A Report On

Employee Satisfaction in NALCO, Bhubaneswar

Submitted for BBA Programme in D.A.V. School of Business Management; Affiliated to Utkal University

AKANKHYA ANIRYA

2016-19

66316UT16006

External Guide Internal Guide

Mr. A. K. Pradhan Dr. D. N. Mishra
Deputy Manager, NALCO Principal, DSBM

D.A.V SCHOOL OF BUSINESS MANAGEMENT

(Recognised by the Govt. Odisha and Affiliated to Utkal University)

D.A.V. CAMPUS, UNIT-8, NAYAPALLI, BHUBANESWAR-751012,

ODISHA

2019
 ii

DECLARATION

I do hereby declare that the project work entitled “Employee Satisfaction in NALCO,
Bhubaneswar’’ submitted to D.A.V. School of Business Management, Affiliated to Utkal
University, is a record of original work done by me under the guidance of Mr. A. K. Pradhan,
Deputy Manager, NALCO and Dr. D. N. Mishra, Principal DSBM.

Date: Name: Akankhya Anirya

Place: Bhubaneswar Roll No: 66316UT16006
 iii

ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to express the feeling of gratitude
imprisoned in the deepest core of my heart.

At the onset, I convey my sincere gratitude to Mr. A. K. Pradhan, Deputy Manager, NALCO
for giving me the opportunity to prepare my project work.

I do express my sincere thanks to Dr. D. N. Mishra, Principal, for his diligent guidance and
continuous monitoring of the project.

I must also express my deepest gratitude to the Faculty Council of DSBM, for their timely
help as when required.

I cannot conclude this acknowledgement without thanking my family, relatives,

acquaintances and friends who have offered their valuable cooperation to me at every stage.

Date: Name: Akankhya Anirya

Place: Bhubaneswar Roll No: 66316UT16006
iv
 D.A.V. SCHOOL OF BUSINESS MANAGEMENT

UNIT-VIII, NAYAPALLI, BHUBANESWAR-751012

Email: dsbmbbsr@gmail.com. Website: www.dsbm8.org, Tel: 0674 2560 539

CERTIFICATE OF INTERNAL GUIDE

This is to certify that the Project titled “EMPLOYEE SATISFACTION IN NALCO,

Bhubaneswar” submitted by Akankhya Anirya bearing the Roll No. 66316UT16006, for the
partial fulfillment of the Degree of Bachelor of Business Administration (Batch 2016-19),
embodies for the bona fide work done by her under my supervision and guidance.
I wish her success in her career.

Date: Dr. D. N. Mishra

Place: Bhubaneswar Principal
 vi

CONTENTS

PARTICULARS PAGES

Title page i

Declaration ii

Acknowledgment iii

External Guide certificate iv

Internal Guide certificate v

Table of contents vi

List of Table vii

List of Figures viii

Executive Summary ix

1. Introduction
1.1 Identification of the Problem 1
1.2 Objectives of the Study 1
1.3 Scope and Limitations of the Study 2
2. Review of Literature
2.1 Background of the Study 3
2.2 Company Profile 9
3. Methodology
3.1 Sample Design 12
3.2 Data Collection 12
4. Analysis and Interpretation 13
5. Findings
5.1 Discussion 29
5.2 Conclusion 30
Bibliography 31
Annexure 32
 vii

LIST OF TABLES

Figure No. Description Page No.

4.1 Number of years of employment 13

4.2 Working Environment at NALCO 14

4.3 Qualification and Skills 15

4.4 Satisfaction with the Top Management 16

4.5 Satisfaction with the working hours 17

4.6 Necessity of performing duties effectively 18

4.7 Arrangements of counseling programs by NALCO 19

4.8 Sharing of experiences between co-workers 20

4.9 Good Career Prospect in NALCO 21

4.10 Involvement of top management in decision making 22

4.11 Medical Facilities provided by NALCO 23

4.12 Satisfaction with Welfare Facilities 24

4.13 Recognition of Employee’s Work 25

4.14 Satisfactory salary according to work 26

4.15 Factors which motivates employees 27

4.16 Overall Satisfaction as an employee 28

 viii

LIST OF FIGURES

Figure No. Description Page No.

