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BHALCHANDRA INSTITUTE OF EDUCATION

AND MANAGEMENT

PROJECT REPORT

ON

“JOB SATISFACTION OF EMPLOYEES”

(BHARAT HEAVY ELECTRICAL LIMITED

IP JAGDISHPUR)

SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT

FOR THE AWARD OF THE DEGREE OF

“MASTER OF BUSINESS ADMINISTRATION”

Submitted by Under the Guidance of

RICHA DIXIT Mr. S.N. TIWARI

1
PREFACE
The project work entitled “A STUDY ON JOB SATISFACTION OF

EMPLOYEES OF NHPC CHAMERA-1 KHAIRI” Job Satisfaction is the

favorableness or un-favorableness with which the employee views his work. It

expresses the amount of agreement between one’s expectation of the job and the

rewards that the job provides. Job Satisfaction is a part of life satisfaction. The

nature of one’s environment of job is an important part of life as Job Satisfaction

influences one’s general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In

a narrow sense, these attitudes are related to the job under condition with such

specific factors such as wages. Supervisors of employment, conditions of work, social

relation on the job, prompt settlement of grievances and fair treatment by employer.

However, more comprehensive approach requires that many factors are to be

included before a complete understanding of job satisfaction can be obtained. Such

factors as employee’s age, health temperature, desire and level of aspiration should

be considered. Further his family relationship, Social status, recreational outlets,

activity in the organizations etc.

Contribute ultimately to job satisfaction.

2
ACKNOWLEDGEMENT

A large number of individuals have contributed to project. This project is a humble attempt

to sketch done the contribution of all those persons who have directly or indirectly given

their precious time and help along with proper guidance for making this report in the

following shape.

First of all I would like to thank Mr.SANJESH BANJARA, project co-

ordinater (manager H.R.D), NHPC CHAMERA-1,KHAIRI without whose permission

project of B.H.E.L., I.P would have been castle in the air.

Who always helped me and provided me relevant books and data in the subject to

enable to prepare the project. And also I would like to give thank to Mr.Janmejay sing, Asst.

Engineer (H.R) who’s supported to me, and my HOD Mr. Akhil bajaj

Lastly but not the least, I pay my gratitude to my parents, family members, friends,

faculty members of GNA-IMT and all executives of NHPC CHAMERA-1,KHAIRI for their

morel support and whole hearted co-operation in drafting this report.

AMIT ATTRI

3
DECLARATION

I, shalini verma student of third SEM B.I.E.M College


have completed the Project on ‘job satisfaction’ For the
Academic Year 2008-10.

The information given in this project is true to the best of my


knowledge.

CONTENT

Sr.No. Topic

Chapter 1 Company Profile

Chapter 2 Job satisfaction

Chapter 3 Objectives

Chapter 4 Research Methodology

Chapter 5 Observation & Findings

Chapter 7 Suggestions

4
Chapter 8 Bibliography

Chapter 9 Annexure

5
PART 1

6
COMPANY PROFILE

BHARAT HEAVY ELECTRICAL LIMITED

An Overview-

The first plant of what is known as BHEL was established nearly 51 Years ago at Bhopal and was

the genesis of the heavy electrical Equipment industry in India. BHEL is, today the largest

engineering Enterprise of it kind in India with a well recognized track record of performance making

earning profits continuously since 1971-72 and achieved a sales turnover of Rs.21608 crores with a

profit before tax of more than Rs. 4000 in 2008-09.

BHEL caters to core sectors of the Indian Economy VI. Power generation &

transmission, industry, transportation, telecommunication, Renewal energy, defense,

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etc. The wide network of BHEL’s 14 manufacturing divisions (working) & 2

manufacturing units under construction, 4 power sector regional centers, 8 service

centers, and 18 regional offices and large number of project sites spread all over India

and abroad enable the company to promptly serve its customers and provide them

with suitable products, systems and services efficiently and at competitive rates.

The World Bank in its report on the Indian public sector has described BHEL as

“one of the most efficient enterprises in the industrial sector as


per with international standards of efficiency”

8
Certificates:
BHEL has already attained ISO 9000 and all the major units/ division of BHEL have been

upgraded to the latest ISO 9000:2000 version of quality management. BHEL has secured ISO

14001 certification for environmental management systems and OHSAS 18001 certification for

occupational health and safety management systems for its major units/ divisions.

The company’s inherent potential coupled with its strong performance over the years, has

resulted in it being chosen as one of the“NAVRATNA”

Public sector enterprises (PSEs), which are to be supported by the government of India in their

endeavor to become future global players.

9
VISION, MISSION & VALUES
OF

BHARAT HEAVY ELECTRICALS LTD.


BHEL defines its vision, mission, values and objectives as follow:

 VISSION – To become a world class, innovative, competitive and profitable

engineering enterprise providing total business solutions.

 MISSION – To be the leading Indian engineering enterprise providing quality

products, systems and services in the field of energy, transportation, industry,

infrastructure and the potential areas.

 VALUES –

 Meeting commitments makes to internal and external customers.

 Fostering learning, creativity and speed of response.

 Respect of dignity and potential of individuals.

 Loyalty and pride in the company.

 Team playing.

 Zeal to excel.

 Integrity and fairness in all matters.

 OBJECTIVES- BHEL defines its objectives as follows:-

 Growth – To ensure a steady growth by enhancing the competitive edge of BHEL in

existing business, new area and international operations so as to fulfill national

expectation for BHEL.

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 Profitability – To provide a reasonable and adequate return on capital employed,

primarily through improvements in operational efficiency, capacity utilization

and productivity, and generates adequate, internal resources to finance the

company’s growth.

 Customer focus – To build a high degree of customer confidence by providing

increased value for his money through international standards of product quality,

performance and superior customer services.

 People orientation – To enable each employee to achieve his potential, improve

his capabilities, perceive his role and responsibilities and participate and

contribute positively to the growth and success of the company. To invest in

human resource continuously and be alive to their needs.

 Technology – To achieve technological excellence in operation by development

of indigenous technologies and efficient absorption and adaptation of imported

technologies to sustain needs and priorities, and provide a competitive advantage

to the company.

 Image – To fulfill the expectation which shareholders like government as owner,

employees, customers and the country at large have from BHEL.

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POLICIES OF BHEL

QUALITY POLICY:

To acquire and maintain a leading position as a supplier of Quality products to national

/International standards and to meet the requirements of customers.

ENVIRONMENTAL POLICIES

 Compliance with applicable Environmental Legislation / Regulation.

 Continuous improvement in environment management system to protect our

natural environment and control pollution.

 Promotion of activities for conservation of resources by Environmental

management.

 Enhancement of environment awareness among employees, customers and

suppliers.

OCCUPATIONAL HEALTH AND SAFETY POLICY:

Compliance with applicable legislation and Regulations.

 Setting objectives and targets to eliminate / minimize risk due to occupational

safety hazards.

 Appropriate structure training to employees on occupational health and safety

(OH&S) aspects.

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 Formulation and maintenance of OH&S management programmes for continual

improvement.

 Periodic review of OH&S management system to ensure its continuing suitability,

adequacy and effectiveness.

PARTECIPATION IN THE “GLOBAL COMPACT” TO

THE UNITED NATIONS

The “Global Compact” is a partnership between the UNITED NATIONS, the

business community, international labour and NGOs. It provides a forum for them to

work together and improve corporate practices through co-operation rather then

confrontation.

BHEL has joined the “GLOBAL COMPACT” of United Nations and has committed

to support it and the set of core values enshrined in its nine principles.

PRINCIPLES OF GLOBAL COMPACT

Human Rights

 Business should support and respect the protection of internationally proclaimed

human rights.

