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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
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
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.
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
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”.
JOB: Nature of work, working hours, fellow workers, overtime regulations physical
environment, machines and tools. Interest in work, opportunities for promotion and
advancement, etc.
Statistical treatment of the individual items in the four areas given above and the best as a whole
revealed significant discriminatory potential.
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.
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:
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.
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
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.
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.
Various factors while managers can satisfy employees ,a review of the evidence has
identified 4 factors conducive to high levels of employee job satisfaction:
2. Equitable Rewards
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.
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.
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.
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.
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”.
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.
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.
1. Lecture method
2. Circulars method
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.
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.
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
supervisor understand and friendly a personal good performance, listen to employee’s opinions,
and interest in them.
1. Type of work
2. Working conditions
3. Pay
4. Co-workers
6. Advancement opportunities
1. Security
2. Supervision
3. Company prestige
4. Working hours
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.
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.
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
people as job satisfaction faster a pervasive residue of public good-will be towards the
organization.
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.
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.
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.
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
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:
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.
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
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
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.
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.
Staff rewards
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.
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.
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.
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.
Depending on the underlying cause for job dis-satisfaction, there may be several ways to
increase 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
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.
1. Meaningful task.
3. Recognition as an individual
9. Competent leadership- bosses whom he can admire and respect as persons and as bosses.
CHAPTER-II
INDUSTRY PROFILE
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.
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 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.
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.
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.
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.
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:
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.
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:
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.
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
boilers. The export and import figures for the 2014-07 were Rs.395 crores and Rs.98 crores
respectively.
TRANSFORMERS:
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
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.
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,
(Rs.in crore)
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.
(Rs.in crore)
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.
(Rs.in crore)
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.
(Rs.in crore)
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.
(Rs, in crore)
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.
(Rs.in crore)
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.
Performance of the industry during the last three years is tabulated below:
(Rs.in crore)
INTERNATIONAL COOPERATION
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.
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.
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
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.
3. To develop exports markets from the point of view of earning foreign exchange needed to
maintain imports.
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.
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:
2. Of right quality.
3. At reasonable price.
ADMINISTRATION
The personal and overall administration of the company is under the control of Managing
Director with Board of Directors as follows.
MANPOWER:
The company at present in manned by 537 employee’s ad they did not want to recruit any more.
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.
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:
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.
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:
Steel Sector:-
MAMC, IISCO, TISCO, ESSAR STEEL, GRSE, EPIL, MECON and MN Dastur Co.
Service sector:-
Other sectors:-
COMPETITORS
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
PRODUCT RANGE
The company is producing multi products and the types of the product range are:
Pressure vessels.
Heat exchangers.
Detractors.
Tanks.
4. Mini cement plants
5. Textile machinery
Silk-reeling machines.
Re-reeling machines.
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.
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.
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.
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
1.M/s environmental elements corporation, USA for manufacturing of Air Pollution control
equipment like Electrostatic precipitators, Fabric filters and dusts collectors,
7. M/s LICENSE INTORG, USSR for long wall roof supporting systems.
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.
Chairman
Managing Director
C.C.T
CHAPTER-III
RESEARCH METHODOLOGY
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.
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.
METHODOLOGY
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:
Secondary Data:
The secondary data consists of financial statements of the company, records and
the annual reports of the company.
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.
Sampling:
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.
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
CHAPTER-IV
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.
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
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
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
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.
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.
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.
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
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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
19. Employee opinions about adequacy of the salary to their qualification & experience.
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.
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.
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.
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.
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.
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.
BIBLIOGRAPHY
BOOKS
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.
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
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?
2. Gender?
a) Male b) Female
3. Educational Qualification?
5. Category of work?
6. Years of experience?
8. Are you satisfied about the incentive structure provided by the organization?
10. What is your opinion about the medical facilities available in the organization?
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?
13. Are you satisfied with the facilities available in the organization?
a) Satisfied b) Dissatisfied
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) Yes b) No
a) Yes b) No
a) Yes b) No