TRAINING REPORT

ON
(EMPLOYESS ABSENTISM INDEX OF SJVN Ltd.)

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

THE DEGREE OF
MASTERS OF BUSINESS ADMINSTRATION
SESSION(2015-2017)

SATLUJ JAL VIDYUT NIGAM LIMITED

SUBMITTED BY:

AKSHI CHAUHAN

MBA -SEM. 4th

ROLL NO. - 3476

 ACKNOWLEDGEMENT

This dissertation would not have been possible without the guidance and the help of several
individuals who in one way or another contributed and extended their valuable assistance in the
preparation and completion of this study.

I would like to express my gratitude to H.P University for including internship program which
has provided an opportunity to gain practical working experience in the organization.

My sincere gratitude to Mr. ANURAG BHARDWAJ HR MANAGER for giving me a chance to

do my internship in the HR Department in this organization, SJVN LTD.

I am very glad to work with the organization as a trainee. I am grateful to HR DEPARTMENT

OF SJVN LTD. for helping me to get the information and an invaluable experience.

I would also like to extend special thanks to the entire staff for their full co-operation, guidance
and support during my internship. The final tribute and great appreciation is for my respondents
who spared their precious time to help me out. Last but not the least the credit for making me
able to learn goes to my family, my parents who always helped me and supported me.

Working on this project has proved to be an enlightening experience for me.

SELF DECLARATION
I, Akshi chauhan, student of Central University of Himachal Pradesh, hereby declare that project
report on “Employee Absentism’’ conducted at “SJVN Ltd” is the record of original work
carried out by me under the supervision of Mr . Anurag Bhardwaj and the information
provided in the study is authentic to the best of my knowledge. It’s been submitted in partial
fulfilment of the requirements for the award of the degree of Master of Business Administration.

ABSTRACT
The project work entitled “EMPLOYEE ABSEMTISM INDEX” with special reference to
SJVN LTD. the various factors that are concerned towards the policies of the employees.

The project is aimed to cover maximum knowledge of the HR Policies followed in the
organization and how the policies implement in the organization and what primary factors are
considered, how data is maintained and finally the evaluation done. Here the HR policies of the
company have been explained to understand how the company follows these practices and the
performance appraisal adopted. The practical knowledge has been gained mainly by observing
all the activities taking place in the H.R. Department. This is a brief study done to have
understanding of the subject H.R. how it is practically implemented, why it is necessary, its
implementation, benefits and principals.

TABLE OF CONTENT
Training Certificate

Acknowledgements

Abstract

1. Introduction

1.1 Background and context

1.2 Scope and objectives

2. Profile of organization

4. Research methodology

4.1 First Section

4.1.1 First subsection

4.1.2 Second subsection

4.2 Second section

5. Data analysis

6. Conclusion

6.2 Suggestions and recommendations

6.3 Bibliography

INTRODUCTION
 BACKGROUND OF STUDY:

SJVN has immense faith in the capabilities of its human resource and is committed to fostering
a culture of openness, honesty and integrity. Human Resource Management function has
undergone a significant change in recent years. SJVN attaches tremendous important the
management and development of its people. There is increasing recognition that the individual
in an organization is a key resource and should not be simply looked upon as a cost. SJVN has
now moved to a strategic human resource management system, which looks as an individual as
a vital resource to be valued, motivated, development and enable to achieve the vision, mission
and objective of the corporation.

SJVN’s efforts towards its employees and society at large have been duly recognized and it has
been conferred with many awards like ‘Most Caring Company Award’ ‘Vishwakarma Award
for CSR’, ‘Vishwakarma Award for Health, Safety and environment’, ‘Gold Shield for
meritorious performance by Ministry of power’, ‘Subir Raha CSR Award 2012’ in addition to
individual awards like ‘IPE HR Leadership Award’, ‘Indian Human Capital Award’, etc.
Organizations do not exist in vacuum. We understand that it is only through effective people
management that success is achieved. If managed properly, people will maximize performance
and ultimately give an impetus to the organization’s long term success.

OBJECTIVE AND SCOPE:

Objective:
 Operating and maintaining power stations with maximum performance efficiency.
 Establishing and following sound business, financial and regulatory policies.
 Taking up of other hydropower projects.
 Completion of the new projects allocated to SJVN an efficient and cost effective manner.
 Use of the project management practice for the project implementation by applying latest
universally accepted Project Management Techniques, and by enabling its Engineering, to
become certified Project Managers through further trainings.
 Dissemination of available in – house technical and managerial expertise to other utilities /
projects.
 Creating work culture and work environment conducive to the growth and development of both
the organization and the individuals through introduction of participative management
philosophy.
 Fulfilling social commitments to the society. Achieving constructive corporation and building
personal relations with stakeholders, peers, and other related organization.
 Striving clean and green project environment with minimal ecological and social disturbances.
To strive for acquiring Navaratna Status.

PROFILE OF ORGANISATION
SJVN Limited, a Mini Ratna: Category-I and Schedule –‘A’ CPSE under administrative control
of Ministry of Power, Govt. of India, was incorporated on May 24, 1988 as a joint venture of the
Government of India (GOI) and the Government of Himachal Pradesh (GOHP). SJVN is now a
listed Company having shareholders pattern of 64.46% with Govt. of India, 25.51% with Govt.
of Himachal Pradesh and rest of 10.03% with Public. The present paid up capital and authorized
capitals of SJVN are Rs. 4,136.63 Crore and Rs. 7,000 Crore respectively. The present Net
Worth is Rs.10, 203.04 Crore.

Beginning with a single Project and single State operation (i.e. India’s largest 1500 MW Nathpa
Jhakri Hydro Power Station in Himachal Pradesh) the Company has commissioned two projects
namely 412 MW Rampur Hydro Power Station in Himachal Pradesh and 47.6 MW Khirvire
Wind Power Project in Maharashtra. SJVN is presently implementing Power Projects in
Himachal Pradesh, Uttarakhand, Bihar, Gujarat, Rajasthan and Arunachal Pradesh in India
besides neighboring countries viz. Nepal and Bhutan.

SJVN – A Mini Ratna Company

SJVN Limited was conferred with the prestigious "Mini Ratna: Category-I" status by the
Government of India in the year 2008.
SJVN – Schedule 'A' Company
Meeting the criteria laid down by the Department of Public Enterprises, SJVN on qualifying
both qualitative and quantitative parameters was upgraded as Schedule 'A' PSU in 2008.

1500 MW Nathpa Jhakri Hydro Station (NJHP)

The Nathpa Jhakri Hydroelectric Station of 1500 MW capacity is the country’s largest
hydropower plant.

The run of the river project is located on River Sutlej, a major tributary on the Indus basin, in
Shimla district of Himachal Pradesh in North India.
The Nathpa Jhakri plant is designed to generate 6950.88 (6612) million units of electricity each
year but quality management at the plant has enabled generation to exceed yearly targets.
A Memorandum of Understanding for execution of the Nathpa-Jhakri project was signed
between Government of India and Government of Himachal Pradesh in July, 1991.
The Nathpa Jhakri Hydroelectric project has been financed on a 50:50 debt equity ratio basis.
The project had the backing of World Bank. The project was completed at a cost of Rs 8187
Crore.
The Nathpa Jhakri project was commissioned in May, 2004 and officially dedicated to the
nation by Prime Minister Manmohan Singh on May 28, 2005.
Power allocation from Natpha Jhakri hydroelectric plant to the North Indian states of Haryana,
Himachal Pradesh, Punjab, Jammu & Kashmir, Rajasthan, Uttar Pradesh, Uttarakhand and the
cities of Delhi and Chandigarh has enabled the grid to overcome power shortages in the region.