 Make sure they are not complicit in human rights abuses.

Labour Standards

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 Business should uphold the freedom of association and the effective

recognition of the right to collective bargaining.

 The elimination of all forms of forces and compulsory labour.

The effective abolition of child labour.

Eliminate discrimination.

ENVIRONMENT

 Businesses should support a precautionary approach to environmental challenges.

 Undertake initiative to promote greater environmental responsibility.

 Encourage the development and diffusion of environment-friendly technologies. By

joining the “Global Compact”, BHEL would get a unique opportunity of networking

with corporate with sharing experience relating to social responsibility on global basis.

BHEL IN INDIA

RIGIONAL OFFICES (POWER SECTORS)

1. New Delhi (Northern Region)

2. Kolkata (Eastern Region)

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3. Nagpur (Western Region)

4. Chennai (Southern Region)

BUSINESS OFFICES

1. Bangalore

2. Bhubaneshwar

3. Chandigarh

4. Chennai

5. Guwahati

6. Jabalpur

7. Jaipur

8. Kolkata

9. Lucknow

10. Mumbai

11. New Delhi

12. Patna

13. Ranchi

14. Secunderabad

15. Vadodara

BHEL’s MANUFACTURING UNITS

Bangalore A. Electronic Division

B. Industrial systems group

15
C. Electro porcelains Division

2. Bhopal: Heavy Electrical Plant

3. Gowindwal: Industrial valves plant

4. Haridwar: Heavy electrical Equipment Plants

5. Hyderabad: Heavy Power Equipment Plant

6. Jagdishpur: Insulator Division

7. Jhansi: Transformer Plant

8. Rudrapur: Component Fabrication Plant

9. Ranipet: Boiler Auxiliaries Plant

10. Tiruchirapally: A. High pressure Boiler Plant

B. SSTP & Magneto-Hydrodynamics

11. Varanasi: Heavy

Equipment Repair Plant

SERVICE CENTERS

1. Banglore

2. Chandigarh

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3. kolkata

4. Nagpur

5. New Delhi

6. Patna

7. Secunderabad

8. Vadodara

9. Varanasi

OTHER UNITS

Project Engineering Division, New Delhi.

1. Research & Development Division, Hyderabad.

2. Oil Rigs Division, New Delhi.

3. Regional Operation Division, New Delhi.

4. Market & Sales Division, New Delhi.

5. Power Project Division, New Delhi.

BHEL’s CONTRIBUTION TO INDUSTRY

17
Since inception in 1982 the industry sector business has grown at an impressiveRate and

today contributes over half of BHEL’s turnover.BHEL, today, supplies all

major equipment for the industries: AC/DC Machines, alternators, centrifugal

compressors, special reactor columns, heat Exchangers, pressure vessels, gas

turbine based cogenerations plants, steam Generators, complete range of

steam generators for process industries, dieselPower plants, solar water

heating systems, photo-voltaic systems,etc.

In the transportation field BHEL range covers AC locomotives, AC/DC dual Voltage locos,

traction motors & transformers, electrics for AC, DC and dual Voltage Emus diesel power car

and diesel electric locos.BHEL is the leader in the power transmission field with equipment up

to the Highest system voltage: power and instrument Transformers, shunt reactor, Insulators,

energy meters, substations, static compensation schemes as well as High voltage DC

transmission systems (HVDC).

AWARDS WON BY BHEL: -

International Awards

Shri R.S. Babu, GM, BAP-Ranipat received the prestigious Keith Hartley memorial medallion

for the year 2000 at the international welding conference organized by the international

institute of welding for his outstanding contribution to welding technology in the country.

National Awards

 PM’s Shram Awards

 National Productivity council’s productivity performance awards

 Vihswakarma Rahtriya Puruskars

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 National Safety Awards

 Golden Peacock National Quality Awards

 Engineering Export Promotion Council’s (EEPC) Award

 Inssan Awards

 Value engineering Awards

 Energy conservation Awards

 Ecological Awards

 Best Executive Awards

 Samman Patra

 Best employer for physically handicapped

 Best Physically Handicapped employee Award

 Information Technology Professional Award

 Seven employees of Tiruchirapally unit won the govt. of Tamil Nadu award for

outstanding workers, “Tamilaga Arasin Uyarntha uzhaipalar viruthu.” For the

year 1997.

19
BHEL’s CLIENTS – BHEL’S STRENGTH

Major Clients

POWER

 State Electricity Boards / Power corporations (SEBs/ PCs)

 National Thermal Power Corporation (NTPC)

 National Hydroelectric power corporation Ltd. (NHPC)

 Nuclear Power Corporation

 Damodar valley corporation (DVC)

 Ahmedabad Electricity Co.

 Tata Electric Company

 Neyveli Lignite Corporation

 Durgapur Projects Limited

 Kolkata Electric Supply Co.

 Gujarat Industries Power Co.

 Power &Development Department (J&K)

 North Eastern Electric Power Corporation

 Bombay sub – urban Electric supply Co. (BSES)

 Independent Power Producers (IPPs)

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TRNSMISSION

 State Electricity Boards / Power Corporations (SEBs/PCs)

 West Bengal Power Development Corporation Ltd.

 Temigjat vidyut Nigam Ltd.

 National Thermal Power Corporation (NTPC)

 Rashtriya Ispat Nigam Ltd.

 Indian Organic & Chemicals Ltd.

 National Fertilizer Ltd.

INDUSTRY

 National Aluminum Co. (NALCO)

 Hindustan Aluminum Co. (HINDALCO)

 Steel Authority of India Ltd. (SAIL)

 BALCO

 Tata Iron & steel Co. (TISCO)

 Hindustan Copper Ltd. (HCL)

 Hindustan Zinc Ltd.

 JP Rewa cement

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 L&T Cement

 Raymond Cement

 Rajshree Cement

 Cement Corporation of India

 Hindustan Fertilizers &Chemical Ltd.

 Indian Farmer & Fertilizers Cooperative (IFFCO)

 Hindustan paper Corporation

 JK paper mill

 Grasim Industries

 Hindustan sugar

 Mysore Sugar

 Indian Oil Corporation (IOC)

 IPCL

 HPCL

 Reliance Industries

 Oil and Natural Gas Corporation (ONGC)

 Gas authority of India Ltd. (GAIL)

 Defense Ministry

TRANSPORTATION

 Indian railways

 Port Trusts

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 Steel Plants

 Cement Plants

INTRODUCTION

BHARAT HEAVY ELECTRICALS LIMITED IP


JAGDISHPUR

23
INTRODUCTION

BHEL JAGDISPUR UNIT – AN INSIDE VIEW

BHEL 11th manufacturing unit located at Jagdishpur U.P in Sultanpur district is North

India’s first integrated insulator plant. It is located on the Lucknow – Sultanpur national

highway 78 k.m. From Lucknow.

The land (150 acres for factory and 50 acres for township) for the establishment

of Jagdishpur unit was purchased in November 1981 and the foundation stone of this

plant was laid down by MR.RAJIV GANDHI on 10th February,1982 and was

inaugurated by prime minister of India SMT.INDIRA GANDHI on 3rd March,1984 .

BHEL’s previous experience in ceramic field blended with that of NKG, Japan

world’s Leader in insulator technology set the pace for commissioning of this plant. This

unit has been provided with the most modern and sophisticated facilities, and was

commissioned in record time of 18 months.

The plant is geared to produce 19 thousand tons of disc insulator annually and one

thousand tons of Ly. Of insulators. Over the year lot of technological innovation have

taken place in the plant, which has streamlining of manufacturing processes and has taken

it in to the level of best industry.

