 8


JOB SATISFACTION

THEORIES OF JOB SATISFACTION:

The main theoretical approaches to be job satisfaction are as follows:

1. Need fulfillment theory


2. Two factor theory
3. Equity theory
4. Equity discrepancy theory
5. Discrepancy theory
6. Social reference group theory
1. NEED FULFILMENT THEORY: According to this theory, a person is satisfied when he
gets from his job what he wants. The more he wants something or the more IMPORTANT it is to
him, the more satisfied he is when he received it. In other words, “Job satisfied is actually
satisfied. The fulfillment theory suffers from a major drawback. Satisfaction is a function of not
only what a person receives but also what he feels he should receive. What may satisfy one
individual may not satisfy the other due to difference in their expectations. The strength of an
individual’s desire or his level of inspiration is an important determinant of job satisfaction. Job
satisfaction is a function of the degree to which the employee’s needs are fulfilled in the job
satisfaction.

2. TWO-FACTOR THEORY: Frederick Herzberg and his colleagues developed the two-
factor theory. According to this theory satisfaction and dissatisfaction are interdependent of each
other and exist on a separate continuum. One set of factors known as hygiene factors (company
policy and; administration, supervision, pay, working conditions and interpersonal relations) act
as dissatisfies. Their presence does not result in positive satisfaction. The other set of factors
known as satisfies (achievement, advancement, recognition, work itself and responsibility) lead
to satisfaction.

3. EQUITY THEORY: According to this theory, a person’s job satisfaction depends upon his
perceived equity as determined by his input-output balance in comparison with the input-output
balance of others. Every employee compares his rewards with those of a reference group.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 9


JOB SATISFACTION

4. EQUITY -DISCREPANCY THEORY: This is a combination of equity and discrepancy


theories. Lawler has adopted the different approach of discrepancy theory rather than the ratio
approach of equity theory. From equity theory, the concept of comparison has been selected to
serve as an intervening variable. Under this theory, satisfaction is defined as the inference
between the outcome that one perceives he actually received and outcomes that one feels he
should receive in comparison with others. When the individual feels that what he actually
received is equal to what he perceives he should receive there is satisfaction.

5. DISCREPANCY THEORY: Under this theory, job satisfaction depends upon what a
person actually receives from this job and what he expects to receive. When the rewards actually
received are less than the expected rewards, it causes dissatisfaction.

6. SOCIAL REFERENCE GROUP THEORY: reference group defines the way an individual
looks at the world. According to this theory, job satisfaction occurs when the job meets the
interest , desires and requirements of a person’s reference group.

The effect of job satisfaction on employee performance:

The impact of job satisfaction on employee productivity, absenteeism and turnover.

How employees can express dissatisfaction:

Employee’s dissatisfaction can be expressed in a no. of ways. They are defined as follows:

1. Exit: Behavior directed toward leaving the organization, including looking for a new position
as well as resigning.

2. Voice: Actively and constructively attempting to improve conditions, including suggesting


improvements, discussing problem with superiors and some forms of union activity.

3. Loyalty: Expressed passively waiting for conditions to improve.


4. Neglect: Expressed through allowing conditions to worsen.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 10


JOB SATISFACTION

FACTORS INHERENT IN THE JOB:

1. TYPE OF WORK:
The most important factor inherent in the job is type of work. Several studies have shown that
varied work brings about more job satisfaction than does routine work. It is different to separate
the importance of type of work, skill, pay and status, since they usually go together.

2. SKILLS REQUIRED:

Skill required to job satisfaction has a bearing on several other factors like kind of work,
occupational status and responsibility.

A study of the relation of skill to job satisfaction concluded, “ where skill exists to a job
considerable degree it tends to become the first source of satisfaction”.

FACTORS CONTROLLED BY MANAGEMENT:

1. SECURITY:

A summary of all the studies that can be compared shows that industrial employees say that what
they want most is steady work. Security for old age was one of the five factors significantly
related o the workers satisfaction. The other four were “interest in the job”, “not being over
worked”, “ability to advise”, and belief “that individual merit is rewarded”. These five factors
are even more important for satisfaction with the company than the satisfaction with the job.

2. TRAINING AND DEVELOPMNT:

Job training and employee carrier development are become generally accepted activities in
industry. The fact that training also reduces absenteeism and turns over suggestions that training
has a favorable effect on morale and satisfaction.

There are different types of training methods such as

1. Lecture method

2. Circulars method

3. Sound motion pictures, on job training.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 11


JOB SATISFACTION

3. PARTICIPATION:

Participation means active in pursuit of a goal which involves the ego. The incentive of
participation of workers is becoming more and more prominent for causing greater job
satisfaction. Participation appears to incorporate two strongest incentives, the social motives of
self respect and self approval.

4. MOTIVATION:

Motivation refers to the behavior itself or the end results of all inputs. Motivation is a phased
process beginning from the inner state or need deficiency and with need fulfillment.

GENERAL DETERMINENTS:

More important factors conductive to job satisfaction are mentally challenging work, equitable
rewards, supportive working conditions, and supportive colleagues.

1. MENTALLY CHALLENGING WORK:

Employees tend to perfect jobs that give them opportunities to use their skills and abilities and
offer a variety to tasks, freedom, and feedback on how well they are doing. These characteristics
make too much challenging creates frustration and feelings of failure. Under conditions of
moderate challenges, most employees will experience pleasure and satisfaction.

2. EQUITABLE REWARDS:

Individuals who perceive that promotion decisions are made in a fair and just manner, therefore,
are likely to experience satisfaction from their jobs.

3. SUPPORTIVE WORKING CONDITIONS:

Employees are concerned with their work environment for both personal comfort and facilitating
doing a good job.

4. SUPPORIVE COLLEAGUES:

OX tangible w people get more out of work than merely &o a for social achievement. For most
employees, work also fills the increased job interaction. Having friendly and supportive co-
workers lead to increase of job satisfaction. The behavior one’s boss also a major increased
satisfaction. Studies generally find that employee satisfaction praise for when the immediate

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 12


JOB SATISFACTION

supervisor understand and friendly a personal good performance, listen to employee’s opinions,
and interest in them.

DETERMINENTS FOR YOUNGER GROUP:

1. Type of work

2. Working conditions

3. Pay

4. Co-workers

5. Ease of commuting to work

6. Advancement opportunities

DETERMINENTS FOR OLDER GROUP:

1. Security

2. Supervision

3. Company prestige

4. Working hours

IMPORTANCE OF JOB SATISFACTION:

1. REDUCES ABSENTEEISM AND TURNOVER:

High job satisfaction tend to have greater incomes and more education and enjoy more benefits,
which promote longevity on the other hand chronic dissatisfaction with work represents stress
which in turn takes its ill on the organization.

2. JOB SATISFACTION HAS SOME RELATION WITH MENTAL HEALTH OF


PEOPLE:

Many unresolved personal problems and make adjustments arise out a person’s inability to find
satisfaction in his work. Job satisfaction is important for psychological adjustments and happy
liking of an individual.

3. SPREADS GOOD-WILL ABOUT THE ORGANIZATION:

People who feel positively about their work life are more apt to voice favorable sentiments about
organization to the community at large organizations will be in a position to enjoy talents o

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 13


JOB SATISFACTION

people as job satisfaction faster a pervasive residue of public good-will be towards the
organization.

4. JOB SATISFACTION HAS SOME DEGREE OF POSITIVE CORRECTION WITH


PHYSICAL HEALTH OF INDIVIDUAL:

People with greater satisfaction tend to have greater incomes and more education and enjoy
greater benefits, which promote longevity on the other hand chronic dissatisfaction with work
represents stress which in turn takes its ill on the organization.

BENEFITS OF JOB SATISFACTION:

1. IDENTIFICATION OF EMPLOYEES ATTITUDE:

A survey reveals how employees feel about jobs, what parts of their jobs these feelings are
focused on which department are particularly affected and whose feelings are involved. Survey
also indicates specific areas of satisfaction or dissatisfaction. The survey is a powerful diagnostic
instrument for assessing employee problem.

2. SATISFACTION SURVEYS IMPROVING ATITUDE:

For some employees, the survey is a safety value on emotional realize, a chance to get things off
chest. For other the survey is a tangible expression of management’s interest in employee
welfare, which gives employees reasons to fed better towards management.

3. IMPROVES COMMUNICATION:

Communication flows horizontally, vertically, upward and downward. As people want the
survey talk and discuss its results particularly beneficial to the company is the upward
communication when employees are encouraged to comment about what they really have in their
minds.

4. JOB SATISFACTION IS THAT THEY HELP MANAGEMENT TO ASSESS


TRAINING NEEDS:

Employee are given an opportunity to report how they feel the supervisor performs certain parts
of jobs such as delegating works and giving adequate job instructions

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 14


JOB SATISFACTION

1. Job satisfaction survey can help discover the causes of indirect productivity problems
such as absenteeism turnover are highly correlated with job satisfaction. It was also noted
that these in term effect productivity
2. A job satisfaction survey is an indicator of the effectiveness of organizational reward
system as was discussed earlier. There is a positive relationship between performance and
satisfaction.
3. Job satisfaction survey can provide some class as to effectiveness of organizational
rewards system, whether the best performance are receiving the most rewards and the
most satisfaction from their jobs.
What management can do promote job satisfaction

1. Job Rotation: Many organizations are seeking a solution on the job boredom through
systematically moving workers from one job to another. This practice gives more variety and
provides an employee a chance to learn additional skills and abilities. The organization also
benefits since the employee are qualified to perform a number of different jobs in the event of an
emergency.