412 MW Rampur Hydro Power Station (RHEP)

Rampur Hydro Power Station of 412 MW installed capacity is located on River Satluj, a major
tributary of Indus basin, in Shimla and Kullu district of Himachal Pradesh in North India.
The plant is designed in tandem with run of the river plant Nathpa Jhakri (1500 MW).
A Memorandum of Understanding for execution of Rampur Project was signed between
Government of India and Government of Himachal Pradesh on October, 2004.
Major works project began in February 2007, after completion of HRT, Surge Shaft, Valve
House. Power House, TRT and other associated works, water filling of water Conductor System
completed in March, 2014 successfully without any leakage.
The Project has been financed on a 70:30 debt equity ratio basis.
The Project had the backing of World Bank. Estimated cost of the project at March, 2006 price
level was Rs. 2047.06 corers. Revised Cost Estimates (RCE-I)/ Cost to completion submitted to
MOP on 24.04.2015 for approval.
Rampur HPS is designed to generate 1878 million units of electricity each year.
Power generated from Rampur HPS is distributed to Northern Regional states i.e. Himachal
Pradesh, Haryana, J&K, Punjab, Rajasthan, UP, Uttrakhand as per their percentage allocation by
ministry of Power.

47.6 MW Khrivire Wind Power (KWP)

Company has set up a 47.6 MW capacity Wind Power Project at Khrivire/ Kombhalne village
of Ahmedanagar district of state of Maharashra. The project comprises 56nos. Wind Energy
Generation (WEGs), each of capacity 0.85 mw. The Project started generation w.e.f. 20th
January-2014 with commissioning of first lot of 25 WEGs and attained full generation capacity
by commissioning the last 56th WEGs on 20th may, 2014.
THERMAL ENERGY: SJVN is also venturing into the field of thermal power generation with
capacity of 1320 MW(2x660MW) super critical plant in Bihar and MoU signed with Govt. of
Bihar during January 2013. To meet with the requirement of coal a coal block is allotted by GOI
in west Bengal.

SWOT ANALYSIS OF SJVN Ltd.

STRENGTHS:

SJVN has the following strengths:

• SJVN has gained wide experience and expertise in development of large hydro power projects
from concept to commissioning including operation & maintenance and management of silt
during project operation. 'State of art' hard coating facility has been installed at project site and
being operated in-house.

• SJVN has in house capability for complete design of hydro power projects, large value
contract award, its management and project management.

• SJVN has stable revenue stream through long term power purchase agreements with state
electricity boards and distribution licensees. The allocation of power from its power station is
made by the Ministry of Power, Government of India.

• SJVN has a competent and committed workforce. SJVN fully recognize that the contribution
of its employees is integral to the achievement of SJVN's ambitious plans and have thus adopted
an organizational philosophy which acknowledges and rewards their contributions.

• Historical financial performance and steady cash flows over the years make SJVN believe that
existing operation are capable of funding the equity contribution portion for our existing
pipeline of projects.

B. OPPORTUNITIES:

• India has an estimated hydro potential of about 1, 50,000 MW out of which only about
42783.42 MW (as on 31.03.2016) has been commissioned so far. The bulk of the unharnessed
potential is located in the hill states of Himachal, Uttarakhand, Arunachal Pradesh and Sikkim.

• SJVN is diversifying into alternate energy sources such as Wind & Solar Energy and Power
Transmission. SJVN is constantly striving to expand its base both in National and International
arena.

C. WEAKNESS:

• NJHPS and RHPS are cascade schemes and operating in tandem. Any difficulties faced in the
operation of NJHPS will have direct consequences on power generation of RHPS and shutdown
of NJHPS results into loss of total revenue.

• Stringent norms and cumbersome procedures for getting environment clearance, forest
clearance and clearance from National Board for Wild Life (where ever applicable) delays the
commencement of construction of projects.
• Increase in cost of land after introduction of new Land Acquisition Act are making hydro
power projects more cost intensive and thus higher tariff.

D. THREATS:

• In spite of extensive survey and investigations, the probability of geological surprises in

various components of hydroelectric projects in young Himalayan ranges pose great technical
challenge involving extremely cost intensive and time consuming measures.

• Most of the hydro-electric projects are located in the remote locations and are prone to natural
calamities such as cloud burst, land slide, road block etc. These natural calamities also
contribute to delays.

EMPLOYEE ABSENTEESIM

Concept of absenteeism
It refers to worker’s absence from his regular task when he is normally scheduled to work.

According to Webster’s dictionary:

“Absenteeism is the practice or habit of being an absentee and an absentee is one

who habitually stays away from work.”

According to Labour Bureau of Shimla:

“Absenteeism is defined as the total man shifts lost because of absence as percentage of total
number of man shifts scheduled.”

In other words, it signifies the absence of an employee from work when he is scheduled to be

at work. Any employee may stay away from work if he has taken leave to which he is entitled

or on ground of sickness or some accident or without any previous sanction of leave. Thus

absence may be authorized or unauthorized, willful or caused by circumstances beyond one’s

control. For any business owner or manager, to cure excessive absenteeism, it is essential to

find and then eliminate the causes of discontent among team members. If they find their

supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay

home and find them with things such as upset stomachs or splitting headaches. Any effective

absentee control program has to locate the causes of discontent and modify those causes or

eliminate them entirely. There are a few essential questions to consider at the outset if you

want to make a measurable improvement to your absenteeism figures.

Why is your present absenteeism policy ineffective?

Where and when is excessive absenteeism occurring?

What are the real causes for absences?

In various studies it has been revealed that the major reasons for absenteeism are low job

satisfaction, sub-standard working conditions and consistent negative and unfair treatment

received by first-line supervisors. Many human resources specialists have found that

repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant

workplaces are likely to lead workers to make up excuses for not coming to work. If your

team members perceive that your company is indifferent to their needs, they are less likely to

be motivated, or even to clock on at all. Without improvement in these areas, you can expect

your high rate of absenteeism to continue.

WHY TO STUDY ABOUT EMPLOYEE SATISFACTION?

The study of "employee satisfaction" helps the company to maintain standards & increase
productivity by motivating the employees. This study tells us how much the employees are
capable & their interest at work place? What are the things still to be satisfy to the employees.
Although "human resources" are the most important resources for any organization, so to study
on employee’s satisfaction helps to know the working conditions & what are the things that
affect them not to work properly? Always majority of done by the machines/equipments but
without any manual moments nothing can be done. So to study on employee satisfaction is
necessary the How’s and Why’s of Employee Satisfaction Mapping: An organization is all about
customer satisfaction. Companies understand this and focus all their energy on their service or
customer experience. However, many companies do this at the cost of employee experience.
What does this mean? Is customer satisfaction not the priority? It is! But it is important not to
lose sight of people who deliver the end product or service to the customers – the employees.
These are the people that need a proper support system. Employee satisfaction is paramount as
this is what will determine the success or failure of a company. When employees are satisfied
and happy about working in an organization, the customer is the first person to notice that.