4.1 Number of years of employment 13

4.2 Working Environment at NALCO 14

4.3 Qualification and Skills 15

4.4 Satisfaction with the Top Management 16

4.5 Satisfaction with the working hours 17

4.6 Necessity of performing duties effectively 18

4.7 Arrangements of counseling programs by NALCO 19

4.8 Sharing of experiences between co-workers 20

4.9 Good Career Prospect in NALCO 21

4.10 Involvement of top management in decision making 22

4.11 Medical Facilities provided by NALCO 23

4.12 Satisfaction with Welfare Facilities 24

4.13 Recognition of Employee’s Work 25

4.14 Satisfactory salary according to work 26

4.15 Factors which motivates employees 27

4.16 Overall Satisfaction as an employee 28

 ix

EXECUTIVE SUMMARY

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of one’s relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in their
work, etc.

Positive attitude towards job are equivalent to employee satisfaction where as negative
attitude towards job has been defined variously from time to time. In short, job satisfaction is
a person’s attitude towards job.

The entire project talks about the level of Employee Satisfaction in NATIONAL
ALUIMINIUM COMPANY LIMITED. The study states the factors influencing employee
satisfaction, importance of employee satisfaction and the ways to improve the employee
satisfaction program.

The company is having integrated and diversified operations in mining, metal and power with
sales turnover of Rs. 9,376 crores in financial year 2017-18. NALCO has already achieved a
profit of Rs. 1342 crores in financial year 2017-18 and is likely to achieve Rs. 1600 crores in
2018-19.
 CHAPTER 1
INTRODUCTION
 1

1.1 IDENTIFICATION OF THE PROBLEM

 It is said that satisfied employee is a productive employee, any kind of grievance

relating to organisational or personal to a greater extent influence on the job.
 So every organisation is giving higher priority to keep their employees with
satisfaction by providing several facilities which improves satisfaction and which
reduces dissatisfaction.
 Employee satisfaction is considered as a key issue by the entrepreneur where efforts
are taken and programs are initiated.
 If an employee is not satisfied with the job there are chances for absenteeism job
turnover, lower productivity, committing of mistakes, diverting energy for different
types of conflict keeping this thing in view all organisation are trying to identify the
areas where satisfaction to be improved to get out of the above dangers.
 In this connection a survey was conducted in NALCO to identify the level of
satisfaction of the employees.

1.2 OBJECTIVES OF THE STUDY

 To find Employees satisfaction level of the organization.
 To identify the factors that motivates the employees.
 To make the management feel the employees are satisfied about the work and
working conditions.
 To know awareness about the concept of “Employee Satisfaction”.
 To know employees welfare strategies in “NALCO”.

1.3 SCOPE AND LIMITATIONS OF THE STUDY

1.3.1 SCOPE OF THE STUDY

The study employee satisfaction measure provided by NALCO has thrown light to the
satisfaction measures of employees who work in the organization. This study will help top
management to improve their labor satisfaction measure in favorable for employees of
NALCO. The study covers the whole organizations taken in to consideration and the survey
is conducted among the workers through the Questionnaire.
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1.3.2 LIMITATIONS OF THE STUDY

1. The investigation access to the staff was limited due to the general system information
received from the respondents may not be accurate.
2. So the received information will not give a true and fair view of the actual position.
3. Due to time limit sample size is limited to only 15 which may affect the accuracy of
study.
CHAPTER 2
REVIEW OF
LITERATURE
 Page |3

2.1 BACKGROUND OF THE STUDY

Introduction

Employee satisfaction is a measure of workers contentedness with their job, whether or not
they like the job or individual aspect or facets of jobs, such as nature of work or supervision.
Employee satisfaction can be measured in cognitive, affective, and behavioral components.
Researchers have also noted that employee satisfaction measures vary in the extent to which
they measure feelings about the job or cognitions about the job.