2. Job enlargement: To check the harmful effects of specialization, the engineering factors
involved in each individual job must be carefully analyzed. Perhaps, the assembly lines can be
shortened so that there will be more lines and fewer employers on each line. Moreover, instead
of assigning one employee to each job, a group of employees can be assigned to a group of jobs
and then allowed to decide for themselves how to organize the job. Such changes provide more
social contacts and greater control over the process of the work.

3. Scheduled Rest Periods: Researchers on the impact of rest periods revel that they may
enhance both productivity and morale. Scheduled rest periods bring many advantages:

(a)They provide variety and relieve monotony

(b) They counteract physical fatigue.

(c) They provide opportunities for social contacts and interactions.

(d)They are something to look forward to – getting a break gives a sense of


achievement.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 15


JOB SATISFACTION

4. Chang of pace: Anything that will give an employee a chance to change his pace when he
wishes will lend a variety to his work. Further, if employees are permitted to change their pace
that would give them a sense of accomplishment.

5. Automation: The effect of automation on job satisfaction depends on the degree of


automation that is introduced. Clearly, automation means different things in different situations,
and it is difficult to say that it either increase or decrease job satisfaction. Thus, it is a belief that
a satisfied employee is a good and efficient employee.

6. Greater Autonomy: The most effective way of promoting job satisfaction is to give
employees more freedom to perform their job in their own way. People will work harder and
derive satisfaction if they are provided more freedom and independence to make their own
decisions in respect of their jobs.

7. Shorter Hours: Shorter workday in many cases lead to higher production, reduced
absenteeism and accident rate giving a feeling of accomplishment. Most people get a sense of
accomplishment from completing a whole job. If the job becomes too specialized, the worker
loses his feeling the relationship between his job and the overall process. The concept of while
job provided satisfaction to a worker, (I) that he plays a significant part in the job process as a
whole, and (ii) that he process itself is important

JOB SATISFACTION AND EMOTIONS


Mood and emotions are the raw materials which cumulate to form the affective element
of job satisfaction while working. Moods tend to be long lasting with weaker state of uncertain
origin. On the other hand, emotions are more intense, short-lived and have a clear object or
cause. Positive and negative emotions are significantly related to overall job satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction.

Emotion regulation and emotion labor are also related to job satisfaction. Emotion work
or management refers to various efforts to manage emotional states and displays. Emotion
regulation includes all the conscious and unconscious efforts to increase, maintain, or decrease
one or more components of an emotion. Although early studies of the consequences of emotional
labor emphasized its harmful effects on workers, studies of workers in a variety of occupations
suggest that the consequences of emotional labor are not uniformly negative. It was found that

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 16


JOB SATISFACTION

suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant
emotions increases job satisfaction. There are two types of model for understanding how emotion
regulation relates to job satisfaction.

1. Emotional Dissonance: - Emotional Dissonance is a state of discrepancy between public


displays of emotions and internal experiences of emotions that often follows the process of
emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment and low job satisfaction.

2. Social Interaction Model: - Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that subsequently
impact their own job satisfaction. For example: the accumulation of favorable responses to
display of pleasant emotions might positively affect job satisfaction. Performance of emotional
labor that produces desired outcomes could increase job satisfaction.

RELATION BETWEEN JOB SATISFACTION AND PERFORMANCE


Non financial rewards (appreciation of one’s performance, due recognition, more
responsibilities, respect and regard, recognition of skills and talent etc.) often have more impact
than financial recognition in attaining job satisfaction. In the contemporary workplace of today,
leaders are empowering employees, flattening organizations, encouraging staff participation in
decision making, enhancing productivity and shifting from 9/5 to 24/7, with only one objective
of attaining high performance outcomes for the organization. Many leaders in their quest for
organization success often overlook one very valuable motivational tool in their arsenal i.e. job
satisfaction.

Staff rewards

Rewarding staff appropriately is important. Experienced human resources consultancies


and practitioners who are engaged in staff selection, assessment and recruitment are often able to
evaluate and assess the needs and wants of individuals fairly accurately. By having them,
especially those with many years of expertise and experience, organizations can develop
strategic and creative benefits and wages to attract, retain and motivate talent who will achieve
high performance for the organizations and job satisfaction for themselves. Job satisfaction is
often achieved where performance is recognized by appropriate

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 17


JOB SATISFACTION

Strong motivator

Job Satisfaction is often a strong motivator in work endeavors. Research has shown that
Job Satisfaction can lead to high job performance especially for professionals and high-level
employees, commonly known as talent. As jobs and work in the new economy shift to
professionalized knowledge based, info-tech, info-com and bio-science characteristics, job
satisfaction will increasingly become a key driver of individual motivation and effort. Research
has also shown that there exists a relationship between individual performance measured at a
certain time and later job satisfaction. However, this relation is conditional to performance being
family rewarded in appropriate form as perceived by the recipient.

Quality of work-life

One of the hallmarks of a socially responsible organization is its success in achieving not
only high performance outcomes, but also in helping its team members experience a high level of
Job Satisfaction. Quality of work-life (QWL) is a key indicator of the overall quality of human
experience at the workplace. QWL expresses a clear way of thinking about people, their work
and the organization in which their careers are fulfilled. QWL establishes a clear objective that
high performance can be achieved with high job satisfaction.

High job satisfaction

Achieving high job satisfaction needs some simple strategies. Offer your team members a
variety of meaningful tasks. Repetitive routine work often leads to job dissatisfaction. As a
leader, think about introducing application of creativity in their work. Rotate the staff of different
task at regular intervals so that their work remains challenging. If you have to supervise do it
unobtrusively. Give more responsibility by empowering your teak members. Allow them
opportunity to self.

Effective communication among employees

Unclear targets and objectives and poor communication can contribute to dissatisfaction
and eventually lead to poor work performance. If you are administering rewards, make sure that
they match their expectations. If their expectations are unrealistic, take time to make comparison
to equivalent and comparable jobs and broad work related environmental conditions to similar
employers. Explain this to your team members.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 18


JOB SATISFACTION

Job Satisfaction needs effective communication about the tasks, which have to be done. The
team member must know the performance achieved in relation to the target. Regular work
appraisal should therefore be provided. More importantly they must have an awareness of
departmental and organizational changes, which affects their job. Change agents should
periodically meet team members to share the progress on changes in the tasks no matter how
small they are. Critical to this is, listening to employees’ feedback and their perception as it is
more likely to affect their job satisfaction and work perforce.

Organizational benefits

Improved job satisfaction in the work place reduces social problems. The creative aspects
of achieving satisfaction will reduce if not overcome boredom and monotony in work, physical
strain and mental stress. This will have a lower absenteeism rate and lower staff turn-over, which
translated into lower losses, less late-coming, fewer grievances and more effective cost control.
Satisfied team member are generally more committed to the work place success than those non
job satisfactory. A satisfied team member is more likely to perform well cheerfully than other
employees.

Job Satisfaction is an emotion, a feeling an attitude and a matter of perception. It arises


from the employee’s appraisal of experience at work. It involves likes and dislikes as well as
needs and wants both internal and external. As an employer or leader if you fail to meet them,
there is a high probability you will also not achieve high performance. Creating job satisfaction
remains a challenge for many human resources Managers. An experienced business partner
specialized in human resource management can greatly help in meeting this challenge.
Achieving high job satisfaction for employees or team members is pre-requisite for becoming
market Leader and a Champion!

STRATEGIES TO IMPROVE YOUR JOB SATISFACTION

Depending on the underlying cause for job dis-satisfaction, there may be several ways to
increase job satisfaction.

Set new challenges.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 19


JOB SATISFACTION

If you’re stuck in a job because of lack of education or a downturn in the economy, it


doesn’t mean your work has to become drudgery. With a little imagination, you can create new
challenges and make the best of the job you have. Here are some ideas that may help:

Improve your job skills.


Imagining yourself in your dream job, you might envision yourself as an excellent
project manager-a confident communicator and a highly organized person. Why not work on
these skills in your present job?
Develop you own project.
Take on a project that can motivate you and give you a sense of control. Start small, such
as organizing a work-related celebration, before moving on to larger goals. Working on
something boosts your confidence.
Mentor a co-worker.
Once you’ve mastered a job, you may find it. Becoming routine. Helping a new co-
worker or an intern advance his or her skills can restore the challenge and the satisfaction you
desire.
Beat the boredom
Does your job seem boring sometimes? Do you run out of things to do? If so, your
abilities may not match your responsibilities. Here are some suggestions:

Break up the monotony.


Take advantages of your work breaks. Read. Listen to music. Go for a walk. Write a
letter.
Cross-training.
Does your work consist of repetitive tasks, such as entering data or working on as
assembly line? Talk with your boos about training for a different task to combat boredom. Once
you have completed the training, you can switch back and forth.
Volunteer for something different.
If you hear that you company is launching a new project, volunteer for the work team.
Keep in mind that boredom can literally be deadly if your job involves working with machinery
or caring for people. If your mind wanders to the point that you put

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 20


JOB SATISFACTION

Stay Positive
Use positive thinking to reframe your thoughts about your job. Changing your attitude
about work won’t necessarily happen overnight or increase your job satisfaction overnight. But if
you’re alert to the view of work that brings you down, you can improve your job satisfaction.
Try these techniques.