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New type of disc insulator has also been introduced periodically and today it

manufactures disc insulators up to 160-KN strength ranging from normal to anti-fog type.

Since 1994 low-tension types of insulators are also been introduced in the product range

in addition to supplies to domestic market quantity have also been exported to countries

like UK and South Africa.

The Plant has till date executed many prestigious export contrac5t and has supplied these

insulators to Turkey, Malaysia, Tobago, Ghana and Nigeria etc.

In present era of liberalization the company has not only gone for diversification

but also has taken concrete measures or organizational and product improvement

adopting the TQM (Total Quality Management) approach.

In present world an attempt has been made to system erotically analyze the export

market requirements of insulators and identify the product forming bulk

Exports. The world market scenario of insulators imports has been presented with a view

to provide strategic global market information for insulators exports.

BHEL’s Jagdishpur insulator plant has developed into one of the India’s biggest

disc insulator manufacturing centers with the most stream lined layout and modern

technology it has provisions to cope up with latest technological advances in the ceramic

need.

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PRODUCTS OF BHEL,IP

JAGDISHPUR

26
PRODUCTS

This unit of BHEL was setup for the production of insulators, but at

present, it is also manufacturing one more product i.e. Ceramic

Liner (ceralin). Thus, there are two products –

1. Insulator (main Product)

2. Ceralin

PRODUCTS

INSULATOR CERALIN

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INSULATOR

INSULAOR AND ELECTICITY PYLON

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INTRODUCTION OF INSULATORS
The insulators for overhead lines provide insulation to power conductors

from ground. The insulators are connected to cross arms conductors pass through the

clamp of the insulators. The insulators are mainly made up of either glazed porcelain or

toughened glass. The materials used for porcelain are silica-20% feldspar 30% and clay

50%. The porcelain should be ivory white, sound and free from defects. It should be

vitrified because the presence of air lowers the dielectric strength of the porcelain. It is

therefore desirable that porcelain to be used for insulator should be air free and

impervious to the entrance of liquid and gases. The dielectric strength of porcelain

should be 15 to 17 KV for every 1/10th inch thickness. Normally it is difficult to

manufacture homogenous porcelain, therefore for an operating voltage two or more

piece construction is adopted in which each piece is glazed separately and then they are

cemented together. Porcelain is mechanically strong, less by temperature and has

minimum leakage problem.

Toughened glass is also sometimes used for insulators because it has higher

dielectric strength (53 for 1/10th inch thickness), which makes it possible to make use of

single piece construction The unit was established for manufacturing the Disk

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Insulators of different ratings (45 KN to 160 KN) for high voltage transmission line (up

to 400 KV). The production volume has been continuously stepped up to 6190 CMT

whereas installed capacity is of 6050 CMT.

The unit is India’s manufacture of High-Tension Porcelain Disk Insulator and

Distribution Line insulator like Hobbin/ Shackle, pin guy/ stay/ strain, cap and pin type

insulators.

This unit is equipped with highly sophisticated plant and machinery. The unit

also offers wear resistant high- Alumna Ceramic lining material for power steel,

Cement and mining industries, as well as a wide range of industrial Ceramics.

TYPE OF INSULATORS

There are there types of insulators for overhead lines. They are: -

(1) Pin tube

(2) Suspension type

(3) Strain type

PIN TYPE

The pin type insulators are normally used up to 33 KV. In any case it is not

desirable to use them beyond 50 KV as the cost of the insulators become very high.

SUSPENSION TYPE

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Suspension insulators in addition to being economical as compared to pin type for

voltages more than 33 KV have the following further advantage: -

(1) Each insulator is designed for 11 KV and hence for any operating voltage

a string of insulators can be used.

(2) In case of failure of one of the units in the string, only that particular unit

needs replacements.

(3) Adding suitable number of discs can increase the operating voltage of

existing transmission.

STARIN TYPE

Strain insulators are placed in horizontal plane than the vertical plane as in case of

suspension. These are used to take the tension of conductors at the line terminals, angle

towers, road crossings and the junction of the overhead lines with cables. For low

voltages of the order of 11 KV, the shackle insulators are used.

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CERALIN

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Ceralin is a brand name of Ceramic Lining. Ceralin the ceramic wear resistant

material is designed and developed to resist wear for optimum performance of such

industries in most arduous conditions.

Ceralin is special Aluminum Oxide Ceramic developed specifically as resistant material

with most modern facilities to product undue abrasion and erosion of material handling

equipments to avoid wasteful downtime of industry.

Ceralin has hoster resistant characteristics compared to conventional materials like alloy

steel, Bassett. Rubber and polymers due to its extreme hardness coupled with a strong

tough matrix that holds the Alumna wide crystals in place.

Ceralin is the best economical choice to protect the undue wear of abrasive

handing equipments of industry and application of Ceralin results in better operation and

maintenance.

PRODUCT OF CERALIN

Ceralin is manufactured in the form of tiles, which can be assembled as lining on to

surface to be protested against wear. Depending on geometry and functional

requirements, these are made in various shapes, listed below:

 Curved plain tiles

 Curved weld on tiles

 Flat plain Tiles

 Flat weld on tiles

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 Other shapes based on Application.

AREAS OF APPLICATION
Ceralin has a very wide range of applications in all industries handing with abrasive

and erosive materials due to its superior wear resistant characteristics coupled with

chemically inert and high temperatures characteristics as explained above. The few

applications are as below:

POWER SECTOR

Pulverized fuel bends, classifier cones of bowl mills, mill discharge valve, multiple

port outlet, fuel inlet elbows, mill outlet, ore hopper, coke oven plant (chutes, coke

bunkers).

COAL SECTOR

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Feed chutes, centrifuge bowl, screw conveyor, lauders, slurry pipes, Hoppers.

STEEL SECTOR

Sinter plants (cyclone chutes, Hoppers), Blast furnace (venture scrubber from ore

discharge chute, ore hopper), coke oven plant (chute, coke bunkers).

CEMENT SECTOR

Feed chutes, dust collectors, cyclones air separators.

REFINERIES

Pump boxes, chutes, centrifuge bowls, ceramic nozzles.

QUALITY CHECKS

A series of quality and process checks, ensure a high degree of quality of ceralin.

Periodic checks both and sample basis are made to maintain the process parameters

within limits and to eliminate directs.

MAN POWER OF BHEL- IP JAGDISHPUR

Total manpower of unit is-

Executive: 55

Worker & supervisors: 479

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Total manpower is: 524

AWARDS

BHEL, Jagdishpur unit has also won the award of safety for many years. The award

known by the name of average frequency rate have been won for the year, 1986-87,1990,

1992, 1994.

The jagdishpur unit has got certification of ISO: 9001 on December 1993 which which

certifies this unit for “Design and manufacturing of porcelain insulators, Abrasion

resistant ceramic lines, and steel casing lined with ceramic liners.”

This plant has also achieved ISO: 14001 and OHSAS 18001 certification.

BHEL sets up new Centralized Stamping Unit at Jagdishpur; Sh. Rahul Gandhi, MP,

dedicates the new plant to the Nation.

BHEL has been committed to the nation’s power development programmed and has

reaffirmed its commitment to the Indian Power Sector by equipping itself for the future,

by way of technology, facilities and trained manpower to meet the country’s power

forecast for the 11th Plan and beyond. For this, it has already enhanced its manufacturing

capacity to 10,000 MW per annum and is further augmenting it to 15,000 MW per annum

which is proceeding apace and plans are afoot to hike it further to 20,000 MW by 2011-

12.