Employee satisfaction is typically measured using an employee satisfaction survey. These

surveys address topics such as compensation, workload, perceptions of management,
flexibility, teamwork, resources, etc. These things are all important to companies who want
to keep their employees happy and reduce turnover, but employee satisfaction is only a part
of the overall solution. In fact, for some organizations, satisfied employees are people the
organization might be better off without.

Importance of Employee Satisfaction

1. Employee satisfaction is of utmost importance for employees to remain happy and

also deliver their level best. Satisfied employees are the ones who are extremely loyal
towards their organization and stick to it even in the worst situation: They do not
work out of any compulsion but because they dream of taking dream of taking their
organization to a new level. Employees need to be passionate towards their work and
passion comes only when employees are satisfied with their job and organization on
the whole. Employee satisfaction leads to a positive ambience at the workplace.

2. Individuals hardly think of leaving their current jobs: Employee satisfaction in a way
is essential for employee retention. Organizations need to retain deserving and
talented employees for long term growth and guaranteed success. Agreed you can
hire new individuals but no one can deny the importance of experienced
professionals. It is essential for organizations to have experienced people around who
can guide freshers or individuals who have just joined.
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3. Employee satisfaction is essential to ensure higher revenues for the organization: No

amount of trainings or motivation would help, unless and until individuals develop a
feeling of attachment and loyalty towards their organization. Employee waste half of
their time fighting with their counter parts or sorting out issues with them. Employees
who are satisfied with their jobs seldom have the time to indulge in nasty office
politics. They tend to ignore things and do not even have the time to fight or crib with
others.

4. Satisfied employees tend to adjust more and handle pressure with ease as compared to
frustrated ones: Employee who are not satisfied with their jobs would find a problem
in every small thing and be too rigid. They find it extremely difficult to compromise
or cope up with the changing times. On the other hand, employees who are happy
with their jobs willing participate in training programs and are eager to learn new
technologies, software which would eventually help them in their professional career.
Satisfied employees accept challenges with a big smile and deliver even in the worst
of circumstances.

Factor influencing Employee Satisfaction

1. The brand name of the organisation is of utmost importance to the employees and it is
considered when employee satisfaction is considered.
2. The aim and objectives of the organisation where an employee works are likely to
affect employee satisfaction.
3. Salary and wages is one of the most important factors behind employee satisfaction.
The salary should always be in accordance to the position of the employee in the
company.
4. Rewards and penalties are other important things that affect level of satisfaction of an
employee in his job.
5. The kind of treatment given by the supervisor to the employee largely determines his
satisfaction level. It is always desired to treat employees in a good manner.
6. Working methods of the organisation determines the satisfactory level of an
employee. It is true that every organisation has its own working methods but some
freedom should also be given to the employees.
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7. It is essential to check that the personality of the employee matches the type of job
being allotted to him.
8. Expectations of the employee should also be in accordance to the level of organisation
in which he or she is working.

The ways to improve Employee Satisfaction

Clear, Concise and Consistent Communication

In many organizations, employee doesn’t know what is mission, vision, objects. Building a
corporate culture that requires employees to be an integral part of the organization can be an
effective way of getting the most from the talents or competencies brought to the organization
by each employee. We should keep employees informed on the company’s position, progress
made, issues/challenges, and how they directly contribute to the success of the business.

Getting to Know Your Employee and Create a Team

It can be done by the hiring right employee for the right job and clearly defined and
communicated employee expectations. Every organization should spend time to instill trust
and accountability, lying out clear.

Training and Other Improvement Programs

Provide necessary education, training and coaching that increases employees skills and shows
the employee that you are interested in their success and readiness for new responsibility.

Empower Employees Across the Company

Set up appropriate levels of new responsibility across the company. Push appropriate
decision making and allow people close to the issue to make the call. Make sure your
employee knows that you trust them to do their job to the best of their ability.