With employees getting thin-skinned every day, it depends completely on the employer to
ensure they do not have their top talent drained away by the new competitor on the block. In the
current scenario, the decision of hopping by the employee is triggered by the minutes of issues,
such as being ticked off in a not too friendly tone or even an uneasy office environment. It
becomes important to be aware and understand the signals that are given out by the employees.
The management will do well to catch them before it is too late and the employee makes the
decision to quit. This understanding gives the employers an edge and gives them the time to take
corrective measures if necessary, in order to prevent talent loss. It could be that the employee is
not happy with the environment or is suffering from a relationship issue with a colleague or a
superior. These issues need to be handled before they get out of hand. How do employers
understand their employees? How do they know what employees want? How do they map their
satisfaction levels? There are several ways of mapping employee satisfaction. Surveys: This is a
traditional method that involves employees’ participation. Employers create surveys that have
questions on the different parameters related to the organization. They put forth questions in
such a way that every aspect of an organization is touched and the feedback is returned in the
form of an opinion given by each employee. This helps employers understand how employees
think and their satisfaction levels, and paves the path for problem solving. These surveys can
actually identify problem areas and help come up with solutions to solve the problems. They
reveal the employee attitude on the whole.

One-on-One Interviews: A non-conventional tool, this involves discussions with every

employee on a one-to-one basis every few months. Their thoughts are recorded and trouble
parameters identified and taken care of.

Exit Interviews: This comes into action after an employee submits his resignation papers. The
problem with exit interviews is that most employees, once they decide to leave, are not
forthright. In an attempt to keep good relations with the employer, they usually do not tell-all as
they ought to. Many of them in fact give personal reasons for leaving and make the employer
feel that all is well on the work front.

Employers who fail at HR and see high attrition rate are those that consider monetary
compensation as highly important. In spite of the fact that employees work for money,
emotional rewards go a long way at keeping the employer-employee relation strong and have a
larger impact on employee satisfaction. Tracing and improving this satisfaction level has to be
top priority for the HR department of an organization. Employee satisfaction mapping can be the
key to a better motivated and loyal workforce that leads to better organizational output in the
form of better products and services and results in overall improvement of an organization. If a
person is not satisfied by the job he is doing, he may switch over to some other more suitable
job. In today’s environment it becomes very important for organizations to retain their
employees. The reason may be personal or professional. These reasons should be understood by
the employer and should be taken care of. The organizations are becoming aware of these
reasons and adopting many strategies for employee retention. The basic needs other than routine
tasks are to be taken care of on priority before it becomes late by HR department.

Measurement of Absenteeism
For calculating the rate of absenteeism, we require the number of people scheduled to work
and number of people actually present. Absenteeism can be find out of absence rate method.
For Example:
a) Average number of employees in workforce: 100
b) Number of available workdays during period: 20
c) Total number of available workdays (a x b): 2,000
d) Total number of lost days due to absences during the period: 93
e) Absenteeism percent (d [divided by] c) x 100: 4.65%
Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent
has to be considered as very serious (across most industries 3 percent is considered
standard).

Features of Absenteeism
On the basis of various studies undertaken certain observations may be made:
a) The rate of absenteeism is lowest on payday; it increases considerably on the days
following the payment of wages and bonus. The level of absenteeism is comparatively high
immediately after payday. When worker either feel like having a good time or in some other
cases return home to their villages family and after a holiday, has also been found to be
higher than that on normal days.
b) Absenteeism is generally high workers below 25 years of age and those above 40. “The
younger employees are not regular and punctual” presumably because of the employment of
a large number of new comers among the younger age groups, while the older people are not
able to withstand the strenuous nature of the work.
c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so
because workers in the night shift experience great discomfort and uneasiness in the course
of their work than they do during day time.
d) Absenteeism in India is seasonal in character. It is the highest during March-April-May,
when land has to be prepared for monsoon, sowing and also in harvest season (Sept-Oct)
when the rate goes as high as 40%.
16
Causes of Absenteeism

The Royal Commission Labor observed that high absenteeism among Indian labor is due to
rural orientation and their frequent urge for rural exodus. According to Acharaya “In modern
industrial establishment the incidence of industrial fatigue, mal nutrition and bad working
conditions aggravate that feeling for change among industrial worker and some time impel
them to visit their village home frequently for rest and relaxation.”

The general causes of absenteeism may be summarized as below:-

Maladjustment with the factory In factory the worker finds caught within factory walls, he is
bewildered by heavy traffic, by strangers speaking different and subjected to strict discipline and
is ordered by complete strangers to do things which he cannot understand. As a result he is
under constant strain, which cause him serious distress and impairs his efficiency.
Social and religious ceremonies Social and religious ceremonies divert workers from work to
social activities. In large number
of cases incidence of absenteeism due to religious ceremonies is more than due to any other
reason.
Housing conditions Workers also experience housing difficulties. Around 95% of housing
occupied by industrial
workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in
work.
Industrial fatigue
Low wages compel a worker to seek some part time job to earn some side income. This often
result inconstant fatigue, which compels to remain absent for next day.
Unhealthy working condition Irritating and intolerable working conditions exist in a factory.
Heat, moisture, noise,
vibration, bad lighting, dust fumes and overcrowding all these affect the workers health
causing him to remain absent from work a long time
Absence of adequate welfare activities High rate absenteeism is also due to lack of adequate
welfare facilities. Welfare activities
include clean drinking water, canteen, room shelter, rest rooms, washing bathing facilities,
first aid appliances etc.
17
Alcoholism Some of the habitual drunkards spend whole of the salary during first week of each
month for
drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves
from their work.
Indebtness All those workers who undergo financial hardships usually borrow money lenders at
interest
rate which are very high, which often cumulates to more than 11 – 12 times their actual
salaries. To avoid the moneylenders they usually absent themselves from work because they
are unable to return the money in stipulated time.
Improper and unrealistic personnel policies Due to favoritism and nepotism which are in the
industry the workers generally become
frustrated. This also results in low efficiency, low productivity, unfavorable relationship
between employee and supervisor, which in turn leads to long period of absenteeism.
Inadequate leave facilities Negligence on part of the employer to provide leave facility compel
the worker to fall back on
ESI leave. Instead of going without pay the worker avail them of ESI facility.
Effects of Absenteeism
It is quite evident that absenteeism is a common feature of industrial labour in India. It hinders

industrial growth and its effect is twofold.

• LOSS TO WORKERS

Firstly due to the habit of being absenting frequently worker’s income is reduced to a large

extent. It is because there is a general principle of “no work – no pay”. Thus the time lost in

terms of absenteeism is a loss of income to workers

• LOSS TO EMPLOYERS

On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the

efficiency and discipline of industries consequently, industrial production is reduced. In order

to meet the emergency and strikes, an additional labour force is also maintain by the

industries. On certain occasions, those workers are employed who present themselves at

factory gates. During strikes they are adjusted in place of absent workers. Their adjustment

brings serious complications because such workers do not generally prove themselves up to

work. Higher absenteeism is an evil both for workers and the employers and ultimately it
adversely affects the production of industries.