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Seeking collaboration in human resource development
BHEL's Human Resource Development Institute (HRDI) has skills in the areas of

Management training, Research, Consultancy, Organizational Development and

Manpower Planning. Over the years, the institute has acquired proficiency in imparting

training to professionals in the field of Strategic management, Contract management,

Marketing management, Project management, Human Resource management, Activity

based costing, Performance management, Emotional Intelligence, Values Laboratory,

Human-process Laboratory, Leadership Development, Team Building, Trainer

Development, and other functional and behavioral areas of management.

The institute has acquired core competency in consultancy services specifically in the

field of Contract management, Performance management, Human Resource management

and Organization Development, and being an experimentation ground for innovations in

Human Resource management, has set a number of benchmarks. Further, in order to

enable the Human Resource Development strategies and interventions to extend more

support to enhance the self-renewal capability of individuals and to optimize the use of

emerging information techniques in management, initiatives have been taken to constitute

three areas of excellence viz.

Business development
Organization development
Technology development

BHEL's Human Resource Development Institute, with its standing of a respectable

center of learning, seeks collaboration in the above activities with other Management

Institutes and in-house

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Human Resource Development institutes of national and international repute with a

prime objective of mutually sharing the resources and expertise for competency building

in various areas by jointly conducting training programmers, seminars, workshops,

conferences, consultancy, action research, case-study development and academic

activities to achieve greater heights.

The main focus of such collaborative ventures would be to bridge the gaps and overcome

the barriers, which are likely to emerge in the turbulent future.

BHEL's Human Resource Development Institute is extending its invitation and intends to

collaborate with leading Management Institutes and in-house Human Resource

Development Institutes in India and abroad to identify and work together on new

frontiers of Human Resource Development.

38
S- STRENTH

W- WEAKNESS

O- OPPORUNITY

T- THEARTS

39
SWOT ANALYSIS

SWOT ANALYSIS

STRENGTHS:

 World-wide Network

 Government Support.

 Grand Financial Sources of the Organization.

 Easy Availability of Labour.

 No Direct Marketing to Individuals.

 Production at large scale.

 Fewer Competitors in the Private Sector.

40
WEAKNESSES:

 Lack of Quick Availability of Raw Materials at the work

place.

 High Sensitivity of some products (like insulators)

 Inherent weakness of public sector undertakings.

 Political interference.

 Remote Locations.

 Limited Capacity of Plants.

OPPORTUNITIES:

 Managing Working Capital and Financial Sources.

 Managing Human Resource (Main Power).

 Expansion of Plant.

 Increasing Workers Participation in Management.

 Compete to Private Sector Firms.

 Provide better Quality Products to the Industry.

41
 To enhance better work –culture.

 Increasing Net Profit.

THREATS:

 Government Policies of Globalization and

Privatization.

 Government Intention to Create New PSOs for

Production of Power Project.

 Increasing Labour Cost (Market Price).

 Increasing Political Interference in Internal matters of

Company.

42
Organizational
Chart

43
44
PART 2

45
JOB SATISFACTION
46
AN OVERVIEW

JOB SATISFACTION

INTRODUCTION

Job satisfaction is not the same as motivation. It is more if an

attitude, an internal state of the person concerned. It could, for example, be associated with

a personal feeling of achievement.

Job satisfaction is an individual’s emotional reaction to the job itself.

It is his attitude towards his job.

Definitions:

“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.

-Robert L. Kahn

47
“Job satisfaction is a general attitude towards one’s job: the difference between the

amount of reward workers receive and the amount they believe they should receive.”

-P. Robbins

Job satisfaction defines as “The amount of over all positive affect (or feeling) that

individuals have toward their jobs.”

-Hugh J. Arnold and Daniel C. Feldman

“Job satisfaction is the amount of pleasure or contentment associated with a job. If you

like your job intensely, you will experience high job satisfaction. If you dislike your job

intensely, you will experience job dissatisfaction.”

By Andrew J DuBrins,

The practice of supervision, New Delhi

Job satisfaction is one part of life satisfaction. The environment influences the job.

Similarly, since a job is important part of life, job satisfaction influences one’s general

life satisfaction. Manager may need to monitor not only the job and immediate work

environment but also their employees attitudes towards other part of life.

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JOB FAMILY

POLITICS LIFE LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in now-a-days. In modern society

the needs and requirements of the people are ever increasing and ever changing. When

the people are ever increasing and ever changing, when the peoples needs are not fulfilled

they become dissatisfied. Dissatisfied people are likely to contribute very little for any

purpose. Job satisfaction of industrial workers us very important for the industry to

function successfully. Apart from managerial and technical aspects, employers can be

considered as backbone of any industrial development. To utilize their contribution they

should be provided with good working conditions to boost their job satisfaction. Any

business can achieve success and peace only when the problem of satisfaction and

dissatisfaction of workers are felt understood and solved, problem of efficiency

absenteeism labour turnover require a social skill of understanding human problems

49
and dealing with them scientific investigation serves the purpose to solve the human

problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.

PAY

Wages do play a significant role in determining of satisfaction. Pay is instrumental in

fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and

provides the means to enjoy valued leisure interest outside of work. More over, pay can

serve as symbol of achievement and a source of recognition. Employees often see pay as

a reflection of organization. Fringe benefits have not been found to have strong influence

on job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining

how satisfied employees are with their jobs. By and large, workers want jobs that are

challenging; they do want to be doing mindless jobs day after day. The two most

50
important aspect of the work itself that influence job satisfaction are variety and control

over work methods and work place. In general, job with a moderate amount of variety

produce the most job satisfaction. Jobs with too little variety cause workers to feel bored

and fatigue. Jobs with too much variety and stimulation cause workers to feel

psychologically stressed and ‘burnout’.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A promotion to a

higher level in an organization typically involves positive changes I supervision, job

content and pay. Jobs that are at the higher level of an organization usually provide

workers with more freedom, more challenging work assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making,

employee who participates in decision that affect their job, display a much higher level of

satisfaction with supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to

individual employees. The working groups also serve as a social support system of

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employees. People often used their co-workers as sounding board for their problem of as

a source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to greater physical

comfort. The working conditions are important to employees because they can influence

life outside of work. If people are require to work long hours and / or overtime, they will

have very little felt for their families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind

that: all individuals do no derive the same degree of satisfaction though they perform the

same job in the same job environment and at the same time. Therefore, it appears that

besides the nature of job and job environment, there are individual variables which affect

job satisfaction. Thus, all those factors which provide a fit among individual variables,

nature of job, and situational variables determine the degree of job satisfaction. Let us see

what these factors are.

Individual factors:

52
Individuals have certain expectations from their jobs. If their expectations are met from

the jobs, they feel satisfied. These expectations are based on an individual’s level of

education, age and other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job

satisfaction. For example, several studies have found negative correlation between the

level of education, particularly higher level of education, and job satisfaction. The

possible reason for this phenomenon may be that highly educated persons have very high

expectations from their jobs which remain unsatisfied. In their case, Peter’s principle

which suggests that every individual tries to reach his level of incompetence, applies

more quickly.

Age:

Individuals experience different degree of job satisfaction at different stages of their life.

Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto

certain stage, and finally dips to a low degree. The possible reasons for this phenomenon

are like this. When individuals join an organization, they may have some unrealistic

assumptions about what they are going to drive from their work. These assumptions make

them more satisfied. However, when these assumptions fall short of reality, job

satisfaction goes down. It starts rising again as the people start to assess the jobs in right

perspective and correct their assumptions. At the last, particularly at the fag end of the

career, job satisfaction goes down because of fear of retirement and future outcome.