Fair Compensation and Benefits

Policies of compensation and benefits are important part of organization. But you should
build your policies at “suitability” not “the best”.
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Opportunity for Promotion and Career Development

Develop programs to promote all titles in the organization and build programs for career
development of each title. Organization should give opportunity to every employee for using
their abilities, skills and creativeness.

Monitor Performance and Reward for Contribution

People naturally keep score. Use this to as advantage by monitoring positive contribution
and behavior, rewarding as appropriate. Motivate others to reach new performance levels by
knowing how they measure up to expectation. We should build the proper evaluation and fair
and encourage employees perform work.

Provide Regular, Honest Feedback

Don’t wait for a crisis situation to give feedback. Instead, give regular constructive input into
the employee’s performance across a wide variety of issues, build loyalty, challenges to new
levels of performance and keep it real.

Build Corporate Culture

We should focus on making proper communication channel, good and supportive relationship
with co-workers and with supervisors. Employee satisfaction can be increased by
demonstrating respect for everyone in the organization or company.

Provide Best Equipment and Safe Working Conditions

Invest in employees by making sure their tools and equipments don’t keep them being
successful. Give them the very best tools to deliver the very best performance to the
company, customers and the market place. Companies should build occupational health and
safety program.
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(Singh & Pestonjee, 1990) hypothesized that Employee Satisfaction is influenced by the
levels of Occupation, Employee Involvement and Participation. The sample for the study
consisted of 250 officers and 250 clerical cadres belonging to a Nationalized bank in Western
India. The study confirmed the hypothesis and it was found that Employee Satisfaction of the
Bank employees was positively affected by the Occupation level, Employee involvement and
participation.

(Dhar & Jain, 1992) carried out an investigation amongst academicians. The investigation
explored the nature of relationship between Employee Satisfaction, Employee Involvement,
Age and Length of service. An important finding of the study was that Employee
Involvement and Employee Satisfaction are positive correlates which imply that involvement
in Employee increases Employee and vice-versa.

(Preston, 1998) conducted a study on Perceptions of discriminatory Practices and attitudes in

the workplace and how they influenced Employee Satisfaction. The study focused on
relationship with supervisors, patrons, co-workers and management. She concluded that
racism by itself is not a significant and recognizable determinant of Employee Satisfaction or
dissatisfaction.

(Pors, Niels Ole; Johannsen, Carl Gustav;, 2002) focused on Employee Satisfaction among
library directors in the context of problems of recruiting the right kind of staff and the need to
create attractive workplaces. Employee Satisfaction was a central topic for motivational
theories. Some of the most major of these theories were evaluated in relation to the findings
of a survey of Danish Library Directors. The analysis correlates Employee Satisfaction with a
number of both extrinsic and intrinsic factors and finds major differences between these
factors and level of Employee Satisfaction among the library directors.

(Chodhury, 2010) examined the relationship between organizational climate and Employee
Satisfaction in academic libraries in Delhi. 228 questionnaires were collected from
professional, technical and administration people from different libraries. The finding of this
study is that Employee Satisfaction is highly correlated with organization climate.
 Page |8

(Peng, 2012) examined the relationship between employee satisfaction and employee
performance at facet level for the University librarians in Taiwan based on a structural
equation modeling. Results indicated that employee satisfaction is positively related to
employee performance. Findings indicated that job autonomy moderates the above
relationship.
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2.2 COMPANY PROFILE