Stop negative thoughts. Pay attention to the messages you give yourself. When you catch
yourself thinking your job is terrible, stop the thought in its tracks.
Put things in perspective. Remember, everyone encounters good days and bad days on the job.
Look for the silver lining. “Reframing” can help you find the good in a bad situation. For
example, you receive a less than perfect performance appraisal and your boss warns you to
improve or move to another job. Instead of taking it personally or looking for another job right
away, look for the silver lining. Depending on where you work, the silver lining may be
attending continuing education classes or working closely with a performance coach and having
the satisfaction of showing your boss that you’re capable of change.
Learn from your mistakes. Failure is one of the greatest learning tools, but many people let
failure defeat them. When you make a mistake at work, learn from it and try again. It doesn’t
mean that you’re a failure
Be grateful. Gratitude can help you focus on what’s positive about your job. Ask yourself,
“What am I grateful for at work today?” find at least one thing you are grateful for and savor it.

Whether your work is a job, a career or a calling, you can take steps to restore meaning to
your job. Make the best of difficult work situations by being positive. Doing so will help you
manage your stress and experience the rewards of your profession. Apparently, assuring job
satisfaction, over the long term, requires careful planning and effort both by employers and
employees. Skills should be given to employees so that they can perform those tasks more
efficiently and effectively thus relieving boredom and gains recognition. Employees should be
creative, ready to take initiative and work in team, as large part of success in job is the ability to
work well with others to get the job done. Employees should know how to accept people with
their difference and imperfection, and how to give and receive criticism constructively in the
same organization. Lastly, employees and employers should learn to de-stress. They should plan
to avoid burnout by developing healthy stress management techniques. Creating a good blend of

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 21


JOB SATISFACTION

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 job responsibilities and
that pay increases be tied to performance rather than seniority.

THE JOB SATISFACTION PEOPLE WANT:

1. Meaningful task.

2. An opportunity to do something worthwhile and praiseworthy

3. Recognition as an individual

4. Good wages and incentives for meritorious performance.

5. Job security for himself and his family members

6. Opportunity for advancement and growth

7. Adequate benefits and perquisites

8. Satisfactory working conditions and living conditions

9. Competent leadership- bosses whom he can admire and respect as persons and as bosses.

10. No arbitrary action- a voice in matters affecting him.

TEN WAYS TO MAINTAIN YOUR MEANING:


1. Believe – Believe in what you are doing.
2. Be honest – Trust in yourself and in others.
3. Don’t be afraid – Fear can and will hold you back. So, overcome your fears.
4. Be Objective – Look at the big picture.
5. Respect Differences – Be non judgmental.
6. Learn from your mistakes.
7. Support your co-workers.
8. Be enthusiastic – Enthusiasm is contagious.
9. Be Result Oriented – performance = potential minus interference.
10. Work as part of a team.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 22


JOB SATISFACTION

CHAPTER-II

INDUSTRY PROFILE

Engineering industry comprises of chemical, civil, industrial and mechanical engineering


divisions, where civil engineering division basically concerned with the act ivies like planning,
construction, designing or manufacturing of structures. The chemical industry is concerned with
engineering activities like construction, design and operation of plants and machinery of
chemical products like drugs, synthetic rubber etc. Electrical engineering primarily deals with all
engineering activities like manufacturing of devices for generation of electricity or designing
devices for transmission of electricity. This electricity engineering division is also concerned
with the’ designing and manufacturing of electronic devices including computers and its
accessories. The mechanical engineering division specifically deals with designing and
manufacturing of power plants, engines or related devices and the industrial engineering is
principally concerned with the processing of production like laying out plants etc. Engineering
industry also comprise of fields like aeronautical engineering, where engineers supervise
designing of aircraft, missiles etc.

The engineering sector is the largest segment of the overall Indian industrial sector. India
has a strong engineering and capital goods base.

The important groups within the engineering industry include machinery and instruments,
primary and semi finished iron & steel, steel bars & rods, non-ferrous metals, electronic goods
and project exports. The engineering sector employs over 4 million skilled and semi skilled
workers (direct & indirect).

The sector can be categorized into heavy engineering and light engineering segments.
Heavy engineering segment forms the majority of the engineering sector in India. In the year
2003-04, out of the total engineering production of us$22 billion, the heavy engineering market
contributed over 80 percent with the light engineering segment accounting for the remaining.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 23


JOB SATISFACTION

India has a well- developed and diversified industrial machinery capital base capable of
manufacturing the entire range of industrial machinery. The industry has also managed to
successfully develop advanced manufacturing technology over the years.

Among the developing countries, India is a major exporter of heavy & light engineering
goods, producing a wide range of items. The bulk of capital goods required for power projects,
fertilizers, cement, steel & petrochemical plants and mining equipment are made in India. The
country also makes construction machinery, equipment for irrigation projects, diesel engines,
tractors, transport vehicles, cotton textile and sugar mill machinery.

India has well developed and diversified industrial machinery! capital base capable of
manufacturing the entire range of industrial machinery. The industry has also managed to
successfully develop advanced manufacturing technology over the years. Among the developing
countries, India is a major exporter of heavy and light engineering goods, producing a wide
range of items. The bulk of capital goods required for irrigation projects, diesel engines, tractors,
transport vehicles, cotton textile and sugar mill machinery.

The performance of the engineering sector is linked to the performance of the end user
industries for this sector. The user industries for engineering include power utilities, industrial
majors (refining, automotive and textiles), government (public investment) and retail consumers
(pumps and motors). Many factors contribute to growth of engineering sector in India.

THE KEY GROWTH DRIVES ARE:

 The growth of the key end user sectors in India. For example, the domestic sales of
automobiles have grown at the compounded annual growth rate of around 14 percent
over the past 4 years.
 Government’s emphasis on power and construction sector has increased for the past few
years and thus increasing the demand for capital goods.
 Further, India is being preferred by global manufacturing companies as an outsourcing
destination due’ to its lower labor cost and better designing capabilities. Engineering
companies thus have a huge potential for direct exports and outsourcing.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 24


JOB SATISFACTION

Among developing countries, India offers the best combination of low costs, availability
and skills and capabilities of manpower for the engineering sector. in terms of availability and
skills, India produces over 500 PhDs, 200,000engineers, 300000 non-engineering postgraduates
and 2,l00,000other graduates each year, thereby ensuring a steady supply of qualified manpower
for the sector. In order to leverage India’s intrinsic technology strengths and the vast pool of
highly qualified software professionals, ABB R&D centers as well as business areas within the
group. This was the first such center to be established outside the US and Europe.

The combination of ABB’S global know-h6w and India’s highly qualified people enables
the Indian subsidiary to produce world-class products. The Indian subsidiary is a global factory
for high voltage 72.5 KV circuit breakers, medium voltage outdoor circuit breakers and magnetic
actuators. It also exports several other products including transforms.

The Indian engineering industry i highly competitive with a number of players in each
segment. A large number of multinational companies such as Cummins, ABB and Alfa Laval
have also entered the industry. The intense competition has led to Indian players developing
improved capabilities that have made them more competitive.

HISTORY OF ENGINEERING:

The history of engineering can b roughly divided into 4 overlapping phases, each

Marked by a revolution:

 Pre- scientific revolution: The prehistory of modem engineering features ancient master
builders and Renaissance engineers such as Leonardo ad Vinci.
 Industrial revolution: From The eighteenth through early nineteenth century, civil and
mechanical engineers changed from practical artists to scientific professionals.
 Second industrial revolution: In the century before World War II, chemical, electrical, and
other science-based engineering branches developed electricity, telecommunications, cars,
airplanes, and mass production.
 Information revolution: As engineering science matured after the war, microelectronics,
computers, and telecommunications jointly produced information technology.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 25


JOB SATISFACTION

ENGINEERING BEFORE THE SCENTIFIC REVOLUTION:

The forerunners of engineers, practical artists and craftsmen, preceded mainly by trial and
error, yet tinkering combined with imagination produced many marvelous devices. MANY
ANCIENT MONUMENTS cannot fail to incite admiration. The admiration is embodied in the
name “engineer” itself, it originated in the eleventh century from the Latin ingemination,
meaning one with ingenious one. The name, used for builders of ingenious fortifications or
makers of ingenious devices, was closely related to the notion of ingenuity, which was captured
in the old meaning of “engine” until the word was taken over by steam engines and its like,
Leonardo da Vinci bore the official title bf Engineer General. His notebooks reveal that• some
Renaissance engineers began to ask systematically what works and why.

ENGINEERING THE INDUSTRIAL REVOLUTION:

T he first phase of modern engineering emerged in the Scientific Revolution. Galileo’s Two
New sciences, which seeks systematic explanations and adopts a scientific approach to practical
problems, is a landmark regarded by many engineer historians as the beginning of structural
analysis, the mathematical representation and design of building structures. This phase of
engineering lasted through the first Industrial Revolution, when machines, increasingly powered
by steam engines, started to replace muscles in most production. While pulling off the
revolution, traditional artisans transformed themselves to modern professionals. The French,
more rational oriented, spearheaded civil engineering with emphasis on mathematics and
developed university engineering education under the sponsorship of their government. The
British, more empirically oriented, pioneered mechanical engineering and autonomous
professional societies under the laissez-faire attitude of their government. Gradually, practical
thinking became scientific in addition to intuitive, as engineers developed mathematical analysis
and controlled experiments. Technical training shifted from apprenticeship to university
education. Information flowed more quickly in organized meetings and journal publications as
professionals societies emerged.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 26


JOB SATISFACTION

ENGINEERING THE SECONED INDUSTRIAL REVOLUTION:

The second industrial revolution, symbolized by the advent and mass production, was
driven by many branches of engineering. Chemical and electrical engineering developed in close
collaboration with ‘chemistry and physics and played vital roles in the rise of chemical,
electrical, and telecommunication industries. Marine engineers tamed the peril of ocean
exploration. Aeronautic engineers turned the ancient dream of flight into a travel convenience for
ordinary people. Control engineers accelerated the pace of automation. Industrial engineers
designed and managed mass production and distribution systems.