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Other factors:

Besides the above two factors, there are other individual factors which affect job

satisfaction. If an individual does not have favourable social and family life, he may not

feel happy at the workplace. Similarly, other personal problems associated with him may

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

level of job satisfaction.

Nature of job:

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

content.

Occupation level:

Higher level jobs provide more satisfaction as compared to lower levels. This happens

because high level jobs carry prestige and status in the society which itself becomes

source of satisfaction for the job holders.

For example, professionals derive more satisfaction as compared to salaried people:

factory workers are least satisfied.

Job content:

Job content refers to the intrinsic value of the job which depends on the requirement of

skills for performing it, and the degree of responsibility and growth it offers. A higher

54
content of these factors provides higher satisfaction. For example, a routine and repetitive

lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job

enlargement, and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context – formal and

informal. Formal organization emerges out of the interaction of individuals in the

organization. Some of the important factors which affect job important factors which

affect job satisfaction are given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of

workplace and associated facilities for performing the job determine job satisfaction.

These work in two ways. First, these provide means job performance. Second, provision

of these conditions affects the individual’s perception about the organization. If these

factors are favourable, individuals experience higher level of job satisfaction.

2. Supervision:

The type of supervision affects job satisfaction as in each type of supervision; the degree

of importance attached to individuals varies. In employee-oriented supervision, there is

more concern for people which is perceived favourably by them and provides them more

satisfaction. In job oriented supervision, there is more emphasis on the performance of

the job and people become secondary. This situation decreases job satisfaction

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3. Equitable rewards:

The type of linkage that is provided between job performance and rewards determines the

degree of job satisfaction. If the reward is perceived to be based on the job performance

and equitable, it offers higher satisfaction. If the reward is perceived to be based on

considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature and

work environment by they also attach importance to opportunities for promotion that

these job offer. If the present job offers opportunity of promotion is lacking, it reduces

satisfaction.

6. Work group: Individuals work in group either created formally of they develop

on their own to seek emotional satisfaction at the workplace. To the extent such

groups are cohesive; the degree of satisfaction is high. If the group is not

cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction

out of their interpersonal interaction and workplace becomes satisfying leading to

job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an

individual’s physical and mental health, productivity, absenteeism, and turnover.

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Physical and Mental Health:

The degree of job satisfaction affects an individual’s physical and

mental health. Since job satisfaction is a type of mental feeling, its favourableness or

unfavourablesness affects the individual psychologically which ultimately affects his

physical health.

For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical

health result from psychologically harmful jobs. Further, since a job is an important part

of life, job satisfaction influences general life satisfaction. The result is that there is

spillover effect which occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and

productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and

productivity; when job satisfaction increases, productivity increases; when satisfaction

57
decreases, productivity decreases. The basic logic behind this is that a happy worker will

put more efforts for job performance. However, this may not be true in all cases.

For example, a worker having low expectations from his jobs may feel satisfied but he

may not put his efforts more vigorously because of his low expectations from the job.

Therefore, this view does not explain fully the complex relationship between job

satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a productive worker

explains the relationship between job satisfaction and productivity. Various research

studies also support this view.

This relationship may be explained in terms of the operation of two factors: effect of job

performance on satisfaction and organizational expectations from individuals for job

performance. 1. Job performance leads to job satisfaction and not the other way round.

The basic factor for this phenomenon is the rewards (a source of satisfaction) attached

with performance. There are two types of rewardsintrinsic and extrinsic. The intrinsic

reward stems from the job itself which may be in the form of growth potential,

challenging job, etc. The satisfaction on such a type of reward may help to increase

productivity. The extrinsic reward is subject to control by management such as salary,

bonus, etc. Any increase in these factors does not hep to increase productivity though

these factors increase job satisfaction.

3. A happy worker does not necessarily contribute to higher productivity because

he has to operate under certain technological constraints and, therefore, he cannot

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Extrinsic Perceived equity
reward of rewards
go beyond certain output. Further, this constraint affects the management’s

expectations from the individual in the form of lower output. Thus, the work

situation is pegged to minimally acceptable level of performance. However, it

does not mean that the job satisfaction has no impact o productivity. A satisfied

worker may not necessarily lead to increased productivity but a dissatisfied

worker leads to lower productivity.

Performanc
e Satisfaction

Intrinsic
reward

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the

workplace either unexcused absence due to some avoidable reasons or long absence due

to some unavoidable reasons. It is the former type of absence which is a matter of

concern. This absence is due to lack of satisfaction from the job which produces a ‘lack

of will to work’ and alienate a worker form work as for as possible. Thus, job satisfaction

is related to absenteeism.
HIGH

TURNOVER

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JOB ABSENCES

SATISFACTION

LOW

LOW HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a

given period of time. When an individual feels dissatisfaction in the organization, he tries

to overcome this through the various ways of defense mechanism. If he is not able to do

so, he opts to leave the organization. Thus, in general case, employee turnover is related

to job satisfaction. However, job satisfaction is not the only cause of employee turnover,

the other cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software

professionals is very high in India. However, these professionals leave their organizations

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not simply because they are not satisfied but because of the opportunities offered from

other sources particularly from foreign companies located abroad.

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DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of

job satisfaction is affected by a wide range of variables relating to individual, social,

cultural, organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL

FACTORS FACTOR FACTOR FACTOR

 Individual:- Personality, education, intelligence and abilities, age, marital

status, orientation to work.

 Social factors:-Relationship with co-workers, group working and norms,

opportunities for interaction, informal relations etc.

 Organizational factors:- Nature and size, formal structure, personnel policies

and procedures, industrial relation, nature of work, technology and work

organization, supervision and styles of leadership, management systems, working

conditions.

 Environmental factors:-Economic, social, technical and governmental

influences.

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 Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of

circumstances but not necessarily in others. Some workers may be satisfied with certain

aspects of their work and dissatisfied with other aspects .Thus, overall degree of job

satisfaction may differ from person to person.

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IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job

satisfaction study importance can be understood by the answer of the following question

1) Is there room for improvement?

2) Who is relatively more dissatisfied?

3) What contributes to the employee satisfaction?

4) What are the effects of negative employee attitudes?

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Benefits of job satisfaction study
Job satisfaction surveys can produce

positive, neutral or negative results. If planned properly and administered, they will

usually produce a number of important benefits, such as-

1. It gives management an indication of general levels of satisfaction in a company.

Surveys also indicate specific areas of satisfaction or dissatisfaction as compared

to employee services and particular group of employee.

2. It leads to valuable communication brought by a job satisfaction survey.

Communication flow in all direction as people plan the survey, take it and discuss

the result. Upward communication is especially fruitful when employee are

encouraged to comment about what is on their minds instead of merely answering

questions about topics important to management.

3. as a survey is safety value, an emotional release. A chance to things gets off. The

survey is an intangible expression of management’s interest in employee welfare,

which gives employees a reason to feel better towards management.

4. Job satisfaction surveys are a useful way to determine certain training needs.

5. Job satisfaction surveys are useful for identifying problem that may arise,

comparing the response to several alternatives and encouraging manager to

modify their original plans. Follow up surveys allows management to evaluate the

actual response to a change and study its success or failure.

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Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and

produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and

enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and

occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-

development. To the worker, job satisfaction brings a pleasurable emotional state that often leads

to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,

and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and

committed to high quality performance. Increased productivity the quantity and quality of output

per hour worked seems to be a byproduct of improved quality of working life. It is important to

note that the literature on the relationship between job satisfaction and productivity is neither

conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not

give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a

temporary one, and as soon as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints

and grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked to a more healthy work force and has been found to

be a good indicator of longevity. And although only little correlation has been found between job

satisfaction and productivity, Brown (1996) notes that some employers have found that

satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus

protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my

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people, but leave my factories, and soon grass will grow on the factory floors. Take away

my factories, but leave my people, and soon we will have a new and better factory"

SATISFIED EMPLOYEE

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Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction?