18
Types of Absenteeism
There are two types of absenteeism:

Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control;

like sickness and injury. Innocent absenteeism is not culpable which means that it is

blameless. In a labour relations context this means that it cannot be remedied or treated by

disciplinary measures.

Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons

which are within their control. For instance, an employee who is on sick leave even when

he/she is not sick and it can be proved that the employee was not sick, is guilty of culpable

absenteeism.

Measures to Control Absenteeism

Following are the measures to control absenteeism:-

ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE

The selection of employees on the basis of command, linguistic and family consideration should
be avoided. The management should look for aptitude and ability in the prospective employees
and should not easily yield or pressure of personal likes and dislikes. Application blanks should
invariably be used for a preliminary selection and tools for interviews. The personal officer
should play more effective role as coordinator of information, provided that he has acquired job
knowledge in the function of selection. Employers should also take into account the fact that
selection should be for employee’s development, their reliance. They should as far as possible
rely on employment exchange.

PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION

In India, where the climate is warm and most of the work involves manual labour, it is essential
that the workers should be provided with proper and healthy working conditions. The facilities
of drinking water, canteens, lavatories, rest rooms, lighting and ventilation, need to be improved.
Where any one of these facilities is not available, it should be provided

19
and all these help in keeping the employee cheerful and increase productivity and the efficiency
of operations throughout the plant.

PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB SECURITY

TO WORKERS

The wages of an employee determine his as well as his family standard of living. This single
factor is important for him than other. The management should, therefore pay reasonable wages
and allowances, taking into account the capacity of the industry to pay.

MOTIVATORS WELFARE AND SOCIAL MEASURES

The management should consider the needs of workers and offer them adequate and cheap
housing facilities, free of subsidized food, free medical and transport facilities, free education
facilities for their children and other monetary benefits. As for social security is concern, the
provision of Provident Fund, SBI facilities, Gratuity and Pension, all those need to be improved.

IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES

Since a majority of the workers are illiterate or not highly educated bulletins and written notices
journals and booklets are not easily understood by them. Meetings and concealing are called for
written communication becomes meaningful only when workers can readied understood them,
too many notices should be avoided only the essential ones should be put on the boards, which
should be placed near the entrance inside the canteen and in areas which are frequently visited
by the workers so that they are aware of the policies of the company and any sort changes being
made.

LIBERAL GRANT OF LEAVE

The management’s strict attitude in granting leave and holidays even when the need for them is
genuine, tempts workers to go on E.S.I. leave for under this scheme, they can have 56 days
leaves in years on half pay. An effective way of dealing with absenteeism is to liberalize leave
rules.

SAFETY AND ACCIDENT PREVENTION

Safety at work can be maintained and accidents can be prevented if the management tries to
eliminate such personal factors as negligence, overconfidence, carelessness, vanity, etc and such
material factorizes unguarded machinery and explosives, defective equipment and hand tools.
Safe methods of operation should be taught. In addition consistent and timely safely

20
instruction, written instructions (manual) in the regional language of the area should be given to
the work force.

CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS

The supervisor should be recognizing that industrial work is a groups task and cannot be
properly done unless discipline is enforced and maintained. Cordial relations between the
supervisors and these workers are therefore essential for without them, discipline cannot be
increased. One of the consequences of unhealthy relations between supervisors and subordinates
is absenteeism.

DEVELOPMENT OF WORKERS BY TRAINING

The system of worker’s education should be so designed as to take into account their
educational needs as individuals for their personal evaluation, as operatives for their efficiency
and advancement, as citizens for happy integrated life in the community, as members of a trade
union for the protection of their interests. The educational programs according to their national
commission on labor should be to make a worker: - a) A responsible, committed and disciplines
operative. b) Aware of his rights and obligations. c) Lead a calm, clean and health life, based on
a firm ethical foundation. d) A responsible and alter citizen.

21
Chapter – 2
Research Methodology
Objectives of Research
22
Sample size
The sampling size was 50 respondents from production department of the company.

Sample area
For my study I selected production department of GMP Technical Solutions Pvt. Ltd.,
Barotiwala.

Method of data collection

Primary data collected was through sample survey from the selected areas. So for this purpose I
had used the most popular tool of primary data collection through direct communication with
respondents. The tools I used were questionnaires. Data is of two kinds -

Primary Data
The Primary data was collected using one of the most common tool of primary data collection
i.e. Questionnaire. The data collected through it is pure in nature. Other source of primary data
was direct communication with the respondents.

Questionnaire
In order to collect primary data a Questionnaire was prepared. It was designed in a manner so
that correct information can be gathered from respondents. Questionnaire consisted of close-
ended questions. The questionnaires distributed to the sampling size to gather information were
structured questionnaires. The questionnaires distributed contained scale marking options
regarding reasons which affects attendance of employees. The data was collected using random
sampling method.

Secondary Data
Secondary data are those data which have already been collected by someone else and which
have already been used as per required. In other words, data collected from a source that has
already been published in any form is called as secondary data. Various sources of secondary
data were:

• records maintained by personal department and time office

• Website of GMP Technical Solutions Pvt. Ltd.

23
Analysis and interpretation:
Once the data has been collected, it was analyzed very carefully. Data was analyzed with the
help of coding, tabulation and drawing charts and graphs.

Objectives of Research
One of the major problems is absenteeism in our industry. Absenteeism hinders planning,

production, efficiency and functioning of the organization. In fact high rates of absenteeism

affect an organization state of health and also supervisory and managerial effectiveness. This

project was undertaken for the following objectives

Primary Objectives

✓ To identify the causes of absenteeism of employees of GMP Technical Solutions Pvt. Ltd.

✓ To identify the rate of absenteeism of “worker”.

Secondary Objectives

✓ Evaluate employee’s awareness regarding impact of absenteeism on productivity of GMP

Technical Solutions Pvt. Ltd.

✓ Suggest suitable remedies to reduce absenteeism.

✓ Suggest organizational management of absenteeism

24
Chapter – 3
Review of Literature
25
1. Ernest B. Akyeampong (2007) has written a research paper Trends and seasonality in
absenteeism. In this paper the author focus on that at which time period the employees are more
absent. In this paper he said that illness-related absences are highly seasonal, reaching a peak
during the winter months (December to February) and a trough during the summer (June to
August). The high incidence in winter is likely related to the prevalence of communicable
diseases at that time, especially colds and influenza. The low incidence during the summer may
be partly because many employees take their vacation during these months. Because of survey
design, those who fall ill during vacation will likely report “vacation” rather than “sickness or
disability” as the main reason for being away from work. Compared with the annual average,
part-week absences are roughly 30% more prevalent in the winter months and almost 20% less
so during the summer months. Seasonality is much less evident in full-week absences.

2. Mariajosé Romero and Young-Sun Lee (2007) have written a research paper A National
Portrait of Chronic Absenteeism in the Early Grades. In this paper he focused on the following
points: (i) How widespread is the Problem of Early Absenteeism? (ii) Does Family Incomes
Impact Early Absenteeism? (iii) What is the Impact of Early Absenteeism on Academic
Achievement?