NATIONAL ALUMINIUM COMPANY LIMITED

(National Alulminium Company Limited) is one of the largest integrated Alumina -

Aluminum complex in Asia. It has also been among the top net foreign exchange earning
company issue 2013-14. It is the Navratna CPSE under ministry of mines. NALCO is
considered to be turning point in the history of Indian aluminum industry.
In a major leap year forward NALCO has not only addressed the need for self sufficiency in
aluminum but also given the country a technology edge in producing this strategic metal as
per world standards.
It was incorporated in 1981 to utilize a part of the large bauxite discovered in the east coast,
with technological collaboration with Aluminum Pechiney of France. It has a paid up share
capital of Rs 966.46crores with government of India holding of 65.36%. It was established
on 1987, then after the company has continuously earned profits from the last 31 years. It has
provided the country a technological edge in producing this strategic metal as per world
standards.
ISO 9001: 2000, ISO14001, OHSAS 18001 and SA 8000 certification and product registered
at London Metal Exchange. Nalco’s Captive Power Plant, Alumina Refinery and Aluminum
Smelter have been certified to Energy Management System Standard to ISO 50001: 2011.
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VISION
To be a premier and integrated company in the Aluminum value chain with strategic presence
in mining both domestic & global & metal & energy sectors.

MISSION
 To achieve sustainable growth in sustainable growth in business through diversification,
innovation and global competitive edge.
 To continuously develop human resources, create safe working conditions, improve
productivity and quality, and reduce cost and waste.
 To satisfy the customers and shareholders, employee, and all other stakeholders.
 To be a good corporate citizen, protecting and enhancing the environment as well as
discharging social responsibility in order to ensure sustainable growth.
 To intensify R & D for technology up-gradation. The company firmly believes that its
ultimate reward is happiness in the human heart.

OBJECTIVES OF NALCO
 To maximize capacity utilization.
 To optimize operational efficiency and productivity.
 To maintain highest international standards of excellence in product quality, cost efficiency
and customer service.
 To provide a steady growth in business by technology up gradation expansion and
diversification.
 To have global presence and earn foreign exchange.
 To maintain leadership in domestic market.
 To instill financial discipline at all levels for achieving cost and budgetary controls,
optimize utilization of working capital and effective cash flow management.
 To maximize return on investment.
 To develop a strong R&D base and increase business development activities.
 To promote a result oriented Organizational ethos and work culture that empowers
employees and helps realization of individual and Organizational goals.
 To participate in peripheral development of the area. 6(Hand Book on NALCO, 2004)
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PHILOSOPHY IN NALCO

The philosophy of NALCO in the field of human resources and management has been:
To attract competent personnel with growth potential and develop their skills and capabilities
in a congenial work and social environment through opportunities for training, recognition
career advancement and other incentives.
To develop and nurture favorable attitude among employees and to obtain their best
contribution to the organization by providing stable employment, safe working conditions,
job satisfaction, quick redress of grievances and through good pay and welfare amenities,
commensurate with the company’s capacity to spend and the governments guidelines.
To foster fellowship and sense of belongingness among all sections of employees through
closer association of employees with the management and by encouraging healthy trade
union practices.
 CHAPTER 3
METHODOLOGY
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3.1 SAMPLE DESIGN

To carry out the Project, the methodology being used is precisely presented-

 Type of Research: Descriptive Research Design

 Sampling Technique: Non-Random Sampling such as Purposive.
 Sample Size: The relevant data pertaining to my project was mostly collected from
primary sources and also from secondary data. A sample size of 15 individuals was
considered for the study.
 Sample Description: The sample consists of 15 respondents i.e. both executive and non
executive of concerned department.

3.2 DATA COLLECTION METHOD

Primary sources: Data was collected by direct interview of the senior executives and
distributing the questionnaire among to all the employees of HR Department, NALCO,
corporate office, Bhubaneswar.

 Secondary sources-: Data pertaining to the concepts, facts, provisions, information, and
figures relating to the company were collected from the Internet, books, materials journals
and other materials of NALCO.
 The Questionnaire consisted of 16 questions and all are multiple choice questions
 CHAPTER 4
ANALYSIS
AND
INTERPRETATION
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TABLE 4.1- No of years of employment

OPTIONS LESS 0-2 YEARS 2-4 YEARS MORE TOTAL

THAN 1 THAN 4
YEAR YEARS
RESPONDENTS 0 0 04 11 15
PERCENTAGE 0 0 26.66 73.33 100

Source: Author’s Calculation

FIG 4.1- No of years of employment

0% 0%

27%

Less than 1 year

0-2 years
2-4 years
More than 4 years

73%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 26.66% employees are working in the company from 2 to 4 years, 73.33%
employees are working for more than 4 years and none of the employees are working in the
company for less than 1 year or from 0 to 2 years.
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TABLE 4.2- Working environment at NALCO