Organizations can help to create job satisfaction by putting systems in place that will ensure that

workers are challenged and then rewarded for being successful. Organizations that aspire to

creating a work environment that enhances job satisfaction need to incorporate the following:

• Flexible work arrangements, possibly including telecommuting

• Training and other professional growth opportunities

• Interesting work that offers variety and challenge and allows the worker opportunities

to "put his or her signature" on the finished product

• Opportunities to use one's talents and to be creative

• Opportunities to take responsibility and direct one's own work

• A stable, secure work environment that includes job security/continuity

• An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members

• Flexible benefits, such as child-care and exercise facilities

• Up-to-date technology

• Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there

are many factors that affect job satisfaction and that what makes workers happy with their jobs

varies from one worker to another and from day to day. Apart from the factors mentioned above,

job satisfaction is also influenced by the employee's personal characteristics, the manager's

personal characteristics and management style, and the nature of the work itself. Managers who

68
want to maintain a high level of job satisfaction in the work force must try to understand the

needs of each member of the work force.

For example, when creating work teams, managers can enhance worker satisfaction by placing

people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers

can enhance job satisfaction by carefully matching workers with the type of work.

For example, a person who does not pay attention to detail would hardly make a good inspector,

and a shy worker is unlikely to be a good salesperson. As much as possible, managers should

match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate

steps to create a stimulating work environment. One such step is job enrichment. Job enrichment

is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job

enrichment usually includes increased responsibility, recognition, and opportunities for growth,

learning, and achievement. Large companies that have used job-enrichment programs to increase

employee motivation and job satisfaction.

Good management has the potential for creating high morale, high productivity, and a sense of

purpose and meaning for the organization and its employees. Empirical findings show that job

characteristics such as pay, promotional opportunity, task clarity and significance, and skills

utilization, as well as organizational characteristics such as commitment and relationship with

supervisors and co-workers, have significant effects on job satisfaction. These job characteristics

can be carefully managed to enhance job satisfaction.

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Of course, a worker who takes some responsibility for his or her job satisfaction will probably

find many more satisfying elements in the work environment. Everett (1995) suggests that

employees ask themselves the following questions:

• When have I come closest to expressing my full potential in a work situation?

• What did it look like?

• What aspects of the workplace were most supportive?

• What aspects of the work itself were most satisfying?

• What did I learn from that experience that could be applied to the present situation?

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Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her

own satisfaction and well-being on the job. The following suggestions can help a worker find

personal job satisfaction:

• Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and other

recognition.

• Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.

• Know more. Acquire new job-related knowledge that helps you to perform tasks

more efficiently and effectively. This will relieve boredom and often gets one noticed.

• Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased responsibilities and rewards.

• Develop teamwork and people skills. A large part of job success is the ability to work

well with others to get the job done.

• Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

• See the value in your work. Appreciating the significance of what one does can lead

to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a

vital role in job satisfaction.

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• Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

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Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful planning and effort both by

management and by workers. Managers are encouraged to consider such theories as

Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a

stimulating, challenging, supportive, and rewarding work environment is vital. Because of the

relative prominence of pay in the reward system, it is very important that salaries be tied to job

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

So, in essence, job satisfaction is a product of the events and conditions that people experience

on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her

promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly,

then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply

put, if the pleasures associated with one's job outweigh the pains, there is some level of job

satisfaction

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MODEL OF JOB SATISFACTION

74
THEORIES OF JOB SATISFACTION

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work (e.g. the degree of

autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/aren’t met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesn’t value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular

facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory]. It is a very

general theory that suggests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of one’s job. This approach

became a notable explanation of job satisfaction in light of evidence that job satisfaction

75
tends to be stable over time and across careers and jobs. Research also indicates that

identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there

are four Core Self-evaluations that determine one’s disposition towards job satisfaction:

self-esteem, general self-efficacy, locus of control, and neuroticism. This model states

that higher levels of self-esteem (the value one places on his/her self) and general self-

efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an

internallocus of control (believing one has control over her\his own life, as opposed to

outside forces having control) leads to higher job satisfaction. Finally, lower levels of

neuroticism lead to higher job satisfaction[].

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygiene

factors, respectively. An employee’s motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an inner force that drives

individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench,

p.133). Motivating factors are those aspects of the job that make people want to perform,

and provide people with satisfaction, for example achievement in work, recognition,

promotion opportunities. These motivating factors are considered to be intrinsic to the

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job, or the work carried out. Hygiene factors include aspects of the working environment

such as pay, company policies, supervisory practices, and other working conditions

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hack man & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological artifact.

Furthermore, the theory does not consider individual differences, conversely predicting

all employees will react in an identical manner to changes in motivating/hygiene factors.]

Finally, the model has been criticized in that it does not specify how motivating/hygiene

factors are to be measured.

According to Herzberg following factors acts as motivators:

• Achievement,

• Recognition,

• Advancement,

• Work itself,

• Possibility of growth, &

• Responsibility.

Hygiene factors are :

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• Company policy & administration,

• Technical supervision,

• Inter-personal relations with supervisors, peers & Subordinates,

• Salary.

• Job security,

• Personal life,

• Working Conditions, &

• Status.

Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what

he wants & the more he wants something or the more important it is to him, the more

satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs

may be need for personal achievement, social achievement & for influence.

a) Need for personal achievement :

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Desires for personal career development, improvement in one's own life standards, better

education & prospects for children & desire for improving one's own work performance.

b) Need for social achievement :

A drive for some kind of collective success is relation to some standards of excellence. It

is indexed in terms of desires to increase overall productivity, increased national

prosperity, better life community & safety for everyone.

c) Need for influence :

A desire to influence other people & surroundings environment. In the works situation, it

means to have power status & being important as reflected in initiative taking and

participation in decision making.

In summary, this theory tell us that job satisfaction is a function of, or is positively related

to the degree to which one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory :

It takes into account the point of view & opinions of the group to whom the individual

looks for the guidance. Such groups are defined as the 'reference-group' for the individual

in that they define the way in which he should look at the world and evaluate various

phenomena in the environment (including himself). It would be predicted, according to

this theory that if a job meets the interest, desires and requirements of a person's reference

group, he will like it & if it does not, he will not like it.

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A good example of this theory has been given by C.L. Hulin. He measures the effects of

community characteristics on job satisfaction of female clerical workers employed in 300

different catalogue order offices. He found that with job conditions held constant job

satisfaction was less among persons living in a well-to-do neighborhood than among

those whose neighborhood was poor. Hulin, thus provides strong evidence that such

frames of reference for evaluation may be provided by one's social groups and general

social environment.

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OBJECTIVE OF THE

STUDY

OBJECTIVES –

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The objective of the study is to find out the satisfaction level of employee in BHEL,
JAGDISHPUR.

• To find that whether the employees are satisfied or not.

• To analyse the company’s working environment.

• To check the Degree of satisfaction of employees.

• To find that they are satisfied with their job profile or not.

• To study the relationship between the personal factors of the Employee (Income,

Designation, Educational qualification, Gender, etc.,)

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RESEARCH METHODOLOGY

83
RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood has a

science of studying how research is done scientifically. In it we study the various steps that all

generally adopted by a researcher in studying his research problem along with the logic behind

them.

The scope of research methodology is wider than that of research method.