VISION:

To establish a globally competitive Automotive Industry in India and to double its


contribution to the economy by 2010.

OBJECTIVES OF ENGINEERING INDUSTRY:

This policy aims to promote integrated, phased, enduring and self-sustained growth of the
Indian automotive industry. The objectives are to:

i. Exalt the sector as a lever of industrial growth and employment and to achieve a high
degree of value addition in the country.
ii. Promote a globally competitive automotive industry and emerge as a global source for
auto components.
iii. Establish an international hub for manufacturing small, affordable passenger cars and a
key center for manufacturing tractors and Two-wheelers in the world.
iv. Ensure a balanced transaction to open trade at a minimal risk to the Indian economy and
local industry.
v. Conduce incessant modernization of the industry and facilitate indigenous design,
research and development.
vi. Steer India’s software industry into automotive technology.
vii. Assist development of vehicles propelled by alternate energy sources.
viii. Development of domestic safety and environmental standards at par with
international standards.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 27


JOB SATISFACTION

ABOUT HEAVY ENGINEERING INDUSTRY

HEAVY INDUSTRY:

Heavy Industry in India comprises of the heavy engineering industry, machine tool industry,
heavy electrical industry, industrial machinery and auto-industry. These industries provide goods
and services for almost all sectors of the economy, including power, rail and road transport. The
machine building industry caters the requirements of equipment for basic industries such as steel,
ferrous metals, fertilizers, refineries, petrochemicals, shipping, paper, cement, sugar, etc.

PERFORMANCE OF INDUSTRY:

The industrial sector recorded a growth of 9.2% (measured in terms of Index of Industrial
production) during the period April-Nov. 2015-08 over and above the growth of 11.6% achieved
in 2014-07. Capital goods sector, which posted a robust growth of 17.4% in April-Nov. 2014-07,
has maintained its growth momentum during the current year as well.

According to the Index of Industrial Production, capital goods sector posted a growth of
20.8% during April-Nov. 2015-08. The growth trends during April-Nov. 2015- 08 and compared
to April-Nov.2014-07 are given in the table below:

HEAVY ELECTRICAL INDUSTRY:

Heavy electrical Industry encompasses important industry sectors including power


generation, transmission and distribution equipments; this also covers turbo generators, boilers,
turbines, transformers, switchgears and relays. The performance of this industry is closely linked
to the power programmer of the country. The government of India has an ambitious mission of
‘Power for all 2012’. As per working group on power for 11th plan, a capacity addition of 72000
MW is required. To reach wheel power, an expansion of the regional transmission network and
inter regional capacity to transmit power would be essential. This will stimulate substantial
demand for heavy electrical equipments. There is a strong manufacturing base for the
manufacture of heavy electrical equipment in the country. The technology available in India is
almost at par with that in the International market barring few areas of high voltage lines.
However, items like CRGO steel and amorphous cores for low loss transformers are being
imported.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 28


JOB SATISFACTION

The present buoyancy in the Indian Economy would create for electrical products through
industrial growth and general economic development. The power sector. Reforms will create
large business for power sector equipment manufacturers and service providers. In the current
favorable market scenario, the electrical industry can certainly look forward to growth.

TURBINES AND GENERATORS SETS:

The capacity established for manufacture of turbines, such as steam and hydro turbines
including industrial turbines, is more than 7000 MW per annum Apart from BHEL which has
largest installed capacity, there are other units in the private sector who are manufacturing
turbines for power generation and industrial use. The manufacturing range of BHEL includes
Steam turbines, boilers, Generators up to 500 MW for utility and commercial cycle application
and is capable of manufacturing

Steam Turbines with super critical steam cycle parameters and matching generators up to
660 MW size. Facilities are also available for 1000 MW unit size. BHEL has the capacity to
manufacture gas turbines up to 260 MW,

The A.C. generator industry in India is adequately catering to the alternative power
requirement of large and small industries, commercial establishments and domestic sector,
Domestic manufacturers in India are capable of manufacturing AC Generator right from 0.5
KVA to 25,000 KVA and above with specified voltage rating. The export and import figures for
the year 20Q6-07 were around Rs, 2100 crores and Rs. 3069 crores respectively.

BOILERS:

Boiler is a pressurized system in which water is vaporized to steam, the desired end
product, by heat transferred from a source of higher temperature, usually the products of
combustion from burning fuels. Steam thus generated may be used directly as a heating medium,
or as the working fluid in a prime mover to convert thermal energy to mechanical work, which in
turn may be converted to electrical energy. Although other fluids are sometimes used for these
purposes, water is by far the most common. BHEL is the largest manufacturer of boilers in the
country accounting for around two-thirds of market share. It has the capacity to manufacture
different types of boilers including super thermal boilers, utility boilers and other industrial

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 29


JOB SATISFACTION

boilers. The export and import figures for the 2014-07 were Rs.395 crores and Rs.98 crores
respectively.

TRANSFORMERS:

A transformer is a voltage changer. The health of transformer Industry depends largely on


the power generation and transmission sector: The major user of this industry is the state
Electricity Boards and industries. The Transformer Industry in India has developed for over 50
years and has a well matured technology base. It has the technology to manufacture wide range
of power transformers, distribution transformers and special transformers for welding, traction
and furnaces etc. Energy efficient transformers with low losses and low noise level are also being
developed to meet international requirement. The export &import figures for the year 2015 were
Rs, 2923 crores and Rs.2523 crores respectively.

SWTICHGEAR AND CONTROL GEAR:

Continuous power supply is crucial requirement not only for industry but also for every
other use of electricity. Switchgear and control gear are indispensable both in transmission and
distribution of power. The Indian switchgear industry is manufacturing entire range of circuit
breaker from bulk oil, minimum oil, and air blast, vacuum to sculpture hexafluoride as per
standard specification. It is estimated that the present size of the switchgear market is more than
Rs. 4000 crores, the export &import figures for the year 2015-0 were Rs. 1464 crores and
Rs.2322crores respectively

HEAVY ENGINEERING INDUSTRY

TEXTILE MACHINERY

There are over 600 units engaged in the manufacture of Textile Machineries, their
components, accessories and spares, out of these about 100 units are manufacturing the complete
textile machinery. The range includes textile machinery required for sorting, cording, processing
of yarns/fabrics and weaving. The industry is gearing itself to avail the opportunities of
supplying machines required to cater the export target of garment manufacturers post Multi Fiber
Agreement (MFA). With a capital investment of Rs.1500 crores and an installed capacity
Rs.3050 per annum.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 30


JOB SATISFACTION

CEMENT MACHINERY:

Cement plants based on dry processing and recalculation technology for capacities up to
7500 TPD are being manufactured in the country. Modern cement plants are designed for zero
downtime, high product quality and better output with minimum,

IMPORT FIGURE FOR THE INDUSTRY ARE AS UNDER:

(Rs.in crore)

Year 2014 - 2015 2015 - 2016 2016 - 2017

Import 1259 905 2511

Energy consumed per unit of cement production etc. At present, there are 18 units in the
organized sector for the manufacture of complete cement plant machinery. With an installed
capacity of around Rs. 600 corer/annum, the industry is fully capable to meet the domestic
demand.

SUGAR MACHINERY:

Domestic manufacturers occupy predominant position in the global scenario and are
capable of manufacturing from concept to commissioning stage sugar plants of latest design for a
capacity up to 10,000 TCD (tons crushing per day). There are presently 27 units in the organized
sector for the manufacture of complete sugar plants and components with an installed capacity of
around Rs.200 crore per annum.

RUBBER MACHINERY:

There are at present 19 units in the organized sector for the manufacture of rubber
machinery mainly required for tire/tube industry. The range of equipments manufactured in the
country includes inter-mixer, tire curing presses, tube splices, bladder curing presses, tire
building machines, turner service, bias cutters, rubber injection molding machine, bead wires etc.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 31


JOB SATISFACTION

IMPORT / EXPORT FIGURES FOR THE INDUSTRY ARE AS UNDER:

(Rs.in crore)

Year 2014 - 2015 2015 - 2016 2016- 2017

Import 36.75 12.02 34.79

Export 46.15 50.32 98.16

MATERIAL HANDILING EOUIPMENT:

The range of equipment manufactured includes crushing and screening plants,


coal/ore/ash handling plant and associated equipment such as stackers, declaimers, ship loaders,
unloaders, wagon tipplers, feeders etc. Catering to the growing and rapidly changing needs of the
core industries such as Coal, cement, power port, Mining, Fertilizers and steel plants.

There are 50 units in the organized sector for the manufacture of material handling
equipment. Besides, there are number of units operating in the small scale sector. The industry is
self sufficient in meeting domestic demand and is also capable of meeting global competition.

IMPORT/EXPORT FIGURES FOR THE INDUSTRY ARE AS UNDER:

(Rs.in crore)

Year 2014 - 2015 2015 - 2016 2016 - 2017

Import 261.44 544.54 1552.97

Export 80.16 77.91 124.27

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 32


JOB SATISFACTION

OIL FIELD EOUIPMENT:

The petroleum industry in India is undergoing major change. With the ongoing process of
liberalization, the industry has been thrown open for private sector in all major areas of
exploration, production, refining and marketing, and this has resulted in increased demand for
the oil field and related equipments.