3. Morten Nordberg and Knut Røed (2003) have written a research paper Absenteeism, Health
Insurance, and Business Cycles. In this he wants to evaluate how the economic environment
affects worker absenteeism and he also isolate the causal effects of business cycle developments
on work-resumption prospects for ongoing absence spells, by conditioning on the state of the
business cycle at the moment of entry into sickness absence. The author finds that

• That business cycle improvements yield lower work-resumption rates for persons who are
absent, and higher relapse rates for persons who have already resumed work.

• That absence sometimes represents a health investment, in the sense that longer absence “now”
reduces the subsequent relapse propensity.

• That the work-resumption rate increases when sickness benefits are exhausted, but that work-
resumptions at this point tend to be short-lived.

4. Hone, (1968) emphasized on lack of commitment and felt that “absenteeism is related to new
values and norms which are developing among the work force as a result of technological
developments. Work and leisure are now cherished by the worker, and these he wants to enjoy
along with monetary benefits he gets for his services. Economic consideration, therefore,
decides whether one would like to be absent from work.”
5. Muchinsky, (1997) conducted study in the same field on the basis of literature review on

employee absenteeism and concluded employees’ withdrawal behavior apart from turnover.
Studies examining the psychometric properties of absence measures are reviewed, along with

26
the relationship between absenteeism and personal, attitudinal and organizational variables
chronic absentees into four categories such as; entrepreneurs, status seekers, family oriented and
sick and old.

6. Martocchio & Jimeno (2003) stated that” We propose a model of the personality types that
have a higher likelihood of using absenteeism to their benefit (i.e.to recharge and change
negative affect) and therefore have the absence be functional (i.e., positive affect and higher
productivity upon returning to the job) rather than dysfunctional (i.e., negative affect and person
is still unproductive or has less productivity than before the absence event). We conclude by
emphasizing the theoretical contributions that this model makes and by suggesting ways in
which the model could be tested.”

7. Ruchi Sinha(2010) in her study reveals that there only 4% employees remain away from

their work and that too due to personal reasons. There is very high level of job satisfaction
among the employees.

8. Nisam (2010) stated that stress among employees, health problems, loneliness at

workplace non-cooperation of colleagues causes absenteeism at workplace.

9. Jacobson (1989) has investigated a direct relationship between monetary incentives and

work floor attendance.

10. Wolter H.J. Hassink & Pierre Koning (2009) find statistically significant
differences in absence patterns across groups of workers with different eligibility statuses
depending on their attendance records and whether they had previously won. One finding is that
absenteeism rose among workers who, having won already, were ineligible for further
participation. Nevertheless, and although the reduction in firm-wide absence associated with the
lottery drifted from 2.4 percentage points to 1.1 percentage points after seven months, the
authors conclude that the lottery was of net benefit to the firm

.
27
 THEORIES OF EMPLOYEE SATISFACTION

The company's ability to fulfill the physical, emotional, and psychological needs of its
employees. Satisfying the employee's all needs, so that he can give 100% to the company.
Satisfaction refers to the level of fulfillment on one's needs, desires, and wants. It can be
experienced in various levels or degrees. Vital ingredients for any employee’s satisfaction are
physical, security, social and egoistic needs which satisfy individual’s psycho social.

1. Physical and Security need: This relates to satisfaction of bodily function like hunger, thirst,
shelter as well as to be secure in the employment.

2. Social Need: Since human beings are dependent on each other. There are some needs which
can be satisfied only when individual is recognized by other people.

3. Egoistic Need: This relates to man desire to mans desire to be dependant to do things of his
own end to sense of accomplishment.

To a considerable extent however physical needs are satisfied off the job. Social needs are
satisfied through personal contacts around the job where egoistic needs are chiefly satisfied
through the job.

MASLOW'S HIERARCHY OF NEEDS:

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his

1943 paper A Theory of Human Motivation. Maslow subsequently extended the idea to include
his observations of humans' innate curiosity. Maslow’s hierarchy of needs is most often
displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs,
while the more complex needs are located at the top of the pyramid. Needs at the bottom of the
pyramid are basic physical requirements including the need for food, water, sleep and warmth.
Once these lower-level needs have been met, people can move on to the next level of needs,
which are for safety and security. As people progress up the pyramid, needs become
increasingly psychological and social. Soon, the need for love, friendship and intimacy become
important. Further up the pyramid, the need for personal esteem and feelings of accomplishment
take priority. Like Carl Rogers, Maslow emphasized the importance of self-actualization, which
is a process of growing and developing as a person to achieve individual potential. Maslow
believed that these needs are similar to instincts and play a major role in motivating behavior.
Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs),
meaning that these needs arise due to deprivation. Satisfying these lower-level needs is
important in order to avoid unpleasant feelings or consequences. Maslow termed the highest-
level of the pyramid as growth need (also known as being needs or B-needs). Growth needs do
not stem from a lack of something, but rather from a desire to grow as a person.

There are five different levels in Maslow’s hierarchy of needs:

1. Physiological Needs: These include the most basic needs that are vital to survival, such as the
need for water, air, food and sleep. Maslow believed that these needs are the most basic and
instinctive needs in the hierarchy because all needs become secondary until these physiological
needs are met.

2. Security Needs: These include needs for safety and security. Security needs are important for
survival, but they are not as demanding as the physiological needs. Examples of security needs
include a desire for steady employment, health insurance, safe neighborhoods and shelter from
the environment.

3. Social Needs: These include needs for belonging, love and affection. Maslow considered
these needs to be less basic than physiological and security needs. Relationships such as
friendships, romantic attachments and families help fulfill this need for companionship and
acceptance, as does involvement in social, community or religious groups.

4. Esteem Needs: After the first three needs have been satisfied, esteem needs becomes
increasingly important. These include the need for things that reflect on self-esteem, personal
worth, social recognition and accomplishment.

5. Self-actualizing Needs: This is the highest level of Maslow’s hierarchy of needs. Self-
actualizing people are self-aware, concerned with personal growth, less concerned with the
opinions of others and interested fulfilling their potential.

DETERMINANTS OF EMPLOYEE SATISFACTION

Employee satisfaction is a multi-variable and indescribable concept. There are number of factors
that influence employee satisfaction. These factors can be classified into two categories.

A) Organizational Variables: The organizational determinants of employee satisfaction play a

very important role. The employees spend major part of their time in organization so there are
number of organizational factors that determine employee satisfaction of the employees. The
employee satisfaction in the organizations can be increased by organizing and managing the
organizational factors.

1) Overall Individual satisfaction: Employees be should satisfy with the organization as a great
place to work

2) Compensation and Benefits: This is the most important variable for employee satisfaction.
Compensation can be described as the amount of reward that a worker expects from the job.
Employees should be provided with competitive salary packages and they should be satisfied
with it when comparing their pay packets with those of the outsiders who are working in the
same industry. A feeling of employee satisfaction is felt by attaining fair and equitable rewards.

3) Nature of Work: The nature of work has significant impact on the employee satisfaction.
Employee satisfaction is highly influenced by the nature of work. Employees are satisfied with
job that involves intelligence, skills, abilities, challenges and scope for greater freedom. Job
dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustrations and failures.

