INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT
Introduction - Human resource management (HRM) is a relatively modern
label for the range of themes and practices involved in managing people. It is
defined and described in a variety of (sometimes contradictory) ways.

This excerpt from Human Resource Management in a Business Context

introduces the concept of human resource management. It outlines HRM as a
philosophy of people management and provides a framework for its role within the
business context.
People management - Human resource management has not 'come out of
nowhere'. HRM has absorbed ideas and techniques from a number of areas. In
effect, it is a synthesis of themes and concepts drawn from over a century of
management theory and social science research.
Another excerpt from Human Resource Management in a Business Context
provides an overview of several of the most influential themes and concepts
This article at the bestbooks.biz site looks at the most recent influences on
the importance of HRM: Why is HRM increasingly important?
Management thinking - Like fashions in hairstyle and clothing, management
ideas come and go. However, a consistent theme has prevailed for over twenty
years: the most successful organizations make the most effective use of their people
- their human resources.
This excerpt from Human Resource Management in a Business Context
outlines some of the major management ideas. Personnel management - The
renewed emphasis on the importance of human resources in the 1980s and 90s drew
attention to the way in which people management was organized. Specifically, this
meant a critical review of the functions of personnel management.
Personnel management has been a recognized function in the USA since
NCR opened a personnel office in the 1890s. In other countries the function arrived
more slowly and came through a variety of routes. This excerpt from Human
Resource Management in a Business Context looks at Personnel Management from
a historical perspective.

1
SPECIALIST PERSONNEL FUNCTIONS
• Recruitment - advertising for new employees and liaising with employment
agencies.
• Selection - determining the best candidates from those who apply, arranging
interviews, tests, references.
• Promotion - running similar selection procedures to determine progression
within the organization.
• Pay - a minor or major role in pay negotiation, determination and
administration.
• Performance assessment - co-ordinating staff appraisal and counselling
systems to evaluate individual employee performance.
• Grading structures - as a basis for pay or development, comparing the
relative difficulty and importance of functions.
• Training and development - co-ordinating or delivering programmes to fit
people for the roles required by the organisation now and in the future.
• Welfare - providing or liaising with specialists in a staff care or counselling
role for people with personal or domestic problems affecting their work.
• Communication - providing an internal information service, perhaps in the
form of staff newspapers or magazines, handouts, booklets, videos.
• Employee Relations - handling disputes, grievances and industrial action,
often dealing with unions or staff representatives.
• Dismissal - on an individual basis as a result of failure to meet requirements
or as part of a redundancy, downsizing or closure exercise, perhaps
involving large numbers of people.
• Personnel administration - record-keeping and monitoring of legislative
requirements related to equal opportunities and possibly pensions and tax.

2
CHAPTER-1
INTRODUCTION

3
4
 INTRODUCTION

The term job satisfaction was brought to lime light by Hoppock

(1935). Job satisfaction is a combination of psychological, physiological and
environment circumstances that causes a person to say, "I am satisfied with
my job".

The father of scientific management, Taylor's (1911) approach to job

satisfaction was based on a most pragmatic and essentially pessimistic
philosophy that man is motivated by money alone. That the workers are
essentially ‘‘stupid and phlegmatic’’ and that they would be satisfied with
work if they get higher economic return from it. Over the years; we have
moved away from Taylor's solely monetary approach to a more humanistic
orientation.

Such a description indicates the variety of variables that influences

the satisfactions of the individuals but tell us nothing about the nature of job
satisfaction.

5
 JOB SATISFACTION - A CONCEPTUAL WORK

DEFINITION:

Locke defines job satisfaction as a pleasurable or positive emotional state

resulting from the appraisal of one's job or job experiences. To the extent that a
persons job fulfils his dominant need and is consistent with his expectations and
values, the job will be satisfying.

One way to define job satisfaction has the end state of feeling.

The word end emphasizes the fact that the feeling is experienced after a task
is accomplished or an activity has taken place whether it is highly individualistic
effort of writing a book or a collective endeavor of constructing a dam. These
tasks/activities may be easily observable of could be experienced. But in all cases,
they satisfy a certain need.

ASPECTS OF JOB SATISFACTION

The three important aspects of job satisfaction are:

Firstly, job satisfaction is a function of values, defined as "what a person

consciously or unconsciously desires to obtain".