Domestic production covers mainly the on-shore drilling equipment. Under offshore
drilling only offshore platforms and some other technological structures are being produced
locally. The major producers of these equipments are BHEL, Hindustan Shipyard, Mazagaon
Dock and Larsen & Toubro.

LEVEL OF IMPORTS! EXPORTS DURING THE LAST 3 YERS IS AS UNDER:

(Rs.in crore)

Year 2014 - 2015 2015 - 2016 2016- 2017

Import 638.20 352.84 411.73

Export 300.47 71.87 72.51

METALLURGICAL MACHINERY:

Metallurgical machinery includes equipment for mineral beneficiation, ore dressing, size
reduction, steel plant equipments, foundry 30 Indian Public sector aiming global heights
equipments and furnaces. At present, there are 39 units in the organized sector engaged in the
manufacture of various types of metallurgical machinery. The existing production capacity in the
country is sufficient to meet the demand of this equipment in the country.

Indigenous manufacturers are in a position to supply majority of the equipment for steel
plants e.g. blast furnaces, sinter plants, coke ovens, steel melting shop equipment, continuous
casting equipment, rolling mills & finishing line.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 33


JOB SATISFACTION

IMPORT/EXPORT FIGURES FOR THE INDUSTRY ARE AS UNDER:

(Rs, in crore)

Year 2014 - 2015 2015 - 2016 2016 - 2017

Import 454.40 1200.65 1843.27

Export 370.70 535.04 643.68

MINING MACHINERY

The major mining equipments are Long Equipment, Road Header, side discharges Loader
(SDL), Haulage Winder, Ventilation Fan, Haul dumper (LHD), Coal Cutter, Conveyors, Battery
Locos, Pumps, Friction Prop, etc. At present there are 32 manufacturers in the organized sector
both in public and private sector for underground and surface mining equipment of various types.
Out of these, 17 units manufacture underground mining equipment. Majority of the, requirement
of the mining industry is being met by the indigenous manufacturers.

IMPORT/EXPORT FIGURES FOR THE INDUSTRY ARE AS UNDER:

(Rs.in crore)

Year 2014 – 2015 2015 - 2016 2016 – 2017

Import 39.01 41.99 76.71

Export 1.55 5.90 48.47

Now exporting conventional as well as NC/CNC high-tech machine tools. In the field of
R&D, Central Manufacturing Technology Institute, l3angalore has been doing research for more
appropriate designed machine tools.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 34


JOB SATISFACTION

Performance of the industry during the last three years is tabulated below:

(Rs.in crore)

Year 2014 – 2015 2015 - 2016 2016 - 2017

Production 1089.04 1342.00 1719.00

Import 1820.83 2899.00 4656.00

Export 52.61 50.00 73.00

INTERNATIONAL COOPERATION

 The Department endeavors to promote international cooperation in the field of Heavy


Machineries, Heavy Industries, Capital Goods and Auto Sectors and keeps itself abreast
with WTO matters, bilateral/multi lateral agreements and other issues. Concerning the
Department. To promote economic co-operation at international level, meetings are
arranged at senior officers/Minister level.
 India has Free Trade Agreements (FTAs) with various Organizations/Countries such as
ASEAN, BIMSTES, Singapore, Thailand and EU etc. The Department protects the
interests of concerned industries by suggesting the retention of relevant items in the
Negative List. Recently, suggestions were made for retention of certain items relating to
Auto and Machine Tools in finalization of India’s Negative List for Free Trade Area
.(FTA) with EU; ASEAN; India- Thailand FTA; and India Singapore Comprehensive
Economic Cooperation Agreement(CECA). The views on Machinery and Auto sector for
the meeting of Committee on Rules of Origin (ROO) in WTO, Geneva have also been
conveyed to the Department of Commerce,

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 35


JOB SATISFACTION

 A formal Indo-Czech Joint Working Group (JWG) has been constituted in terms of
Protocol of Indo-Czech Joint committee Meeting (JCM) of Department of Commerce and
Joint Secretary, Heavy Industries as Co-chairman of JWG from Indian side.

 A beginning has been made Heavy Engineering Cooperation Ltd., Ranch (HEC), has
sought assistance from M/s Victories Heavy Machinery, Prague for submitting offer to
Buckaroo Steel Plant against their tender for manufacture and supply of Nos. Ladle Cars.
HEC will also be participating in various tenders in India on the basis of technology and
association of companies of Czech Republic viz M/S Skoda Machine Tools; M/S TOS
Varnsdorf and M/S Unexon, on case to case basis and their association will be sought
before submitting the bids.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 36


JOB SATISFACTION

A PROFILE OF NTPCL

The chapter gives a brief profile of the company NTPCL stands for NATIONAL THERMAL
POWER CORPORATION LTD., which is located at Secunderabad; Professionalism is the
hallmark of this company from the beginning.

NTPCL - The beginning:

It is well known that a country’s advancement mostly depends on industrial growth and it
is an index of development of any country. Realizing this some of the prominent citizens of
Rangareddy district in the year 1976 have decided to establish a heavy industry in the district
which was agriculturally rich and was lagging behind industrially with this initiation buy some of
the prominent citizens of the districts about 47,000 citizens have contributed Rs.208 lacks
towards share capital and approached the government of Andhra Pradesh. The Government
appreciated the interest shown by the citizens and sanctioned required funds for starting NTPCL
in Secunderabad, NIDC (National Industrial Development Corporation Ltd.), and the reputed

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 37


JOB SATISFACTION

consultants were asked to prepare the NTPCL project report. Product and. consumer mixes were
identified, industrial licenses were obtained and collaborations were signed in record time.
Machines were purchased from world famous manufactures like Homma, Skoda, HMT
(Hindustan Machines and Tools) and HEC (1-leavy ENGINEERING Corporation).

The company become a Government company and on 9thNovember 1983 the factory was
dedicated to the people by the Honorable Chief Minister of Andhra Pradesh Mr.N.T.Rama
Rao(Late), Thus NTPCL is truly a ‘people’s project.

NTPCL is in 206 acres with all infrastructural facilities like railway lines, roads, water
facilities, power supply etc., with great foresight of NTPCL, at the early state itself set up man
power development programmers, and to this end a training cell was established at Auto nagar,
Secunderabad from here emerged a vast reservoir of skills in various disciplines.

OBJECTIVES OF NTPCL:

NTPCL have to design, engineer and develop, manufacture and market heavy industrial
Machinery, plants and equipments including components and spares and services for power, coal
mining, steel chemicals petrochemical, shipping space and engineering industries etc.

1. To actively cooperate with the government in implementing the economic Program me.

2. To utilize the capacities installed affectively.

3. To develop exports markets from the point of view of earning foreign exchange needed to
maintain imports.

4. TO develop and maintain technological leadership.

5. To develop components managerial personal capable of meeting project and growth


Objectives of company.

6. To continuously strive for the economic success of the enterprise so that the obligation to
share holders, employees, customers, suppliers, government and society is discharged.

7. To strive for greater self reliance through import substitution and research and Development.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 38


JOB SATISFACTION

8. To develop personal policies that give quality of opportunity and fair pay to all. Inspiring
confidence in and respect for management.

9. To develop employees attitudes and skills for consistent achievement for economic
Performance and technological growth.

PHILOSOPHY OF NTPCL:

NTPCL has shown very good track record. The primary focus has been on Engineering
and Technology. The function of marketing was somewhat depressed having come into focus in
the recent past.

This company’s philosophy is eagerly to provide the market Technical and Economic
utility. NTPCL believe that the only indication for marketing technology is to provide.

Value real work along with up graduation of educational value at the market place, the
company is aware that in the Indian environment it is the economic utility which provides basic
sales faction of the market place.

1. Offer to the market economic utility though immediate and long term benefits.

2. Offer to the market technology through products, through intermediaries, though processes
and through projects.

POLICIES OF NTPCL:

1. NTPCL is dedicated to offer the product and services.

2. Of right quality.

3. At reasonable price.

4. Banked up with timely and efficient pre-sale and post-sale service

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 39


JOB SATISFACTION

ADMINISTRATION

The personal and overall administration of the company is under the control of Managing
Director with Board of Directors as follows.

 Chairman from Singareni Coal Collieries Ltd. (SCCL).


 Managing Director from SCCL.
 BIFR’s Special Director.
 Nominee Director.
 Director from SCCL.
 Director from Andhra Pradesh Development Corporation.
 Director from BHEL.
 3 Directors from stakeholder’s side.
HUMAN RESOURCE ELEMENTS:

MANPOWER:

The company at present in manned by 537 employee’s ad they did not want to recruit any more.

MAN POWER PLANNING:

The management of NTPCL has realized that is very difficult to get trained personal at a
time when the need arises after setting up the factory. Hence a decision to result recruit people at
various levels &train them at once. Top improve establish Production.

In pursuance of this decision recruitment is being made & major department like:
designs, planning manufacture etc., have been established in addition to the personal &account
department & the short generation period.

The company has recruited engineering with vast experience from reputed public &
private sectors.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 40


JOB SATISFACTION

SALARY AND WAGE ADMINISTRATION:

The wage structure of the employees in governed by memorandum of settlement entered


into between the management and unions of the company. The wage revision is done one in
every 4 years at the memorandum of understanding. The employees are divided into officers
super visors and workers and among workmen there are 7 Based on their cadre wages and salary
are fixed.

WELFARE MEASURES:

For the welfare of the workmen, canteen is running on a subsidiary rate mutually agreed
and for the transportation buses and cars are run by the company.