OPTIONS PARTICIPATIVE AUTONOMY WHIMSICAL RED TOTAL

TAPISM

RESPONDENTS 10 03 02 0 15
PERCENTAGE 66.66 20 13.33 0 100

Source: Author’s Calculation

FIG 4.2- Working environment at NALCO

0%
13%

20%
PARTICIPATIVE
AUTONOMY
67% WHIMSICAL
RED TAPISM

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 66.66% respondents believes that the working environment at NALCO is
participative, 20% believes it is autonomy and the rest 13.33% believes that the environment
is whimsical and none of them believes it is red tapism.
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TABLE 4.3- Qualification and Skills

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 13 01 01 15

PERCENTAGE 86.66 6.66 6.66 100

Source: Author’s Calculation

FIG 4.3- Qualification and Skills

7%
6%

YES
NO
NEUTRAL
87%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 86.66% employees agree that their work is according their qualifications and
skills, 6.66% employees disagree with it and the rest 6.66% have a neutral response about it.
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TABLE 4.4- Satisfaction with the top management

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 12 0 03 15

PERCENTAGE 80 0 20 100

Source: Author’s Calculation

FIG 4.4- Satisfaction with the top management

20%

0%

YES
NO
NEUTRAL
80%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 80% respondents are satisfied with the top management and the 20%
respondents have a neutral response about it.
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TABLE 4.5- Satisfaction with the working hours

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 13 0 02 15

PERCENTAGE 86.66 0 13.33 100

Source: Author’s Calculation

FIG 4.5- Satisfaction with the working hours

0% 13%

YES
NO
NEUTRAL
87%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 86.66% employees are satisfied with the working hours at NALCO and the
rest 13.33% employee have a neutral response.
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TABLE 4.6- Necessity of performing duties effectively

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 13 0 02 15

PERCENTAGE 86.66 13.33 100

Source: Author’s Calculation

FIG 4.6- Necessity of performing duties effectively

0% 13%

YES
NO
NEUTRAL
87%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 86.66% employees agreed that they have necessary authority to perform
their effectively and the rest 13.33% have a neutral response about it.
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TABLE 4.7- Arrangements of counseling programs by NALCO

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 11 01 03 15

PERCENTAGE 73.33 6.66 20 100

Source: Author’s Calculation

FIG 4.7- Arrangements of counseling programs by NALCO

20%

7%
YES
NO
73% NEUTRAL

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 73.33% respondents have accepted that NALCO organizes different
counseling programs for their employees, 6.66% respondents do not accept it and 20%
respondents have a neutral response about it.
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TABLE 4.8- Sharing of experiences between co-workers

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 10 02 03 15

PERCENTAGE 66.66 13.33 20 100

Source: Author’s Calculation

FIG 4.8- Sharing of experiences between co-workers

20%

13%
YES

67% NO
NEUTRAL

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 66.66% respondents have accepted that the employees share their
experiences to help each other, 13.33% respondents do not accept it and 20% of them have a
neutral response about it.
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TABLE 4.9- Good career prospect in NALCO

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 13 01 01 15

PERCENTAGE 86.66 6.66 6.66 100

Source: Author’s Calculation

FIG 4.9- Good career prospect in NALCO

7%
6%

YES
NO
NEUTRAL
87%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 86.66% respondents believes that there are good career prospect in NALCO,
6.66% respondents do not think that there is any good career prospect in NALCO and the rest
6.66% have neutral response to it.
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TABLE 4.10- Involvement of top management in decision making

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 10 0 05 15

PERCENTAGE 66.66 0 33.33 100

Source: Author’s Calculation

FIG 4.10- Involvement of top management in decision making

33%

YES
NO
67%
NEUTRAL

0%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 66.66% respondents accept that the management involves employees in the
management decision while 33.33% respondents have neutral response about it.
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TABLE 4.11- Medical facilities provided by NALCO