One person may value high pay above all else: another may value the
opportunity to travel: another may value staying within a specific geographic
region.

6
 The third important aspect of job satisfaction is perception. It is one's
perception of one's present situation relative to one's values that matters.

Aspects of work behavior and personal characteristic playa vital role

in deciding the satisfaction of the employee in his/her job.

JOB SATISFACTION AND WORK BEHAVIOR:

Generally, the level of job satisfaction seems to have some relation

with various aspects of work behavior like absentation, adjustment, accidents,
productivity and union affiliation. Although several studies have shown
varying degrees of relationship between them and some job satisfaction, it is
not quite clear whether these relationships are correlative or casual. In other
words, is job satisfaction a cause of these aspects of work behavior or
whether work behavior causes satisfaction? Most studies have used a
correlative design to examine the relationship depending upon the nature of
relationship varying depending upon the nature of the aspect of job behavior.

JOB SATISFACTION AND PERSONAL CHARACTERISTICS:

When a person comes to work, he brings with his total personality, his
attitudes, likes and dislikes, his personal characteristics and these, in turn,
influence the satisfaction he derives from his work. As work is one of the
necessary aspects of the total life experience of an individual, it becomes
important to examine how his personal characteristics influence his job
satisfaction. Personal characteristics here refer to such bio-social variables as
age, martial status, education, length of service, and income, etc.

7
 THEORIES OF JOB SATISFACTION

Researchers have theorized job satisfaction in several ways. The 3

major theories of job satisfaction viz.,

1. Need - fulfillment theory,

2 Social reference - group theory and

3. Equity theory.

Need - fulfillment theory

Under the Need - fulfillment theory it is believed that a person is

satisfied if he gets what he wants and the more he wants something or the
more important it is to him, the more satisfied he is when he gets it and the
more dissatisfied he is when he does not get it.

Social reference - group theory

The social reference - group theory is similar to need - fulfillment

theory expect that it takes into account not the desires, needs and interests of
the individual, but rather the point of view and opinions of the group to
whom the individual looks for 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 him). It would be
predicted, according to this theory, that if a job meets the interests, desires
and requirements of a person's reference group, he will like it and if it does
not, he will not like it.

8
Equitv Theory

Equity theory developed by Adam (1963) provides yet another theory

of job satisfaction. This approach advocates that a person compares the ratio
of his outcomes over inputs to the ratio of some comparison object. If the two
ratios are equal, satisfaction results otherwise dissatisfaction results.

A MODEL OF DETERMINANTS OF FACETS OF JOB SATISFACTION:

Edward E. Lawler in 1973 proposed a mode of facet satisfaction,

which explains the determination. This model is applicable to understanding -
what determines a person's satisfaction with any facet of the job.

The model presented in the figure assumes that the same

psychological processes operate to determine satisfaction with job factors
ranging from pay to supervision and satisfaction as the difference between
"Perceived amount that a person feels he should receive" and "what he
perceives that he actually receives".

9
 Skill
Experience
Training Perceived
Effect Amount
Age Perceived
Personal job That should be
Seniority Received (a)
inputs
Education
Company
Loyally
Past Perceived Inputs
Performance and a b
Present Outcomes of Satisfaction
Performance Refared others a>b
Dissatisfaction
a>b
Level
Difficulty
Time span Perceived job
Amount of Characteristics

responsibility

Perceived outcomes
Of referent others
Perceived
Amount
Received
(b)
Actual out comes
received

FIGURE - MODEL OF DETERMINANTS OF FACETS OF JOB

SATISFACTION

10
 Secondly, this model indicates that when the person's perception of
what his outcome level is and his perception of what his outcome level
should be are in arrangement, the person will be satisfied.

Thus for any job factor, the assumption is that satisfaction with the
factor will be determined by the difference between how much of the factor
there is and how much of the factor of the person feels there should be.

MEASUREMENT OF JOB SATISFACTION:

Measurement of job satisfaction has come to acquire the same fa e as

the measurement of intelligence. Since there is no agreement on a specific
definition, generally questionnaires are developed to measure satisfaction
with various aspects of work and the resultant behavior or score is called job
satisfaction. Today, as intelligence is defined as what is measured by job
satisfaction questionnaire.