Meaning of Research

Research is defined as “a scientific & systematic search for pertinent information on a specific

topic”. Research is an art of scientific investigation. Research is a systemized effort to gain new

knowledge. It is a careful inquiry especially through search for new facts in any branch of

knowledge. The search for knowledge through objective and systematic method of finding

solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a

manner that aims to combine relevance to the research purpose with economy in procedure. In

fact, the research is design is the conceptual structure within which research is conducted; it

constitutes the blue print of the collection, measurement and analysis of the data. As search the

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design includes an outline of what the researcher will do from writing the hypothesis and its

operational implication to the final analysis of data.

The design is such studies must be rigid and not flexible and most focus attention on the

following 2;

Research Design can be categorized as:

TYPES OF RESEARCH
DESIGN

EXPLORATORY DESCRIPTIVE EXPERIMENTAL


RESEARCH & RESEARCH
DESIGN DIAGNOSTIC DESIGN
RESEARCH DESIGN

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out

new relationship. Research design is flexible enough to provide opportunity for considering

different aspects of problem under study. It helps in bringing into focus some inherent weakness

in enterprise regarding which in depth study can be conducted by management.

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DATA COLLECTION

For any study there must be data for analysis purpose. Without data there is no means of

study. Data collection plays an important role in any study. It can be collected from various

sources. I have collected the data from two sources which are given below:

1. Primary Data

• Personal Investigation

• Observation Method

• Information from correspondents

• Information from superiors of the organization

2. Secondary Data

• Published Sources such as Journals, Government Reports, Newspapers and

Magazines etc.

• Unpublished Sources such as Company Internal reports prepare by them given to

their analyst & trainees for investigation.

• Websites like NHPCINDIA official site, some other sites are also searched to find

data.

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Scope Of The Study

The scope of the study is very vital. Not only the Human Resource department can use the facts

and figures of the study but also the marketing and sales department can take benefits from the

findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees,tat they are satisfied or

not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts to plan

their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel

department can use the information to make efforts to avoid such complaints.

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Sample Size :-

Questionnaire is filled by 100 employees of BHEL IP JAGDISHPUR.

The questionnaire was filled in the office and vital information was collected which was then

subjects to:-

 A pilot survey was conducted before finalizing the questionnaire.

 Data collection was also done with the help of personal observation.

 After completion of survey the data was analyzed and conclusion was drawn.

 At the end all information was compiled to complete the project report.

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DATA ANALYSIS

&

INTERPRETATION

89
Table No: 1
Working hours are convenient for me
PERCENT
Strongly agree 34
Agree 32
Neither agree nor disagree 18

Disagree 13
Strongly disagree 3
TOTAL 100

CHART 1

100 strongly agree

80 agree

60 neither agree nor


disagree
40 disagree

20 strongly disagree

0 Total
PERCENT

Interpretation:
From the above chart and table it is clearly evident that 34% of the

respondents strongly agree that working hours are convenient from them

and 32% agree with that and 18% neither agree nor disagree and 13%

90
disagree with the working hours and 3% are strongly against working

hours.

Table No: 2
I'm happy with my work place

PERCENT
Strongly agree 30

91
Agree 39
Neither agree nor disagree 18
Disagree 8
Strongly disagree 5
100

Chart 2

Strongly agree
100

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0
percent Total

Interpretation:
From the above table it is clear that 30% respondents strongly agree and

39% respondents agree that they are happy with their work place only

13% disagreed and 18% have no idea towards their work place.

Table No: 3
I feel i have too much work to do

PERCENT
strongly agree 7
Agree 9
Neither agree nor disagree 25
Disagree 37

92
Strongly disagree 22
100
Chart 3

strongly agree
100

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree
0
PERCENT Total

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

high, 37% of the respondents disagreed with the question” I feel I have

too much work” and another 22% strongly disagreed, 18% admits they

have too much work and 23% have no idea towards this question.

Table No: 4
Safety measures provided by the company

PERCENT
strongly agree 28
Agree 31
Neither agree nor disagree 24
Disagree 11
Strongly disagree 6
TOTAL 100

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CHART 4

100 strongly agree

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0 Total
PERCENT

Interpretation:
From the above table it is evident that the safety measures

provided by the organizations are good as 28 and 31% of the respondents

agree with that and only 11& 6% disagreed and 24% neither agreed nor

disagreed.

TABLE NO. 5
My relationship with my supervisor is cordial

PERCENT
strongly agree 30
Agree 41
Neither agree nor disagree 16
Disagree 6
Strongly disagree 7
TOTAL 100

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CHART 5

100 strongly agree

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagre e

0 Total
PERCENT
Interpretation:
From the above table it is clear that relationship between

employees and their supervisors are cordial because 30% of respondents

strongly agreed to it and 41% agreed to it and only 13% disagreed and

16% of respondents have neither agreed nor disagreed.

TABLE NO 6

My supervisor is not partial

PERCENT
strongly agree 18
Agree 30
Neither agree nor disagree 15
Disagree 19
Strongly disagree 18
TOTAL 100

CHART 6

95
3-D Column 1
100

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is evident that the supervisors are not

partial to the employees as 18% strongly agreed and 30% agreed to the

question but 19% disagreed and 18% strongly disagreed this level is

quite high compared to other questions.

TABLE NO 7

My supervisor considers my idea too while taking decision

PERCENT
strongly agree 26
Agree 43
Neither agree nor disagree 26
Disagree 2
Strongly disagree 3
TOTAL 100

CHART 7

96
strongly agree
100

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is clear that 26 and 42% of the

respondents agree that supervisors consider their employees ideas also

and only 5% disagreed and 26% neither agreed nor disagreed.

TABLE NO 8

I'm satisfied with the support from my co-workers

PERCENT
strongly agree 21
Agree 47
Neither agree nor disagree 16
Disagree 9
Strongly disagree 7
TOTAL 100

CHART 8

97
strongly agree
100

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0
Total
PERCENT
Interpretation:
From the above table it is clear that relation with co-workers is

quite good as nearly 68% of the respondents agree that they are satisfied

with support from co-workers and only 15% disagreed and 16% have no

answer to this.

TABLE NO 9

People here have concern from one another and tend to help one another

PERCENT
strongly agree 26
Agree 41
Neither agree nor disagree 19
Disagree 9
Strongly disagree 5
TOTAL 100

CHART 9

98
strongly agree
100

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0
Total
PERCENT
Interpretation:
From the above table it is clear that in this organization people
have concern over each other as 26% strongly agreed and 41% agreed
and only 14% disagreed and 19% neither agreed nor disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities

PERCENT
strongly agree 26
Agree 20
Neither agree nor disagree 30
Disagree 15
Strongly disagree 9
TOTAL 100

CHART 10

99
100 strongly agree

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagre e

0 Total
PERCENT
Interpretation:
From the above table it is clear that 26% employees are strongly satisfied

with the refreshment facilities offered by the company as 15% of

respondents disagreed and 9% strongly disagreed and 30% neither

agreed nor disagreed and only 20% agreed.

TABLE NO 11

We are provided with the rest and lunch room and they are good

PERCENT
strongly agree 16
Agree 34
Neither agree nor disagree 22
Disagree 20
Strongly disagree 8
TOTAL 100
CHART 11

100
strongly agre e
100

80 Agree

60 ne ither agree nor


disagree
40 Disagree

20 strongly disagre e

0
PERCENT Total
Interpretation:
From the above table it is quite evident that 8% strongly

disagreed and 20% of the respondents disagreed and 22% neither agreed

nor disagreed and only 50% of the respondents are satisfied with the rest

and lunch room provided.