4) Work Environment and Conditions: Employees are highly motivated with good working
conditions as they provide a feeling of safety, comfort and motivation. On contrary, poor
working conditions brings out a fear of bad health in employees. Employees spend 6 to 8 hours
at their workplace every day which makes a workplace their second home. It is up to the
employers to see and make sure that the office is fully facilitated and is in good working order.
It must be well lit and well ventilated with the right amount of lights, fans, air-conditioning.
Cleanliness is of utmost importance as there are a huge number of workers working at a job
place. The offices, cubicles, rest area, washrooms, kitchen & serving area must be neat and
clean. The more comfortable the working environment is more productive will be the
employees.

5) Job Content: Factors like recognition, responsibility, advancement, achievement etc can be
referred to as job content. A job that involves variety of tasks and less monotonous results
delivers greater employee satisfaction. A job that involves poor content produces job
dissatisfaction.

6) Job Satisfaction: Job satisfaction is the favorableness or un-favorableness with which

employees view their work. As with motivation, it is affected by the environment. Job
satisfaction is impacted by job design. Jobs that are rich in positive behavioral elements – such
as autonomy, task identity, task significance and feedback contribute to employee’s satisfaction.
Likewise, orientation is important because the employee’s acceptance by the work group
contributes to satisfaction. Each element of the environmental system, can attract or detract from
job satisfaction.

7) Organizational Level: The jobs that are at higher levels are viewed as prestigious, esteemed
and opportunity for self-control. The employees that are working at higher level jobs express
greater employee satisfaction than the ones working at lower level jobs.

8) Opportunities for Promotion: Promotion can be reciprocated as a significant achievement in

the life. It promises and delivers more pay, responsibility, authority, independence and status.
So, the opportunities for promotion determine the degree of satisfaction to the employees.

9) Work Group: There is a natural desire of human beings to interact with others and so
existence of groups in organizations is a common observable fact. This characteristic results in
formation of work groups at the work place. Isolated workers dislike their jobs. The work
groups make use of a remarkable influence on the satisfaction of employees. The satisfaction of
an individual is dependent on largely on the relationship with the group members, group
dynamics, group cohesiveness and his own need for affiliation.

10) Leadership Styles: The satisfaction level on the job can be determined by the leadership
styles. Employee satisfaction is greatly enhanced by democratic style of leadership. It is because
democratic leaders promote friendship, respect and warmth relationships among the employees.
On contrary, employees working under authoritarian and dictatorial leaders express low level of
employee satisfaction.

11) Communication Methods: When administrative policies and all important announcements
are communicated to the employees, it boosts their morale. The methods chosen for
communication also play an integral role. Some of the methods that could be used are intranet,
monthly newsletters, weekly meetings etc...
12) Safety measures: An employer must make sure that he provides a safe environment to
his/her employee. The security measures outside office include security guards and parking
facility. While inside the office, there must be introduced a safe environment for male and
female employees to work so that if an employee has to work late hours she/he should feel safe
and comfortable working in his/her office. There must be no discrimination or harassment
practiced and the employee should be given equal opportunity to grow as an individual despite
being male or female.

B) Personal Variables: The personal determinants also help a lot in maintaining the motivation
and personal factors of the employees to work effectively and efficiently. Employee satisfaction
can be related to psychological factors and so numbers of personal factors determine the
employee satisfaction of the employees.

1) Personality: The personality of an individual can be determined by observing his individual

psychological conditions. The factors that determine the satisfaction of individuals and his
psychological conditions is perception, attitudes and learning.

2) Age: Age can be described as a noteworthy determinant of employee satisfaction. It is

because younger age employees possessing higher energy levels are likely to be having more
employee satisfaction. In older age, the aspiration levels in employees increase. They feel
completely dissatisfied in a state where they are unable to find their aspiration fulfilled.

3) Education: Education plays a significant determinant of employee satisfaction as it provides

an opportunity for developing one’s personality. Education develops and improvises individual
wisdom and evaluation process. The highly educated employees can understand the situation
and asses it positively as they possess persistence, rationality and thinking power.

4) Gender Differences: The gender and race of the employees plays important determinants of
Employee satisfaction. Women, the fairer sex, are more likely to be satisfied than their male
counterpart even if they are employed in small jobs. The employee satisfaction can also be
determined by other factors like learning, skill autonomy, job characteristics, unbiased attitude
of management, social status etc. It is important for managers to consider all these factors in
assessing the satisfaction of the employees and increasing their level of employee satisfaction.

HOW EMPLOYEES CAN EXPRESS THEIR DISSATISFACTION?

Top Triggers of Employee Dissatisfaction:

 • Ambiguity in role and responsibilities

• Responsibility without accountability. If one has responsibility but no power to take decisions
or accountability on one gets de-motivated as one cannot show results or move things forward.

• Sometimes employees set too high unrealistic standards/ expectations for themselves and that
too sometimes lead to against within them. In this case if they do not have a good mentor, it may
lead to a lot of stress and pressure as inability to achieve unrealistic goals may be due to
circumstances beyond their control.

• Lack of professionalism, lack of systems and processes also leads to employee angst.

• Biased approach/favoritisms/discrimination at work

• Lack of challenge in the work/lack of opportunities to move up the career ladder the
employees sent out some signals to express their discontent and the organization should not take
it lightly.

1) Excessive absenteeism: When a regular employee suddenly begins to take leave or is late to
work, it could indicate either his personal problems or job dissatisfaction.
2) Lack of interest: When an employee who stays at work until his job is done, now
begins to leave at sharp 5 pm no matter his job is done or not.
3) Lack of quality and quantity in work: When an employee is dissatisfied in his job then
automatically his mental state is reflected in his quality of his work.
4) Complaints by employee: Many complaints are put forward by the employee regarding salary,
benefits, working hours, working conditions etc.
5) Off the job work: Misusing the company facility for his personal use during working
hours
6) Misbehavior: An employee may express anger, frequent argument with association and team
member, which come out due to frustration. Effects of Dissatisfaction: Recognizing the
dissatisfaction is only half the battle. The company should consider the reason for the burnout
and should try to solve those problems because it will affect other employees also. Otherwise it
will affect the company in many ways like

* Low productivity

* High employee turnover cost

 * Poor employee morale

WHY IS EMPLOYEE SATISFACTION IMPORTANT?

Purpose / benefits of employee satisfaction include as follows:

1. Importance of employee satisfaction for organization

• Enhance employee retention.

• Increase productivity.

• Increase customer satisfaction.

• Reduce turnover, recruiting, and training costs.

• Enhance customer satisfaction and loyalty.

• More energetic employees.

• Improve teamwork.

• Higher quality products and/or services due to more competent, energized employees.

2. Importance of employee satisfaction for employee

• Employee will believe that the organization will be satisfying in the long run.

• They will care about the quality of their work.

• They will create and deliver superior value to the customer.

• They are more committed to the organization.