Perhaps, the earliest of all the known scales of measuring job

satisfaction is that by Hoppock (1935), he developed essentially 4 items, each
one with seven alternative responses. If a person chooses the "least satisfied"
alternative for each item, other alternatives represent a 100 point addition to
the previous alternatives.

Thus, if a person chooses first alternative or all four items his total
score is 400. The maximum total possible is 2800 provided all four seven
alternatives are chosen. But Hoppock takes the average of the four items
(range 100 - 700) for developing the satisfaction index by Hoppock is
generally not used now but its variations can be spotted' in the literature.

11
 Hoppock's index is perhaps, the only direct measure of job
satisfaction. Others (and there are quite a lot) have indexed job satisfaction in
terms of the responses to a variety of questions, which deal with factors that
are directly or indirectly connected with jobs. These responses are usually
measured on a variety of scales ranging from yes - no to 7 - point or 5 pints
agree - disagree type of scales.

12
CHAPTER-2

13
 ORGANIZATION PROFILE

Energy is an important parameter in the overall economic

development activity of any Country. It has become synonymous with the
progress in all fields of activities. It's standard of living in the words of
DAGLI, is as follows "it is said that is that behind has elbow the Indian
farmer has almost nothing while his American counterpart has thousands of
horse power. Thus, it is energy, which is the dividing line between any
subsistence economy and a highly developed economy. India is poor and
America is rich because America consumes nearly 50 times as much energy
as is consumed by India. Energy is at the heart of the modern industrial
society. It could also be an effective weapon in the battle against object
poverty"

There is a close correlation between energy consumption and level of

economic development. Energy means "capacity of doing work". There are
various sources of energy but in India the important sources are coal,
hydroelectricity, oil and natural gas, nuclear fuels, fire wood and animal
wastes. Despite the development of various sources in the energy sector, the
fact still remains that low cast energy sources like fire wood, cattle dung and
vegetable wastes account for as much as 45 percent of energy consumption
in the country.

Power development in India began in 1897 when a 200 KW hydro

station was first commissioned at DARJEELING. In 1899, a first steam
station was set-up in Calcutta with a total of 100kW. There after, a series of
hydro and steam power station.

14
were commissioned. But the power development was not in a systematic and
planned manner in the economy. Therefore, in order to achieve the objective
of promoting the coordination development and rationalization of generation,
transmission and distribution of electricity on a regional basis throughout the
country in the most efficient and economic way, the state electricity board
(SEBs) was constituted in the various states of the country, under the
provisions of the electricity (supply) act 1948. These SEBs, were to enjoy the
monopoly in respect of generation, transmission and distribution of electricity
in the country. After constitution of SEBs, there was phenomenal
improvement in the development of installed capacity and power generation.
The efficiency of working of power plant and their maintenance have been
unsatisfactory as a result of which the power generating capacity already
created could not have been fully utilized.

Power is the single factor, which changed the way of living. The
National Thermal Power Corporation Limited, established in November in
1975, has become the most important infrastructure input for improving the
standard of living to meet the growing demand and to fulfill the needs of the
country. Just in 29 years this company has grown to be the largest producer
of power in the country. NTPC the NAVARATNA power giant today
generates one fourth of the total power in the country and it is ranked 9th
largest thermal power generating utility in the world.

Keeping the significance of power supply in sight, NTPC has been

chosen for the , purpose of the study as it has many units under its control.
Ramagundam Super Thermal Power Station (RSTPS) has been selected for
the study.

15
BRIEF HISTORY OF NTPC:

Power-The single factor which changed the way in which man lived
for millions of - years, has become the most important infrastructure input for
improving the standard of living both directly as well as indirectly by way of
contributing in the economic development to make available to the nation
reliable & quality power in increasingly large quantities. NATIONAL
THERMAL POWER CORPORATION LTD, was formed in 1975, NTPC
Ramagundam unit with approved capacity of 260MW and installed capacity
of 21 OOMW is the largest Thermal Power plant powering South India'
growth. Ramagundam unit of NTPC, credited with first ISP 14001 certified
Super Thermal Power Station in our country.

NTPC a front runner in the Indian Power sector in one of the larges &
the best power utilities of the world, there by contributing of India's
emergence as one of the world's leading economies. The world bank, in its
performance audit report on NTPC's projects observed that:

"NTPC record in plant construction, cost containment & operating

efficiency has been
exceptional, while as a institution it has broken new ground in Organization
& Management, successfully navigated the transition from constructions to
operating company & generally coped quite well with the problems of rapid
expansion".