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 13 0 02 15

PERCENTAGE 86.66 0 13.33 100

Source: Author’s Calculation

FIG 4.11- Medical facilities provided by NALCO

0% 13%

YES
NO
NEUTRAL
87%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 86.66% employees accept that NALCO provides medical facilities for them
while 13.33% of them have a neutral response about it.
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TABLE 4.12- Satisfaction with welfare facilities

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 14 0 01 15

PERCENTAGE 93.33 0 6.66 100

Source: Author’s Calculation

FIG 4.12- Satisfaction with welfare facilities

0%
7%

YES
NO
NEUTRAL
93%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 93.33% employees are satisfied with the welfare facilities provided to the
employee by NALCO and the rest 6.66% employees have a neutral response about it.
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TABLE 4.13- Recognition of employee’s work

OPTIONS STRONGLY AGREE NEUTRAL DISAGREE TOTAL

AGREE
RESPONDENTS 03 10 02 0 15
PERCENTAGE 20 66.66 13.33 0 100

Source: Author’s Calculation

FIG 4.13- Recognition of employee’s work

0%
13% 20%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
67%

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 66.66% respondents agree that NALCO recognizes and acknowledge the
work done by the employees, 20% strongly agree with it and the rest 13.33% have a neutral
response about it.
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TABLE 4.14- Satisfactory salary according to work

OPTIONS YES NO NEUTRAL TOTAL

RESPONDENTS 08 04 03 15

PERCENTAGE 53.33 26.66 20 100

Source: Author’s Calculation

FIG 4.14- Satisfactory salary according to work

20%

53% YES

27% NO
NEUTRAL

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 53.33% respondents accept that NALCO provide satisfactory salary
according to their work, 26.66% do not accept it and the rest 20% have a neutral response
about it.
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TABLE 4.15- Factors which motivate employees

OPTIONS SALARY PROMOTION LEAVE RECOGNITION TOTAL

INCREASE
RESPONDENTS 09 02 0 04 15
PERCENTAGE 60 13.33 0 26.66 100

Source: Author’s Calculation

FIG 4.15- Factors which motivate employees

0% 2%

18%

SALARY INCREASE
PROMOTION
LEAVE
80% RECOGNITION

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 60% employees believe that a SALARY INCREASE can motivate them the
most, 26.66% believes RECOGNITION can motivate them and the rest 13.33% believes it is
PROMOTION.
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TABLE 4.16- Overall satisfaction as an employee

OPTIONS HIGHLY SATISFIED AVERAGE DISSATISFIED HIGHLY TOT

SATISFIED DISATISIFIED AL
RESPONDEN 05 06 04 0 0 15
TS
PERCENTAG 33.33 40 26.66 0 0 100
E

Source: Author’s Calculation

FIG 4.16- Overall satisfaction as an employee

0%
0%

27%
33%
HIGHLY SATISFIED
SATISFIED
AVERAGE
DISSATISFIED
40% HIGHLY DISSATISFIED

Source: Author’s Compilation

INTERPRETATION

In this pie chart, 40% employees are satisfied with them as an employee of NALCO, 33.33%
are highly satisfied and the rest 20% have an average satisfaction.
 CHAPTER 5
DISCUSSION &
CONCLUSION
 | P a g e 29

5.1 DISCUSSION

Some of the findings of the project are:-

 The employees in the organization are satisfied with their jobs and the organization is
taking effective care and providing various facilities to the employees.
 We have found that the majority of the employees are satisfied with welfare facilities
provided by the NALCO.
 It has been found that the majority of the employees agrees with that the organisation
recognises and acknowledge their work and there are few who have neutral response
to it.
 The majority of the employees agree to have a great working relationship with the co-
workers.
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5.2 CONCLUSION

The present study is an earnest attempt to determine employee’s satisfaction in NALCO. It is

indeed necessary for any organization to understand the need of their employees and fulfill
them before they leave the organization. If nothing is done by the organization then there are
chances to lose talented employees from any organization to its competitors. Hence, it is
necessary for any organization to ensure employees satisfaction.