• Their works are more productive. Outcome of Employee Satisfaction:

a. Satisfaction and Productivity: Satisfied employees are not necessarily more productive.
Employee productivity is higher in organization with more satisfied employees.

b. Satisfaction and Absenteeism: Satisfied employees have few avoidable absenteeism.

c. Satisfaction and Turnover: Satisfied employees are less likely to quit. Organization

takes actions to retain high performers and to weed out lower performers.
 d. Satisfaction and Organization Behavior: Satisfied employees who feel fairly treated by

and are trusting of the organization are more willing to engage in behaviors that go

beyond the normal expectation of their job.

Why employee satisfaction survey?

Employee satisfaction survey are systematic efforts undertaken by organizations to measure job
satisfaction levels, by surveying employees’ opinions on several themes, the most important of
which are the work environment and the processes.

FACTORS AFFECTING JOB SATISFACTION

 GROWTH
OPPORTUNITIES
IN THE
ORGANISATION

INTERDEPARTMENTAL
COMMUNICATION JOB SATISFACTION

ORGANISATION
WORK
POLICIES AND
ENVIRONMENT
IMPLEMENTATION

SENSE OF IDENTITY
IN ORGANISATION

Research methodology
RESEARCH: Research is a common parlance refers to search for knowledge. It is a
scientific and systematic search for pertinent information on a specific topic.
 According to Clifford Woody – “research comprises defining and redefining problems,
formulation hypothesis or suggested solutions; collecting, organizing and evaluating data;
making deductions and reaching conclusions”

Research methodology is the way to systematically solve the research problem. Research
methodology just does not deal with research method but also consider the logic behind the
method. It may be understood as a science of studding how research is done scientifically and
systematically. In it, we study the various steps that are generally adopted by the researcher in
study of his research problem along with logic behind them. It is necessary for researcher to
know the research method, technique he must also clearly understand the producer would apply
to problem giving to him. All this means that it is necessary for the researcher to design
methodology from problem to problem.

Research methodology is a way to solve systematically the research problem. In it the researcher
studies the various steps that are generally adopted by researcher in studying his research
problem along with the logic behind them.

OBJECTIVES OF STUDY:

 To Measure the satisfaction levels of employees on various factors in SJVN.

 To study the relationship between the personal factors of the employee (Gender, Designation,
Qualification, Age, and Years of Service in a company) with satisfaction level.
 To derive and analyze the current satisfaction level of the employees in the company.
 To study the various factors which influencing employee satisfaction.

HYPOTHESIS:

1.There is no significant relationship between gender and level of satisfaction.

2. There is no significant relationship between designation and level of satisfaction.
3. There is no significant relationship between educational qualification and level of
satisfaction.
4.There is no significant relationship between age and level of satisfaction.
SCOPE OF THE STUDY:

The scope of the study is SJVN LTD.

MANAGERIAL USEFULNESS OF THE STUDY:

Employee satisfaction is essential to ensure higher revenues for the organization. No amount of
training or motivation would help, unless and until individual development a feeling of
attachment and loyalty towards their organization. Employees who are satisfied with their job
willingly help their fellow workers and cooperate with the organization even during emergency
situations. So employee satisfaction plays an important role in any organization.

RESEARCH DESIGN:
 Design
Set
Sampling questionn
Objective
aire

Determine
Data Set Time Data
Collection Frame Collection
Method

Data Disseminat Recommendation

Analysis e Results and Corrective
Actions

SAMPLING:

The sample is the representative unit of population. The researcher has taken the employees as
sample for this research.

A) Sampling method: Stratified Random sampling the various strata are:

i) Level- Employees across all the three level i.e., Executives, Supervisors & Workman were
surveyed.
ii) Location- Employee satisfaction survey carried in SJVN LTD.

B) Sample size: 63

Data Collection
Data is of two types – Primary data & Secondary data.

Primary data

The primary data are those which are collected, a fresh and for the first time and it is original
and correct. Primary data are collected with the help of questionnaire & personal interviews and
discussions. Out the various tools, the technique adopted here is one of the most practical and
result oriented technique, popularly known as Questionnaire Technique.

In a structured questionnaire, questions are definite, concrete and pre-ordained with additional
questions limited to those that a necessary to clarify in complete or
Inadequate answers for eliciting a more detailed response. In the questionnaire, the questions are
presented with exactly the same wording and in same order to all respondents. The reason for
standardization is to ensure that all the respondents reply to the same set of questions.

Secondary Data
Secondary data is that data which someone else has already collected and which
have already been passed through the statistical process. Here, secondary data is collected from
journals, magazines, annual reports and publications

METHOD OF DATA COLLECTION

The researcher has chosen the questionnaire methods of data collection due to limited time in
hand. While designing data-collection procedure, adequate safeguards against bias and
unreliability must be ensured. Researcher has examined the collected data for completeness,
comprehensibility, consistently and reliability.
Researcher has also gathered secondary data which have already been collected and analyzed by
someone else. He got various information from journals, historical documents, magazines and
reports prepared by the other researchers.

Type of questionnaire
 Close ended questionnaire revealing the intentions and results of survey to both parties involved
has been prepared keeping in mind five major criteria affecting satisfaction of an employee in
our organization.

STATISTICAL TECHNIQUE:

Percentage Method & Technique was used by researcher in the analysis of the data in his
research.

Percentage refers to a special kind of ratio. Percentages are used in making comparisons
between two or more series of data. Percentages are used to describe relations. Percentage can
also be used to compare the relative term, the distribution of two or more series of data.

Measures of Central Tendency tell us the point about which items have a tendency to cluster.
Such a measure is considered ad the most representative figure for the entire mass of data.
Measure of Central Tendency is known as ‘Statistical Average’.

Limitation:

A Few limitations and constraints came in the way of conducting the present study:-

 Due to lack of time with authority, we could not get full information about the hr
policy of the company.

 We can’t visit to many companies in such a short time.

 Due to the lack of internet facility, we could not get the data of other companies.

 Employees are not so much cooperative in giving the response of questionnaire.

 Though no effort was spared to make the study more accurate.

EMPLOYEES SATISFACTION INDEX

 IN

SJVN:
The study of "employee satisfaction" helps the company to maintain standards & increase
productivity by motivating the employees. This study tells us how much the employees are
capable & their interest at work place. The present study is an attempt to understand the
employee satisfaction SATLUJ JAL VIDYUT NIGAM LIMITED ( SJVN Ltd ).

In today’s environment it becomes very important for organizations to retain their employees.
The reason may be personal or professional. These reasons should be understood by the
employer and should be taken care of. The organizations are becoming aware of these reasons
and adopting many strategies for employee retention.
SJVN has immense faith in the capabilities of its human resources and is committed to fostering
a culture of openness, honesty and integrity. Human Resource Management function has
undergone a significant change in recent years. SJVN attaches tremendous importance to the
management and development of its people. There is increasing recognition that the individual
in an organization is a key resource and should not be simply looked upon as a cost. SJVN has
now moved to a strategic human resource management system, which looks at an individual as a
vital resource to be valued, motivated, developed and enabled to achieve the vision, mission and
objectives of the corporation.
SJVN has extended welfare facilities like gym, club facilities, sports facilities & recreational
facilities to its employees and their family members:
 Gym facilities extended at Projects & Corporate Office.
 Club facilities for Executives, Non-Executives & also for dependents.
 Sports infrastructure also being provided at Projects &Corporate Office.
 To develop internal bonding & group cohesiveness, Inter Deptt. Sports tournaments & sports
activities (competition) also organized for employees and their family members.
 SJVN teams participates in Inter Public Sector Undertaking tournaments like Cricket,
Volleyball, T.T. Badminton, Carrom, Kabaddi, Chess, Athletic etc. organised under the aegis
of Ministry of Power, Govt. of India.
 SJVN teams also took part in Distt. Level / State Level / National Level tournaments.