Two corporations The National Hydro Electric Power Corporation

(NHPC) & National thermal Power Corporation (NTPC) were set in 1975
-76 in the center sector as a step to achieve the objectives. The company
started functioning in March 1976 with the appointment of a chairman &
Managing Director.

16
LOCATION:

The 2100 MW Ramagundam Super Thermal Project is located in

Karimnagar District of Andhra Pradesh to the South of river Godavari. The
project is linked to the south Godavari Coal field or the Singareni Collieries.

NTPC ACTIVITIES:

1. Planning & Investigation of new sites, preparation of feasibility

prospect report & the designing as well as engineering of power
station.

2. NTPC also manages the 720 MW Badarpur Thermal Power Station in

Delhi & 270 MW BALCO Captive power plant (M.P)

3. Operation & Maintenance of Power Stations.

4. Research & development in area related to power generation

5. NTPC also bagged a turnkey contract for the construction of21 Sub -
stations from Nepal electricity authority.

6. The R &D using of NT PC has been instrumental in enhancing the

reliability of plant & equipment.

17
OBJECTIVES OF NTPC:

1. To add generating capacity with in prescribed time & cost. To operate

arid maintain power stations at high availability ensuring minimum
cost of generation. It has planned massive growth to make itself a
40,000 MW company.
2. To maintain the financial soundness of the company by managing the
financial operations in accordance with good commercial utility
practices.
3. To function as a responsible corporate citizen & discharge social
responsibility, in respect of environment protection and rehabilitation.
The corporation will strive to utilize the ash produced at its stations to
the maximum extent possible through production of ash bricks,
building materials etc.
4. To adopt appropriate human resources development policy leading to
creation of team of motivated and competent power professionals. To
introduce, assimilate and attain self - sufficiency in technology,
acquire expertise in utility mgt. Practices and to disseminate
knowledge essentially as a contribution to other constituents of the
power sector in the country.
5. To develop R&D for achieving improved plant reliability
6. To expand the consultancy operations & to participate in ventures
abroad.

18
CORPORATE OBJECTIVES

1. To add generating capacity with in prescribed time & cost.

2. To expand the constancy operations & to participate ventures aboard.
3. To maintain the financial soundness of the company by m aging the
financial operations in accordance with good commercial utility.

4. To operate and maintain power stations at high availability ensuring

minimum Cost of generation.
5. To development (R&D) fro achieving improved plant reliability.
6. To develop appropriate commercial policy leading to remunerative
tariffs & minimum receivables.
7. Implement strategic diversification in the areas of R&M. Hydro. LNG
and Non conventional and eco-friendly fuels and explore new areas
like transmission information technology etc.
8. Promote consultancy.
9. Make prudent acquisitions. Continuously develop competent human
resources to match world standards.
10. Be a responsible corporate citizen with thrust on environment
protection rehabilitation and ash utilization.

VISION OF NTPC:

‘‘TO BE ONE OF THE WORLD'S LARGEST AND BEST POWER

UTILITIES. POWER INDIA'S GROWTH’’

19
MISSION OF NTPC:

► Make available reliable, quality power in increasingly large quantities

at appropriate tariffs, and ensure timely realization of revenues.
► speedily plan and implement power projects, with contemporary
technologies.
► Implement strategic diversifications in the areas of R & M. Hydro.
LNG and Non conventional and Eco-friendly fuels and explore new
areas like transmission, information technology etc.
► Promote consultancy and make prudent acquisitions.
► continuously develop competent human resources to match world
standards.
► Be a responsible corporate citizen with thrust on environment
protection rehabilitation and ash utilization.

CORE VALUES OF NTPC:- (BECOMIT)

Business Ethics
Customer Focus
Organizational Pride.
Mutual Respect and Trust.
Initiative and Speed.
Total Quality.

20
 VISION OF NTPC:

‘‘A World Class integrated Power, Powering India's Growth With

Increasing Global’’

CORPORATE MISSION:

‘‘Develop and Provide Reliable Power, Related Products And Service At

Competitive Prices, Integrated Multiple Energy Sources With Innovation
And Eco Friendly Technologies And Contribute To Society’’.