TABLE NO 12

The parking space for our vehicles are satisfactory

PERCENT
strongly agree 4
Agree 9
Neither agree nor disagree 24
Disagree 32
Strongly disagree 31
TOTAL 100
CHART 12

101
strongly agree
100
Agree
80

neither agree nor


60
disagree
40 Disagree

20 strongly disagree

0 Total
PERCENT
Interpretation:
From the above table it is clear that respondents are not satisfied

with the parking facilities provided by the company as 31% of

respondents strongly disagreed and 32% of respondents disagreed and

only 13% of respondents are satisfied with the parking facilities and 24%

have neither agreed nor disagreed.

Table no 13

I fell I'm paid a fair amount for the work i do


PERCENT
strongly agree 15
Agree 39
Neither agree nor disagree 25
Disagree 13
Strongly disagree 8
TOTAL 100
Chart 13

102
100 strongly agree

80 Agree

60 neither agre e nor


disagree
40 Disagree

20 strongly disagree

0 Total
percent
Interpretation:
From the above table it is evident that the respondents are

satisfied with their salary as 39% agree and 15% strongly agree. Only

`3% disagree and 8% strongly disagree, 25% neither agree nor disagree.

Table no 14

I'm satisfied with the chances for my promotion

103
PERCENT
strongly agree 27
Agree 43
Neither agree nor disagree 13
Disagree 9
Strongly disagree 8
TOTAL 100

Chart 14

100 strongly agree

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0 Total
percent

Interpretation:
From the above table it is quite clear that employees are satisfied

with their chances for promotion as 43% agree and 27% strongly agree.

Only 9% disagree and 8% strongly disagree, 13% neither agree nor

104
disagree.

Table no 15

I'm satisfied with the allowances provided by the organization


PERCENT
strongly agree 19
Agree 42
Neither agree nor disagree 21
Disagree 11
Strongly disagree 7
TOTAL 100

Chart 15

100 strongly agree

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0 Total
Frequency

Interpretation:
From the above table it is clear that the employees are satisfied

with the allowances and other benefits provided by the organization as

42% agree and 19% strongly agree. Only 11% disagree and 7% strongly

disagree, 21% neither agree nor disagree.

105
TABLE NO 16

I feel my boss motivate me to achieve the organizational goals

PERCENT
strongly agree 11
Agree 33
Neither agree nor disagree 25
Disagree 22
Strongly disagree 9
TOTAL 100

CHART 16

106
100 strongly agree

80 Agree

60 neither agree nor


disagree
40 Disagree

20 strongly disagree

0 Total
PERCE3NT
Interpretation:

From the above table it is evident that employees boss are

motivating to achieve organizational goals as 33% agree and 11%

strongly agree. 22% disagree this is quite high compared to other factors

and 9% strongly disagree and 25% neither agree nor disagree.

TABLE NO 17

107
My supervisor motivates me to increase my efficiency at times when i'm not

PERCENT
strongly agree 18
Agree 44
Neither agree nor disagree 18
Disagree 13
Strongly disagree 7
TOTAL 100

CHART 17

100 strongly agree

80 Agree

60 ne ither agre e nor


disagree
40 Disagree

20 strongly disagree

0 Total
PERCENT

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

the employee when he is unproductive and help him to be productive as

44% agree and 18% strongly agree. Only 7% strongly disagree and 7%

108
disagree, 18% neither agree nor disagree.

TABLE NO 18

I feel that my job has little impact on the success of the company

PERCENT
strongly agree 35
Agree 40
Neither agree nor disagree 10
Disagree 9
Strongly disagree 6
TOTAL 100

Chart 18

100 strongly agree

80 Agree

60 ne ither agre e nor


disagree
40 Disagree

20 strongly disagree

0 Total
PERCENT
Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the
success of a company, 9% respondent disagree from the statement and 6% respondent
strongly disagree from the question.

Table no 19
Overall I'm satisfied with my job

109
PERCENT
strongly agree 28
Agree 35
Neither agree nor disagree 20
Disagree 12
Strongly disagree 5
TOTAL 100

Chart 19

strongly agre e
100

80 Agree

60 ne ither agree nor


disagree
40 Disagree

20 strongly disagre e

0
percent Total

Interpretation:

From the above table it is evident that Overall satisfactions of the

respondents are good as 35% agree and 28% strongly agree. Only 5%

strongly disagree and 12% disagree and 20% neither agree nor disagree.

110
FINDINGS

From the study, the researcher has come to know that most of the respondents have job

satisfaction; the management has taken the best efforts to maintain cordial relationship

with the employees. Due to the working conditions prevailing in this company, job

satisfaction of each respondent seems to be the maximum. From the study, I have come

111
to know that most of the employees were satisfied with the welfare measures provided by

BHEL. The employees of BHEL get more benefits compare to other companies.

 The respondents are satisfied with the environment and nature of work

factors .

 The respondent’s relationship with the superiors and colleagues are quite

good .

 The Respondents are not provided with proper welfare facilities.

 The communication and motivation of employees by their superiors in

this organization is reasonable.

 The Pay and promotion activities in this organization is also good .

 The Respondents are overall satisfied with their job

 The Parking facilities provided by the organization are not good that’s

why most respondents disagree with this question.

 The refreshment facilities are also need to be improved

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SUGGESTION AND RECAMANDATION

In the organization most of employees are satisfied with all the facilities provided by

company. But there are some employees also who are not satisfied with the company.

Management should try to convert unsatisfied employees in to satisfied employees.

113
Because if employee is not satisfied than the he is not able to give his 100% to his work

and the productivity of employee decrease. So management should try to satisfied his

employees because employees are the assets of the company not a liabilities.

LIMITATIONS OF THE STUDY


Limitation are as follows-

 Data collected is based on questionnaire.

 The number of employees in BHEL,IP JAGDISHPUR is more, so sample size is

limited by 100.

 The information collected by the observation method is very limited.

114
 The result would be varying according to the individuals as well as time.

 Some respondents hesitated to give the actual situation; they feared that management

would take any action against them

 The findings and conclusions are based on knowledge and experience of the

respondents sometime may subject to bias.

BIBLIOGRAPHY

BOOKS:

 Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill

Publication Company Ltd.

115
 Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth

edition.

 Kothari C.R., Research Methodology, New Delhi; New Age International

Publication, second edition.

Web-Site:-

www.bhel.com

www.google.com

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ANNEXURE

Questionnaire

“A study on Job Satisfaction of Employees in BHEL, IP JAGDISHPUR


1. Name: …………………………………………………………………………………

2. Age: ………………

117
3. Gender: Male
Female
4. Designation……………..

Ques1- Working hours are convenient for me-


1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree

Ques2- I am happy with my work place-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques3- I feel I have too much work to do-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques4- Safety measures provided by the company are good-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques5- My relationship with my supervisor is cordial-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques6- My supervisor is not partial-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques7- My supervisor consider my ideas while taking decision-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques8- I am satisfied with the support from my coworkers-


1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques9- People here have concern from one another and tend to help-
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

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Ques10- I am satisfied with the refreshment facility-
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques11- We are provided with the rest and lunch room and they are good-
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques12- The parking spaces for vehicles are satisfactory-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques13- I feel I am paid a fair amount for the work I do-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques14- I am satisfied with the chances for my promotion-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques15- I am satisfied with the allowances provided by the organization-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques16- I feel my boss motivate me to achieve the organizational goals-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques17- My supervisor motivate me to increase my efficiency at a time when I am not-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques18- I feel my job little impact on the success of the company-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques19- Overall I am satisfied with my present job-


1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

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120