 OBJECTIVE
The objective of conducting this Employee Satisfaction Survey is to create an index and get
results via a scientific calculation in a tabulate form to clearly reflect the current satisfaction rate
among the employees so as to improvise the areas of dissatisfaction and further improve
satisfaction in future, through constructive change in Human Resource Management policies in
SJVN.

PARAMETERS & SATISFACTION MEASUREMENT OF SJVN

LTD.
 PARAMETERS SATISFACTION
MEASUREMENT CRITERIA

GROWTH OPPORTUNITY AND •Availability of opportunities to involve employees in the

DEVELOPMENT decision-making process
• The training and self improvement programs offered by
the department to the employees

REMUNERATION AND BENEFITS •Employees’ satisfaction with wages, benefits and other
advantages
JOB SATISFACTION •Employees personal satisfaction by the job

WORK ENVIRONMENT •Employees’ relations with each other

•Employees relations’ with customers
•Cooperation among employees in the same
department
POLICY AND ITS •The acknowledgment of employee
IMPLEMENTATION BY accomplishments
MANAGEMENT •Treating all employees fairly by the direct
supervisor
COMMUNICATION •The flow of interdepartmental communication
CALCULATING EMPLOYEES SATISFACTION INDEX OF
SJVN

DEGREE SCORE ASSIGNED

STRONGLY AGREE 4
AGREE 3
CANT SAY 0
DISAGREE 2
STRONGLY DISAGREE 1

FORMULA USED:

TOTAL SCORE RECEIVED= (total number of responses of 4*4)+(total number of responses

of 3*3)+(total number of responses of 2*2)+(total number of responses of 1*1)

MAXIMUM TOTAL SCORE: Total number of questions

METHOD USED = PERCENTAGE method

(Total score received /maximum total score*100)

OVERALL EMPLOYEE SATISFACTION INDEX OF SJVN

RESPONSES FORMULAE SCORE RECEIVED

STRONGLY AGREE 4*624 2,496
AGREE 3*1319 3,957
CANT SAY 0*135 0
DISAGREE 2*227 454
SRONGLY DISAGREE 1*64 64
TOTAL 6,971

RESPONDENTS 63
TOTAL NO. OF QUESTION ANSWER(63*38) 2394
TOTAL SCORE RECEIVE 6971
MAXIMUM SCORE(4*2394) 9576
ESI(TOTAL/ MAXIMUM SCORE) 72.79%

APHEP PROJECT:

RESPONSES FORMULAE SCORE RECEIVED

STRONGLY AGREE 4*287 1148
AGREE 3*137 411
CAN’T SAY 0*38 0
DISAGREE 2*72 144
STRONGLY DISAGREE 1*24 24
TOTAL 1727
RESPONDENTS 15
TOTAL NUMBER OF QUESTION ANSWERED 570
TOTAL SCORE RECEIVED 1727
MAXIMUM SCORE (570*4) 2280
INDEX(TOTAL/ MAXIMUM SCORE) 75.74%

BD&L, DEHRADUN:

RESPONSES FORMULAE SCORE RECEIVED

STRONGLY AGREE 4*45 180
AGREE 3*310 930
CAN’T SAY 0*25 0
DIAGREE 2*19 38
STRONGLY DISAGREE 1*10 10
TOTAL 1158

RESPONDENTS 42
TOTAL NUMBER OF QUESTION ANSWERED(42*38) 1596
TOTAL SCORE RECEIVED 5196
MAXIMUM SCORE(1596*4) 6384
INDEX(TOTAL/ MAXIMUMSCORE) 81.39%
 DATA ANALYSIS

AND

INTERPRETATION
Question: Are you satisfied with the current promotion Policy.

Agree 21%
Strongly agree 12%
Disagree 27%
Strongly disagree 40%

Agree
Strongly agree
disagree
Strongly disagree
Interpretation:

During the research it was concluded that satisfaction level of promotion policy system was
considerable and 40% employees are strongly disagree with the promotion policy of SJVN.

Question: Which type of compensation is given to you by the company?

Holiday Package 14%

Bonus 60%

Others 39%

70%

60%

50%

40%

30% 60%

20%

26%
10%
14%

0%
Holiday Bonus others

Interpretation:-

Here we can interpret that the company mostly use to give bonus to its employees as a part of
the compensation

QUESTION: REWARD AND RECOGNATION:

1. Are you satisfied with the monetary rewards?

 MONETRY REWARDS

33%

67%

INTERPRETATION: Regarding monetary rewards, 67% of the employees are satisfied

whereas 33% of the employees are not satisfied. It means that some of the employees want to
implement non-monetary rewards in the organization.

Question: Are you satisfied with the current appraisal system?

Agree 40%
Strongly agree 20%
Disagree 25%
Strongly disagree 15%
 Agree
Strongly agree
Disagree
Strongly disagree

Interpretation:

During the research it was found that satisfaction level of appraisal system was considerable and
60% of the employees were satisfied but yet few employees were not satisfied.
 SUGGESTIONS
 One of the best ways to have satisfied employees is to make sure they are pleased from the get-
go. Offering a thorough orientation will ensue expectations are realistic. Proper on boarding
encourages positive attitudes and can reduce turnover.
 Motivational training should be given to all employees at least in every quarter and it should be
made compulsory for each employee to attend it.
 Encourage supervisors and managers to acknowledge employee’s deeds on daily basis. Also
implement a formal program company –wide to recognize top achievers in every job category.
 Staff members can be better prepared for the formal appraisal, giving better results, and saving
management time.
 Training and development actions can be broken down into smaller programs, increasing
success rates and motivational effect as a result.
 Offering a balanced evaluation of both the employees strengths and their weakness.
 Reward Managers who help good employees grow within the company.
 Provide your best employees with challenging work, show consequences to those employees
who are underperforming and respond to employees work family balance and other needs.
 Key employees are sent abroad for training to enhance their skill and knowledge on written
bond of 1-3 years.
 Including a review of key performance areas where an employee has performed well. A bit of
praise can go a long way to lifting an employee’s morale and feelings of success on the job.

BIBLIOGRAPHY
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Graw Hill Publishing Company Limited ,New Delhi, 11th edition, 1991.

Arun Monappa & Mirza S Saiysdain: Personnel Management, Tata Mc

Graw Hill Publishing Company Limited, New Delhi, 2nd edition.

Rudrabasavaraj. M.N: Dynamic Personnel Administration-management of

Human resource, Himalaya Publishing House.

Lakshmipathy : Performance Appraisal in Public Enterprises, Himalaya

Publishing House, 1st edition , 1985.

Jucius . J. Michael : Personnel Management, D.B. Taraporevala Sons &Co.

Private Ltd.