21
NTPC POWER PROJECTS:

NTPC has 12 coal base super thermal power projects at Singrauli. Korba,
Ramagundam, Farakkia, Kahalgoan, Dadri. Vindhyachal. Richand, Telecher
kaniha. Unchaher, and Talccher TPS, out of these Singrauli, Korba and
Ramagundam have achieved their approved capacity. NTPC has 5 gas based
power stations.

CAPACITY OF NTPC PROJECTS:

Projects Capacity Project Capacity

(Gas based)
(Coal based) (MW) (MW)
,
Singrauli (UP) 2000 Auraiya (UP) 652
Korba (MP) 2100 Gandhar (GUJ) 648

Ramagundam (AP) 2600 Kayamkulam 400

Farakka (WB) 1600 Kawas (GUJ) 645 .

Vidhychal (MP) 2260 Anta (RAJ) 413

Rihand (UP) 1000

Kahalgoaqn (Bili) 840

Talcher Kaniha 1000

Dadri (UP) 1657

Badarpur 705

Unchahar (UP) 804

Talchar TPS (ORl) 406

Total 16972 2758

22
 DISTRIBUTION OF POWER OF NTPC RAMAGUNDAM

S.No State Distributed Percentage

Capacity (MW) (%)

1. Andhra Pradesh
2. Tamil Nadu 470 22.381

3. Karnataka 345 16.429

4. Kerala 245 11.667

5. Goa 100 4.762

6. Pondicherry 50 2.381

7. Unallocated 310 14.762

PERFORMANCES:

FINANCIAL PERFORMANCE:

NTPC recorded a provisional turnover of Rs.30000 crores during

2004-05 as against Rs.25184 crores during 2003-04. The provisional net
profit after tax for 2003-04 is Rs.4905 crores, as compared to Rs.5500
CRORES LAST YEAR. The provisional Return on Capital Employed
(RACE) and Return on Net worth (RONW) are 12.31 % and 14.13%
respectively for the year 2004-05. An interim dividend ofRs.400 Crores has
been paid to the Government for 2003-04.
The total out standings as on 31.10.2005 stood at Rs 26078.96 crores
including a principal amount ofRs.16049.55 crores.

23
OPERATIONAL PERFORMANCE:

With 19.44% share of the total installed capacity in the country. NTPC
contributed 26.51 % of electricity generated in the country. NTPC
contributed over 46% of the total increase in the country's power generation
during the year.

PRESTIGIOUS AWARDS WON BY NTPC INCLUDE:

► Accolades for Excellence

► Ernst & Toung Entrepreneur of the year Award under the 'manager'
category for the year 2005 to Shri C.PJain, CMD, NTPC.
► NTPC is the only organization to bag the prestigious project management
Award for the year 2005 from international project management
Association (IPMA) for its Simhadri project (l00MW)
► Ranked among top five in the "best employers", best companies and great
place to work for in India surveys conducted by Hewitt Associates-
CNBC -TV18, Grow Talent Business world and business Today-Mercer-
TNS Study.
► NCPEDP shell Helen Keller Award for undertaking massive efforts for
employment of disabled people.
► Ten power stations received ministry of power National Award for
outstanding performance.
► US Environmental Protection agency's ‘‘2003 Climate Protection
Award’’.
► SCOPE Award for excellence and Outstanding Contribution to the
Public Sector Management-Institutional category 2000-01.
► CII Award for Excellence in Infrastructure 2002.
► TERI'S CORE- BCSD Corporate Social Responsibility Award.

24
► N.T.P.C has been ranked as the third best employer among 220 major
companies in India by "Business Today- Hewitt Associate Best
Employer Survey - 2003".
► N.T.P.C -CENPEEP received world elimate technology award-2002 in
recognition of institute's achievements in furthering the goal of
Climate Technology Initiative.
► N.T.P.C was the recipient of National Award for the welfare of
persons with disabilities in the best employer category instituted by
Ministry of Social Justice and Empowerment conferred by honorable
president of lndia.
► N.T.P.C also bagged the Golden Peacock Award for "Corporate Social
Responsibility" for the yea5r 2003. instituted by the Institute Of
Directors and Meritorious Productivity Awards of Ministry of
Power, Government of India (2002-03).
► Rmagundam Project received National Safety Council of India's
Safety Award ‘‘PRASHNSA PATRA’’ for developing and safety and
health management systems and achieving meritorious achievement in
safety performance for the year 2001.
► N.T.P.C. has won second prize in safety awards among all the other
projects N.T.P.C
► N.T.P.C. Ramgundam has achieved first place in Raja- Bhasha Award
in the year 2003.
► Best management award by Government of A.P. for the year of 2005
in the area of Industrial Relations Welfare and Productivity.
► CEA
Central Electricity Authority award for highest production in year
2004-2005.