BOARD OF DIRECTORS:

Sri J.V. Dattatreyulu Chairman

Sri P.V.Satyanandam Managing Director

Sri K.L.Vasudeva Rao Director

Sri Ambarish Nath Dave Director

Sri N. Sreenivasa Rao Director

Sri K.Rajendra Prasad Director

Sri N.V.V.N.M.Murali Rao Director

Sri Juvva Seshagiri Rao Director

Sri Kuchipudi Srinivasa Rao Director

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 41


JOB SATISFACTION

TRAINING AND PLACEMENT:

Human resource department act includes hiring, training, recruitment solution &
performance appraisal.

RECRUITMENT:

The department head shall inform the recruitment of personal based on availability of
vacancies in his department to personal department with chairman & managing director’s
approval the industry.

PLACEMENTS:

The placement such of persons has made in the factory as their sentence has been done by
written test &viva.

SAFETY MEASURES:

Personal protection equipment such as goggles, safety shoes, masks, helmets, asbestos,
apron, PVC/ rubber protective clothing, card duffs etc., safe environment are provided.

This committee is chaired by the general manager, the members of all service dept. Are
the member of the committee & safety manager is convener. HE is a member of committee. This
forms the management side. There are 5 representatives of employees in the committee meeting
are of the takes play safety provisions &&precautions in the man tool division press division
discussed. The union prepares the agenda to be discussed in the matting & a decision is intimated
to the service section for necessary action. Basically this committee is a recommending body. If
there are any financial implementations necessary clearness is needed from the finance
department. Most of its recommendations till data have been implemented. There was a demand
from weakness of section for special.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 42


JOB SATISFACTION

CUSTOMERS:-

All the machinery manufactured is well received in the market. The Company has
extended its services to coal, power, steel, thermal and service sectors. The following are our
major customers:

Coal mining sector:-

1. The Singareni Collieries Company Limited (SCCL)


2. Western Coal fields Limited (WCL)
3. South Eastern Coalfields Limited (SECL)
4. Northern Coalfields Limited (NCL)
5. Navel Lignite Corporation Limited (NLC)
6. Bharat Coaking Coal Limited
7. Eastern Coalfields Limited
8. National Mineral Development Corporation Limited (NMDC)
Power Sector:-

1. Andhra Pradesh Power Generation Corporation Limited (APGENCO, former APSEB)


2. Tamilnadu Electricity Board (TNEB)
3. National Thermal Power Corporation Limited (NTPC)

Steel Sector:-

1. Visakhapatnam Steel Plant (VSP)


2. Durgapur Steel Plant
3. Rourkela Steel Plant

MAMC, IISCO, TISCO, ESSAR STEEL, GRSE, EPIL, MECON and MN Dastur Co.

Service sector:-

1. Madras Port Trust


2. Bharat Heavy Electricals Limited (BHEL)
3. Oil and Natural Gas Commission (ONGC)

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 43


JOB SATISFACTION

4. Vikram Sarabai Research Centre


5. Indian Space Research Organization (ISRO)
6. Hindustan Machine Tools Limited (HMT)
7. Hindustan Aeronautics Limited (HAL)
8. Engineers India Limited
9. Projects Development India Limited (PDIL)
10. National Thermal Power Corporation (NTPC)
11. Krupp Industries India Limited

Other sectors:-

1. Cement Corporation of India (CCI)


2. Ferro Alloys Corporation Limited
3. Andhra Petro Chemicals Limited
4. Nagarjuna Fertilizers & Chemicals Limited

COMPETITORS

The competitors of the company are:

1. Me Knally Bharat.
2. Kali Material Handling.
3. Elecon.
4. Hindustan.
5. MAMC (Mining and Machinery Corporation).
6. HEC. (Heavy Engineering Corporation).
7. Voest-alpine.
PRODUCTION PLAN

1. Heavy Machine Shop


2. Light Machine Shop
3. Fabrication Shop
4. Assembly Shop

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 44


JOB SATISFACTION

5. Quality Control Equipment


6. Heat Treatment Shop
7. Sand Blasting and Painting

The production is carried on 3shift base.

PRODUCT RANGE

The company is producing multi products and the types of the product range are:

1. Bulk material handling equipment.

 All type of conveyors.


 Various capacities of haulages.
 Sinking munches.
 Stackers and Reclines.
 Gear boxes.
2. Mining Equipment

 Tunneling equipment / road headers (market leader).


 Long wall roof systems.
 Armored face conveyors.
 Mining Haulages.
3. Chemical equipment

 Pressure vessels.
 Heat exchangers.
 Detractors.
 Tanks.
4. Mini cement plants

5. Textile machinery

 Silk-reeling machines.
 Re-reeling machines.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 45


JOB SATISFACTION

6. Leather machines

 Measuring machine.
 Splitting machine.
 Air-jet Dusting machine.
 Vacuum Dryer.
 Rotary Auto spraying and dying machine.
7. Pollution control equipment

I. Electrostatic precipitators.

II. Dusts collectors.

III. Fabric filters.

8. General fabrication

I. Windmills.
II. Hay Balers.
III. Diary equipment
IV. Antenna Mounts for SHAR Center and VSS.
V. Paper Machinery.
PRODUCTION TARGET:

The company has fixed production target of 1595 lacks for year 1986-1987. Out of this first
phase product are 810 lacks & 2nd phase products are 785 lacks. Director General PEMB during
Lew meeting of the company has suggested that the company produce 1st phase product 800
lacks during the year.

DEVELOPMENT OF SMALL SCALE INDUSTRY:

The company has been off loading low technology item on local small scale units a sub contract
of foundries &fabrication units.

RESULTS:

The company during this year has achieved a production 892.62 lacks up to December.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 46


JOB SATISFACTION

EXPORT ORIENTED EFFORT:

NTPCL has negotiated & got orders for manufacture &supply of conveyor idlers & l8tons
winches at an appropriate value of 120 lacks to U.S.SR there is a possibility of getting further
orders & NTPCL would like to bag as many orders as possible this line.

FOREIGN COLLABORATIONI

The company has the following foreign collaboration

1.M/s environmental elements corporation, USA for manufacturing of Air Pollution control
equipment like Electrostatic precipitators, Fabric filters and dusts collectors,

2. M/s VOEST-ALP1lNE, Austri for the manufacture of Road Headers.

3. M/S CRANE ANO., USA for water-pollution control equipment.

4. M/S ROBERT.JENKI’WS LTD, UK for chemical equipment.

5. M/s ii HARVEY, UK for embossing plates.

6. M/a TAKRAFF, EAST GE”RANY for scrapes.

7. M/s LICENSE INTORG, USSR for long wall roof supporting systems.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 47


JOB SATISFACTION

HONORS AND GALORE(AWARDS)

The Award received by the company is

1. Received an award for best Machine produced with indigenous know-how for splitting
machine at international Leather Trade fair at Madras on 04.02.1981.
2. For the year 1982 the. Company bagged “Productivity award” from Ministry of labor
from government of AP.
3. For the year 1983 the company once again received “Productivity award” from
Government of AP.
4. NTPCL has received the MAIDEN award for best technological development in research
and development for the year 1984 from the federation of AP Chamber of Commerce and
industry.
5. In 1984 the company received an award for “district contribution towards increased
production and productivity and maintenance of better industrial relations” from the labor
department government of AP.
Thus the company is truly a people’s company.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 48


JOB SATISFACTION

NTPCL PERSONNEL DEPARTMENT CHART

Chairman

Managing Director

Chief Personal Manager

Personal Security Medical Indi. Public


Welfare Engineer relations

Deputy M.O Deputy Jr. Officer


Manager Manger

Assistant Staff Nurse Assistant C.C.T


Officer Officer

Junior Jr. Staff Attainder


Officer Nurse

C.C.T

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 49


JOB SATISFACTION

CHAPTER-III

RESEARCH METHODOLOGY

NEED OF THE STUDY:

 The Present study mainly aims at identifying the programs at NTPCL.


 The study is needed to know the views and attitudes of the employees towards
their job.
 Effective measures for the implementation of the employee job satisfaction.
 No Organization get a can get a candidate who exactly matches with the job and
organizational requirements.
 Hence Training is important to develop the employee and make him suitable to the job.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 50


JOB SATISFACTION

SCOPE OF THE STUDY:

The human resources are the greatest assets of an organization without which other
resources become void. So these resources should be made attentive, regular to their work so that
valuable hours will not be lost, resulting in the increase of overhead costs. The workers who are
made regular to their work can increase their efficiency and thus the production or service of any
organization improves considerably.

 The study was conducted only in NTPCL, Secunderabad.


 The study was centralized only workers at NTPCL.
 The study attempts to analyze the determinants of job satisfaction at NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 51


JOB SATISFACTION

OBJECTIVES OF THE STUDY:

Through this study we can find out how job satisfaction adversely affects the working of
the firm and also its productivity. This also helps to enable the management to identify and
analyze the areas of satisfaction and dissatisfaction. We can also find out what are the major
problems faced by the staffs of the company.

 To study the job satisfaction of employees in NTPCL.


 To study the various factors influencing the job satisfaction of employees.
 To find out whether employees are satisfied with their job and working conditions.
 To measure the job satisfaction of employees in NTPCL.
 To give appropriate suggestions to increase job satisfaction in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 52


JOB SATISFACTION

METHODOLOGY

“A Descriptive research methodology” is adapted for this study. A descriptive study is


conducted to find out how one variable produces change in another, who is the respondents, why
they think in a particular way and so on. Descriptive research is based on the purpose of study.