From the study, it was identified that the most of the employees are satisfied with the job.
Majority of the employees are satisfied with the salary structure, promotional programs,
working conditions, allowances provided by the organization. They are also satisfied with
the employer-employee relationship and communication channel in the organization. But
still 40% of the employees do not get opportunity in decision making. Human resource is an
asset, so they should be taken proper care and it would boost up their moral for working and
they will contribute more for the organization.
BIBLIOGRAPHY
 | P a g e 30

JOURNALS
Chodhury, R. (2010). Organisation Climate & Employee Satisfaction.

Dhar, U., & Jain, R. (1992). Job Involvment, Job Satisfaction and some demographic
correlates: A study of academicians. Indian Joural of Psychology , 5-10.

Peng. (2012). Job Perforamance in University Libarians .

Pestonjee, M. S. (1990).

Pors, Niels Ole; Johannsen, Carl Gustav;. (2002). Job Satisfaction and Motivation Strategies
amon Library Directors. MCB UP Ltd .

Preston, C. (1998). Perceptions of Discriminatory Practices and Attitudes: A Survey of

African American Librarians.

Singh, M., & Pestonjee. (1990). Job Involvement and Participation.

WEBSITES

Google. (1998, September 4). Human Resource Management. Retrieved from

www.google.com.

NATIONAL ALUMINIUM COMPANY LIMITED. (1981). About Us. Retrieved from

NALCO: https://www.nalcoinida.coms
ANNEXURE
 P a g e | 31

ANNEXURE

QUESTIONNAIRE FOR SUMMER INTERNSHIP PROJECT

OBJECTIVE:

I am Akankhy Anirya conducting “Employee Satisfaction” in National Aluminium Company

Limited, Bhubaneswar as a part of my course curriculum of BBA in DAV School of Business
Management.

The questionnaire has been designed to collect data from the employees of NALCO,
Bhubaneswar and your valued response/opinion would help us understand the details about
the job satisfaction of the employees of this company. This will also be beneficial for the
company as they can analyze the problem and take corrective measures.

This information being collected is purely for research and academic purpose and shall
be kept confidential for all purposes.

QUESTIONNAIRE

NAME:

DESIGNATION:

1. Since how many years have you been working with NALCO?
o Less than 1 year
o 0-2 years
o 2-4 years
o More than 4 years
2. How is the working environment at NALCO?
o Participative
o Autonomy
o Whimsical
o Red Tapism
3. Do think your work is according to your qualification and skills?
o Yes
 P a g e | 32

o No
o Neutral
4. Are you satisfied with the top management?
o Yes
o No
o Neutral
5. Are you satisfied with the working hours at NALCO?
o Yes
o No
o Neutral
6. Do you have necessary authority to perform your duties effectively?
o Yes
o No
o Neutral
7. Does NALCO organize any counselling programs for the employees?
o Yes
o No
o Neutral
8. Does the employee share experience to help each other?
o Yes
o No
o Neutral
9. Do you think there are good career prospect in NALCO?
o Yes
o No
o Neutral

10. Does the top management involve employees in the management decision?
o Yes
o No
o Neutral
11. Does NALCO provide medical facility for employees?
o Yes
o No
 P a g e | 33

o Neutral
12. Are you satisfied with the welfare facilities provided to the employees by NALCO?
o Yes
o No
o Neutral
13. Does NALCO recognize & acknowledge your work?
o Strongly agree
o Agree
o Neutral
o Disagree
14. Does NALCO provide satisfactory salary according to your work?
o Yes
o No
o Neutral
15. Which of the following factor motivates you the most?
o Salary increase
o Promotion
o Leave
o Recognition
16. Your overall satisfaction as an employee of NALCO?
o Highly satisfied
o Satisfied
o Average
o Dissatisfied
o Highly dissatisfied