25
NTPC ORGANIZATION AND FUNCTIONS:

The organizations design is one of the main factors, which ultimate y

determines the effectiveness of enterprises.

The board of directors is the supreme policy making body, which give
the direction to the activities of the organization. The head of this board is the
chairman & managing director who is also the full time chief executive of the
company. The members of this board are both full-time directors as well as
senior level officers.

The basic divisions, which are accountable to CMD. Are:

1. Technical and Engineering division.

2. Corporate Commercial division.

3. Operation Services division.

4. Corporate Finance division.

5. Corporate Human resources division.

6. Corporate Projects Division.

7. Vigilance division

26
TOTAL QUALITY MANAGEMENT (TQM)

5’S Technique for continual improvement.

SEIRI:
Sorting out systematically for wanted and unwanted things.
SEITION:
Proper arrangement (A place for everything, everything has a place)
SEISO:
Clean House- keeping
SEIKETSU:
Regular/standardized religious practice of SEIR, SEITION AND
SEISO
SIUTSUKE:
Discipline and adherence to the set procedures.

HR VISION:
‘‘TO ENABLE OUR PEOPLE TO BE A F AMIL Y OF COMMITTED
WORLD CLASS PROGESSE\IONALS, MAKING NTPC A LEARNING
ORGANIZATION’’

27
 COMPANY AT GLANCE

Installed Capacity : 2600MW

Unit Sizes : 3X200MW
4X500MW
Units Commissioned : Unit- I October, 1983
Unit- II May, 1984
Unit- III December, 1984
Unit- IV June, 1988
Unit- V March, 1989
Unit- VI October, 1989
Unit- VII November 2000
Transmission System : 2400 Kms -400kv
Source of Coal : South Godavgari Coal of
fields of Singareni Colleries
Water Sources : Sriram Sagar Project
Beneficiary States : Andhra Prades, Tamilnadu,
Karnataka, Kerala, Goa and
Pondicherry.
Approved investment : Rs. 3877.68 crores
Coal Consumption : 8.6 million tones per annum
Water Consumption : 250 cusec
Coal Transportation : Merry-or-round system of
22.4 kms.
Total Land 10,000 acres.

28
To cater to the growing demand for power the seventh unit of 500MW is
being added. The station has the required infrastructure facilities and the
commitment of the employees. The project after completion will be the
largest power station supplying power to tile Southern Grid. The Honourable
Union Minister of the Power Shri Suresh Prabu in presence of Shri
N.Chandra Babu Naidu, Hnourable Chief Minister of Andhra Pradesh laid the
foundation on 11th January, 2002. The implementation commenced on 22nd
August, 2001 and is expected to be completed within 39 months.

29
CHAPTER-3

30
 RESEARCH METHODOLOGY

This project ‘‘Job Satisfaction’’ is done at NTPC, Ramagundam, and

both primary and secondary data are used for the purpose of the study.

PRIMARY DATA

The data regarding the topic "Job Satisfaction" for workmen,

Supervisors and executives of the organization is collected by conducting
survey using questionnaires of sample size 93. Out of which 53 are Non-
executives and 40 are Executives. A series of discussions were made with the
Senior Manager, HR and also with HR Executives and then the information is
gathered.

SECONDARY DATA

The secondary data, about establishment, location, etc were collected

from the Manuals, Reports, and Information broachers issued by the
company.

NEED FOR STUDY

Employee satisfaction is of great significance for the effective

functioning of any organization. The topic ‘‘Job Satisfaction’’ is undertaken
to find out what is the level of satisfaction the employees of the organization
are obtaining from the job they are doing.

Data thus collected through primary and secondary sources is

processed, analyzed and presented in a systematic manner.

31
 5 - Point scale is used which include the options strongly agree, agree,
neither agree nor disagree, disagree, strongly disagree. However the ratios,
percentages, and bar diagrams are employed to prove the realities of the
study.