Type and Sources of data:

The required data is collected from the employees of NTPCL. Through structured
Questionnaire method. To accomplish the study objectives, both primary and secondary sources
of data are used. Primary data is collected from the employees with the help of a structured
questionnaire, which contains 20 questions. These are original sources from which the researcher
collects data from the respondents. Secondary data are collected and compiled for another
purpose. This consists of not only published records and reports but also unpublished records.
These include various records and registers maintained by the company. Secondary data is
collected from company profile, journals, magazines, attendance register, leave records, from
some publications, and also from the company website.

Primary data:

Fieldwork is done for the purpose of data collection. This refers to a process of data
collection. All required data was collected by means of questionnaire method. The collected data
was analyzed to form conclusion and to arrive at suggestions. The fieldwork involved here are:

 Through direct interview with employers and employees.


 Research through internet to understand the activities of the company and other valuable
information regarding the topic of the study.
 Visit the library for collecting information on the topic and arranged them according to
the project specifications. Getting feedback from internal college guide and external
faculties.
 By statistical information ,charts, graphical representation in respect to sales ,raw
material consumed, profits etc. of the company .

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 53


JOB SATISFACTION

Secondary Data:

The secondary data consists of financial statements of the company, records and
the annual reports of the company.

1 Theoretical information from financial text books, magazines and company


brochures

2 Industry profile information collected from power line magazines and other
brochures and magazines.

Type of survey:

Survey which is used to identify views and preference of the respondents is sample survey.

Method of sampling and sampling size.

Sampling:

Sampling is a process of selecting a subset of randomized number of members of the


population of a study and collecting data about their attributes. Sampling also refers to the
scientific method of selecting a part out of a lot or also called ‘population’. Conceptually the
sample must reflect the characteristics of the population. Sampling unit refers to ‘who are to be
surveyed?’ in this case, the employees of the company are surveyed. Convenient sampling
method is used in this study.

Sampling Size:

This refers to ‘how many are to be surveyed? In this case, considering the subject matter
of the project work, and availability of employees, a total sample size of 45 employees are
selected which is considered as adequate for the study.

Tool for data collection:

A structured questionnaire is exclusively prepared and used for collecting the data
required for his study. Also, while the respondents were filling the questionnaire, an informal
interview has been done to know their perception on the topic of the study

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 54


JOB SATISFACTION

LIMITATIONS OF THE STUDY:

The limitations of the study are given as follows:

 Lack of co-operation from the respondents.


 Because of the time constraint it was difficult to collect information from all employees.
 Hence the findings may not be generalized and applied to total population.
 There may be errors due to bias in the respondents.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 55


JOB SATISFACTION

CHAPTER-IV

JOB SATISFACTION OF EMPLOYEES IN NTPCL

Job satisfaction is a complex variable and is influenced by situational factors of the job as
well as the dispositional characteristics of the individual. It is defined as the positive emotional
response to the job situation resulting from attaining what the employee wants from the job. This
implies that job satisfaction can be captured by either a one dimensional concept of Global Job
satisfaction or a Multi Dimensional faceted construct of job satisfaction capturing different
aspects of a job satisfaction that can very independently. In this study, job satisfaction is defined
as member’s attitude towards their present working conditions. Job satisfaction is a pleasurable
emotional state of the appraisal of one’s job; an effective reaction and an attitude towards one’s
job. No doubt job satisfaction is an attitude but one should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and behaviors. Hence, Job satisfaction is
an attitude towards job taking into account feelings, beliefs and behaviors. According to
Dictionary.com, job satisfaction is an act of satisfying; fulfillment; gratification. It is the state of
being satisfied or contended. It is the cause or means of being satisfied. According to Dictionary
of Education, job satisfaction is the quality, state and level of satisfaction as a result of various
interests and attitudes of a person towards his job. It is the desire or undesired with which
employees view their work. It expresses the extent of match between the employer’s
expectations of the job and rewards that the job provides.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 56


JOB SATISFACTION

1. Number of aged people in the organization:

Age No. of Respondents No. of Responses


Below 20 10 22.22%
20-30 15 33.33%
30-40 10 22.22%
40-50 5 11.11%
Above 50 5 11.11%
Total 45 100%

50
45
40
35
30
25 No. of Responses
20 No. of Respondents
15
10
5
0
Below 20-30 30-40 40-50 Above Total
20 50

Interpretation:

The above table represents that 22% of employees are below 20, 67% of employees are between
20 -30, 22% are between 30-40 ,11% employees are between 40-50,11% employees are above
50% .
RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 57
JOB SATISFACTION

2. Number of male and female candidates in the organization:

Gender No. of Respondents No. of Responses

Male 38 84%

Female 7 16%

Total 45 100%

50
45
40
35
30 No. of Responses
25
No. of Respondents
20
15
10
5
0
Male Female Total

Interpretation:

The above table represents that 84% of are male employs and 16% are of female
employees

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 58


JOB SATISFACTION

3. Educational Qualifications in the organization

Qualification No. of Respondents No. of Responses


SSLC 5 11.11%
PUC / ITI 10 22.22%
Degree 20 44.44%
PG 5 11.11%
Others 5 11.11%
Total 45 100%

50
45
40
35
30
25 No. of Responses
20 No. of Respondents
15
10
5
0
SSLC PUC / Degree PG Others Total
ITI

Interpretation:

The above table represents that, 11% of employees are SSLC, 22% of employees are
UPC, 44% of employees are DEGREE, 11% of employees are of PG, and 11 % of employees are
of other category

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 59


JOB SATISFACTION

5. Number of Departments in the organization :

Departments No. of Respondents No. of Responses


Production 10 22.22%
Maintenance1 10 22.22%
Sales 20 44.44%
Others 5 11.11%
Total 45 100%

50
45
40
35
30
25
20 No. of Responses
15 No. of Respondents
10
5
0

Interpretation:

The above table represents that 22% of employees are of production dept , 22% of
employees are of maintenance dept, 44% of employees are of sales dept, 11% of employees
regard to other dept.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 60


JOB SATISFACTION

5. Categories of works in the organization:

Departments No. of Respondents No. of Responses


Worker 10 22.22%
Supervisor 10 22.22%
Office staff 5 11.11
Others 20 44.44%
Total 45 100%

50
45
40
35
30
25
No. of Responses
20
15 No. of Respondents
10
5
0

Interpretation:

The above table represents that, 22% are workers , 22% are supervisors, 11% are office
staff and 44% are others.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 61


JOB SATISFACTION

6. Years of experienced candidates in the organisation:

Years No. of Respondents No. of Responses


0-5yrs 10 22.22%
6-10yrs 10 22.22%
11-15yrs 5 11.11%
16-20yrs 15 33.33%
Above 5 11.11%
Total 45 100%

45
40
35
30
25 Series1
20 Series2
15
10
5
0
0-5yrs 6-10yrs 11-15yrs 16-20yrs Above Total

Interpretation:

The above table represents that,22% are of 0-5 yrs, 22% are of 6-10 yrs, 11% are of 11-
15 yrs, 33% are of 16-20 yrs and 11% are of above 20 yrs.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 62


JOB SATISFACTION

7. Years of experienced candidates in the organisation.

Opinion No. of Respondents No. of Responses


Highly Satisfied 13 29%
Satisfied 30 67%
Dissatisfied 2 4%
Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table represents that, 29% of employees are highly satisfied with working
hours, 67% of employees satisfied with working hours and the remaining 4% of employees are
dissatisfied with the working hours in NTPCL

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 63


JOB SATISFACTION

8. Employee opinion about the incentive structure.

Opinion No. of Respondents No. of Responses

Highly Satisfied 8 18%

Satisfied 32 71%

Dissatisfied 5 11%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table shows that 18% of employees are highly satisfied with incentive structure, 71%
of employees are satisfied with incentive structure and the remaining 11% of employees are
diss4tisfied with the incentive structure in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 64


JOB SATISFACTION

9. Employee opinions about the welfare measures.

Opinion No. of Respondents No. of Responses

Good 16 35%

Average 22 49%

Bad 7 16%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table, it is clear that 35% of employee’s response is good towards the welfare
measures, 49% of employees felt that the welfare measures are not up to their expectations and
the remaining 16% of employees are not at all satisfied .with the welfare measures taken up in
APFIMEL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 65


JOB SATISFACTION

10. Employee opinions about the medical facilities.

Opinion No. of Respondents No. of Responses

Excellent 12 27%

sGood 26 58%

Bad 7 15%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table clearly represents that 275 of employees have excellent opinion towards the
medical facilities, 58% of employees have good opinion towards the medical facilities and the
remaining 15% of employees are not satisfied with the medical facilities available in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 66


JOB SATISFACTION

11. Employee opinions about the technology.

Opinion No. of Respondents No. of Responses

Excellent 12 27%

Good 18 40%

Bad 15 33%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table clearly represents that 27% of the employees said that the technology is used
highly sophisticated, 405 of the employees said that it is good and the remaining 33% of the
employees said that they are not satisfied with the technology used in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 67


JOB SATISFACTION

12. Employee opinion about the retirement benefits.

Opinion No. of Respondents No. of Responses

Excellent 11 24%

Good 9 20%

Bad 25 56%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Employee Opinion

25

20

15 Excellent
Good
10
Bad

0
No. Of Responds % Of Responses

Interpretation:

The above table clearly shows that 24% of employees are delighted with the retirement benefits,
20% of employees are having good attitude about retirement benefits and the remaining 56% of
employees are not, satisfied with the retirement benefits in APFIMEL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 68