OBJECTIVES:
The following are the objectives of the study undertaken:
► To measure the overall Job Satisfaction of employees.
► To find out what are the various facets influencing the overall job
satisfaction.
► To study what are various incentives that the organization is providing
to their employees.
► To evaluate the level of satisfaction of the employees.

SCOPE:
Scope of the study is confined to the facts and incentives of the
organization which are motivating the employees to stay with the
organization. TO find out what aspects are satisfied and dissatisfied by the
employees of the organization and the difference in the satisfaction level of
Executives and Non-executives.

LIMITATIONS:
♦ The study is dependent mostly on the primary data collected from the
Senior Manager of HR department of NT PC.
♦ The findings and suggestions are drawn based on the responses of the
questionnaire made and the data provided by the company.
♦ Only 5% of the organization is taken into consideration while the
survey is conducted.
♦ Only some of the departments are taken into consideration.

32
CHAPTERIZATION SCHEME:
In view of the stated objectives of the study, the study was organized in to
5 sections.

CHAPTER -1:
Job Satisfaction - a conceptual frame work contains theories, definitions,
aspects of Job Satisfaction, measurements for Job Satisfaction.

CHAPTER -2:
This chapter deals with NTPC Profile.

CHAPTER -3:
Titled as "Introduction" presents sources of data, methodology, need for the
study, objectives of the study, scope need for the study, scope and limitation.

CHAPTER -4:
This chapter deals with Job Satisfaction at NTPC, contains various aspects
which are responsible for the satisfaction of the employees.

CHAPTER -5:
This chapter contains data analysis and interpretation, using tables and bar
charts.

CHAPTER -6:
It contains findings, suggestions and conclusions which are drawn from the
study.
Bibliography deals with books which were referred for the benefits of the
study.

33
CHAPTER-4

34
 JOB SATISFACTION AT NTPC

Job Satisfaction at NTPC is satisfactory. The various satisfactory

aspects can be divided into two types.

1. Monetary and
2. Non-monetary.

Under monetary we can divide as pay scale, allowances and various

benefits. Under Non-monetary we can divide as appraisal system, reward
system and other incentive schemes.

SCALES OF PAY

(A) EXECUTIVES

GRADE SCALE OF PAY (Rs.)

E-l 10750 - 16750
E-2 11225 - 17250
E-2(A) 12000 - 17500
E-3 13750 - 18700
E-4 16000 - 20800
E-5 17500 - 22300
E-6 18500 - 23900
E-7 19000 - 24750
E-7(A) 19550 - 25600
E-8 20500 - 26500
E-9 23750 - 28550

(B) SUPERVISORS

GRADE SCALE OF PAY (Rs.)

S-1 7300 - 12660

S-2 7900 - 13700
S-3 8600 - 14920
S-4 9300 - 15590
SG 10000 - 16000

35
(C) WORKMEN

GRADE SCALES OF PAY (Rs.)

W-o 3750 - 5450
W-l 4400 - 8430
W-2 4700 - 9010
W-3 5000 - 9590
W-4 5400 - 10350
W-5 5800 - 10790
W-6 6200 - 11200
W-7 6700 - 11750
W-8 7300 - 12660
W-9 7900 - 13700
W-I0 8600 - 14920
W-ll 9300 - 15590
SG 10000 - 16000

♦ The workmen in W -0 grade shall be considered promotion to the next

grade i.e. W -after completion of 1 0 years of continuous service in the
grade of W -0.

♦ Any other terms and conditions of service of W-O, as may be decided

by Management from time to time shall be applicable to this grade.

THE RATE OF INCREMENT:

SI.No. Grade Rate of Increment (%)

1. W-o 2.5

2. WI - W7 3

3. Supervisors/W8 - W 11 3.5

4. Executives/selection Grade 4

...

36
ALLOWANCES:

CITY COMPENSATORY ALLOWANCE:

CCA will be paid as per the following rates, w.e.f. 01-08-1997 based on the
revised classification of cities as announced by the Government of India:

(Amount - Rs. Per month)

BPIMonth (Rs.) A-I City ACi B-1 City B-2 Ci
4001-5250 125 95 65 35
5251-6499 200 150 100 65
6500-above 300 240 180 120

However, in case of any employee if the revised amount becomes less than
the existing amount the existing amount will be paid on protection basis to
such employees.