JOB SATISFACTION

13. Employee opinion about the canteen facilities.

Opinion No. of Respondents No. of Responses

Satisfied 45 100%

Dissatisfied 0 0%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table represents that 100% of the employees are satisfied with the canteen facilities in
NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 69


JOB SATISFACTION

14. Employee opinion about the working environment.

Opinion No. of Respondents No. of Responses

Excellent 18 40%

Good 20 44%

Bad 7 16%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table clearly represents that 40% of employees have excellent opinion about the
working environment, 44% of employees have good. Opinion about the working environment
and the remaining 16% of employees are not satisfied with .the working environment in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 70


JOB SATISFACTION

15. Employee opinion about the management interaction.

Opinion No. of Respondents No. of Responses

Satisfied 12 27%

Dissatisfied 33 73%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table clearly represents that only 28% of employees are completely satisfied with the
management interaction & the remaining 72% of employees are not satisfied with the
management interaction in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 71


JOB SATISFACTION

16. Employee opinion about the policies & procedures.

Opinion No. of Respondents No. of Responses

Excellent 6 13%

Good 25 56%

Bad 14 31%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table shows that 13% of employees stated that their policies 7 procedures are
excellent, 56% of. Employees felt good with the policies & procedures and the remaining 11% of
the employees are not at all satisfied with the policies & procedures in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 72


JOB SATISFACTION

17. Employee opinion about superior supervision.

Opinion No. of Respondents No. of Responses

Highly Satisfied 12 27%

Satisfied 26 58%

Dissatisfied 7 15%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table represents that 27% of the employees are highly satisfied with the
superior supervision, 58% of the employees are satisfied with the superior supervision and the
remaining 15% of the employees are dissatisfied with the superior supervision in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 73


JOB SATISFACTION

18. Employee opinions on having over time regulations.

Opinion No. of Respondents No. of Responses

Yes 0 0%

No 45 100%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table clearly represents that 100% of the respondents said that employees
Opinion they are not having any over time regulations

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 74


JOB SATISFACTION

19. Employee opinions about adequacy of the salary to their qualification & experience.

Opinion No. of Respondents No. of Responses

Yes 38 84%

No 7 16%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table clearly shows that 84% of employees were said that their salary was
adequate to their qualification & experience and the remaining 6% of employees were said that
their salary was adequate to their qualification & experience in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 75


JOB SATISFACTION

20. Employee opinion about the security at working environment.

Opinion No. of Respondents No. of Responses

Yes 33 73%

No 12 27%

Total 45 100%

DIAGRAMATIC REPRESENTATION:

Interpretation:

The above table represents that 73% of employees are satisfied with the security at
working environment and the remaining 27% of employees are not satisfied with the security at
working environment in NTPCL.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 76


JOB SATISFACTION

CHAPTER-V

FINDINGS

1. It is found that 30% of the employees are satisfied with the working hours in NTPCL.

2. It is found that 71% of the employees are satisfied with the incentive structure.

3. It is found that 49% of the employees are not completely satisfied with the welfare measures.

4. It is found that 58% of the employees are not satisfied with medical facilities.

5. It is found that 67% of the employees are satisfied with the technology utilization.

6. It is found that 56% of the employees are not satisfied with the retirement benefits.

7. It is found that 84% of the employees are satisfied with working environment.

8. It is found that 53% of the employees are not satisfied with the management interaction.

9. It is found that 56% of the employees are not completely satisfied with the policies &
procedures.

10. It is found that 58% of employees are satisfied with the supervisor supervision.

11. It is found that all the employees were said that they are not having any overtime regulations.

12. It is found that 84% of employees are satisfied with the adequacy of the salary to their.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 77


JOB SATISFACTION

SUGGESTIONS

Through the course of this study, I have come through various suggestions that can be
implemented in the Company. These suggestions can help in deducting the rate of absenteeism,
though it is not possible to be eradicated completely. They are given as follows:

1. It is suggested that Most of the employees are suffering with management interaction. So,
the management may take a decision to improve the social relationship with employees.

2. It is suggested that Employees are not satisfied with the medical facilities. So, the
management may take care to improve medical facilities in order to increase the
employee loyalty towards the organization.

3. It is suggested that some of the employees are not satisfied with the policies &
procedures of the organization. So, the management may concentrate on accurate policies
& procedures related to welfare measures, incentives structure, and retirement benefits.

4. It is suggested that some of the employees are dissatisfied with the supervision. So, the
management is advised to take a decision to improve the supervisor’s supervision.

5. It is suggested that Disciplinary actions can be taken against the workers who are taking
more than three days of leave. It can be allowed in the exceptional cases like deaths ,
marriages etc:

6. It is suggested that The Company can provide better safety measures to the employees in
the production department.

7. It is suggested that a welfare officer can be appointed so that he can seek out the
problems of the employees and solved.

8. It is suggested that The Company can provide recreational activities so that they engage
in some games or fun.

9. It is suggested that Counseling can be given to workers who are in problems or


sufferings.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 78


JOB SATISFACTION

10. It is suggested that the workers should be given flexible working hours.

11. It is suggested that Therefore the HRD department should concentrate on this issue of
employee remuneration although the employee satisfaction is important but employee
performance must be increased to increase the production and reduce the cost of
production.
12. These suggestions can help in deducting the rate of absenteeism, though it is not possible
to be eradicated completely.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 79


JOB SATISFACTION

CHAPTER-VI

CONCLUSION

Conclusions are inference drawn from the findings. This outlines inferences the important
points and results and they represent a brief answer to the questions arising on the topic. The
above interpretation gives a clear picture that some of the staff is not convinced with their Job in
the company.

They should plan to avoid burnout by developing healthy stress management techniques.
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 job responsibilities and that pay increases be tied to performance rather than
seniority.

Skills should be given to employees so that they can perform those tasks more efficiently
and effectively thus relieving boredom and gains recognition.

The appropriate Working Conditions helps the staff to perform the work in an efficient
manner without any delay in smooth working of the organization. . Lastly, employees and
employers should learn to de-stress.

Finally, I conclude that. Employees should be creative, ready to take initiative and work
in team, as large part of success in job is the ability to work well with others to get the job
done.

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 80


JOB SATISFACTION

BIBLIOGRAPHY

BOOKS

1. C. B MAMORIA - Personnel Management.

2. ARUN MONAPPA & MIRZA S SAIYADAIN - Personnel Management.

3. HACKMAN, J.R. and OLDMAN, G.R. (1976). Motivation through the design of work:
Test of a theory. Organizational Behavior and Human Performance.
4. KEITH DAVIS- Human behavior at work.

5. PUGLIESI K. (1999). “The Consequences of Emotional Labor: Effects on Work Stress,


Job Satisfaction, Motivation and Emotion”.

6. Dr. O. R. Krishnaswamy -Methodology of Research in Social Sciences.

7. Dr. P. SUBBARAO, (2003) - Personnel And Human Resource. Management Third


Edition.

JOURNALS:

1. Brief AP, Roberson L. (1989), “Job attitude organization: an exploratory study”. Journal
of Applied Social Psychology, 19.
2. Fisher D. (2000). Mood and emotions while working: missing pieces of job satisfaction?
Journal of Organizations Behavior 21.
WEBSITE:

www.NTPCL.com

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 81


JOB SATISFACTION

ANNEXURE
I, Mr.S.Maruthiprasad student of MBA program in “Raghavendra Institute of Management &
Sciences” is doing project on the topic ‘EMPLOYEE JOB SATISFACTION’ in your company.
This questionnaire is a part of my project. This is given to understand your views and preference
regarding this topic.

1. Age?

a) Below 20 b) 0-30 c) 30-40 d) 40-50 e) Above 50

2. Gender?

a) Male b) Female

3. Educational Qualification?

a) SSLC b) PUC / ITI c) Degree d) PG e) Others

4. Department you work in?

a) Production b) Maintenance c) Sales d) Others

5. Category of work?

a) Worker b) Supervisor c) Office staff d) others

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 82


JOB SATISFACTION

6. Years of experience?

a) 0-5yrs b) 6-10yrs c) 11-15yrs d) 16-20yrs e) Above

7. Are you satisfied with the working hours?

a) Highly Satisfied b) Satisfied c) Dissatisfied

8. Are you satisfied about the incentive structure provided by the organization?

a) Highly Satisfied b) Satisfied c) Dissatisfied

9. What is your opinion about the welfare measures in the organization?

a) Good b) Average c) Bad

10. What is your opinion about the medical facilities available in the organization?

a) Excellent b) Good c) Bad

11. What is your opinion about the technology used by the organization?

a) Yes b) No

12. What is your opinion about the retirement benefits in the organization?

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 83


JOB SATISFACTION

a) Excellent b) Good c) Bad

13. Are you satisfied with the facilities available in the organization?

a) Satisfied b) Dissatisfied

14. What is your opinion about the working environment in APHIVIEL?

a) Excellent b) Good c) Bad

15. Are you satisfied with the management interaction in the organization?

a) Satisfied. b) Dissatisfied

16. What is your opinion about policies & procedures of the organization?

a) Excellent b) Good c) Bad

17. How do you feel about superior’s supervision in the organization?

a) Highly Satisfied b) Satisfied c) Dissatisfied

18. Do you have any over time regulation?

a) Yes b) No

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 84


JOB SATISFACTION

19. Is your salary adequate to your qualification & experience?

a) Yes b) No

20. Do you feel secure at the working environment?

a) Yes b) No

RAGHAVENDRA INSTITUTE OF MANAGEMENT SCIENCES [RIMS] Page 85

Вам также может понравиться