‘Pay’ in addition to basic pay includes special pay, personal pay, and
deputation (duty) pay.

HOUSE RENT ALLOWANCE:

House Rent Allowance is payable to eligible employees who are not provided
with residential accommodation the company at places where the company
has its Projects/Units/Offices.

37
 APPLICABILITY:

Employees borne on the regular establishment of the company

including probationers, lien holders, deputations, and person appointed on
contract basis (unless otherwise specified in their terms of
deputation/contract).

Class of Cities/Places Rate of HRA

(Percentage of Pay)

'AI' class of cities

( Delhi, Mumbai, Kolkata and Chennai) 30

Other A' class cities 25

'Bl', 'B2', and 'B3' Class cities 15

Unclassified places 10

TRANSPORT SUBSIDY:

Employees not in receipt of monthly reimbursement of conveyance

expenditure are paid transport subsidy as under:

Category of employees Per Month

Executives 300

Selection Grade 300

Supervisors/W8 and above 280

Workmen (Wl- W7) 190

38
 TRANSPORT ALLOWANCE TO BLIND AND ORTHOP
AEDICALLY HANDICAPPED EMPLOYEES:

Applicability:

Blind and Orthopaedically handicapped employees in the regular pay scales

of the company including lien holders, deputations and persons appointed on
contract basis but excluding apprentices/trainees and muster roll, daily rated,
casual, badly or substitute employees.

Rate:

The transport allowance shall be admissible at twice the rate of existing

transport subsidy as applicable to the employee under the scheme of transport
subsidy.
Apart from the above allowances the following allowances are also
provided.

 Dearness Allowance

 Non-Practicing Allowance

 Field/Special Compensatory Allowance

 Conveyance Reimbursement

 Traveling Allowance

 Shift/Night Shift Allowance

 Cash Handling Allowance

 Special Allowance

 Consultancy Allowance

 Washing Allowance

 Cash-Canteen-Compensation including Tea-subsidy

39
Employee benefits/facilities:

The following are some of the benefits and facilities provided to the
employees of NT PC.

 Leave Travel Concession

 Medical Attendance & Treatment
 Leave
 Special Disability Leave
 Facilities for Higher Studies
 Reimbursement if Membership Fees for Professional BodieslInstitutes
 Reimbursement of Expenditure on Children's Education
 Employee Development Schemes
 Worker's Education Scheme
 Adult Education Scheme
 Employee Education Programs

1. M. Tech in Power Generation

2. B. Sc. in Power Engineering

 Liveries
 Canteen
 Scheme for Grant of Merit Scholarship to the Children of NT PC
Employees
 Best Students Awards for Classes X and XII

40
REWARD SYSTEM AT NTPC:

Objectives:

 To recognize and reward employees behavior for enhanced motivation.

 To create a culture of excellence through value actualization and

demonstration of leadership

 To create role models at all levels for emulation and inspiration

 To foster and nurture a culture of recognition and celebration in NTPC

 To encourage overall development of employees through involvement in

TQM initiatives and other socio-cultural activities

 To encourage involvement in corporate social responsibility efforts

 To promote exhibition of human values and NTPC core values

The various rewards are as follows:

a) Appreciation letter

b) Star of the Month

c) Employee of the year

d) Vidhyut awards

e) Power excel awards

f) Pearl awards

g) Ace awards

h) Mentors Samman

i) Manveeyata Puraskar

j) Welcome parties

k) Farewell parties

41
Design of the System:
 In the scheme details of aims/objectives procedural framework etc, of
each of the eleven rewards have been provided
 In the entire system the words "Reward & Award" have been used as
complementary, with the same meaning, depending upon the context.

PERFORMANCE APPRAISAL
Objectives:

Data relating to performance assessment of employees are recorded,

stored and used for several purposes. The main purposes of employee
assessment are:

 To the effect promotion based on competence and performance

 To confirm the services of Probationary employee's upon their
completing the probationary period satisfactory
 To assess the training and developing needs of employees

 To decide upon a pay raise where (as in unorganized sector) regular

ppay scales have not been fixed
 To let the employees know where they stand in so far as their
performance is concerned and to assist them with constructive
criticism and guidance for the purpose of their development
 To improve communication, performance appraisal provides a format
for dialogue between the superior and subordinate and improves
understanding of personal goals and concerns. This can also have the
effect of increasing the t rust between the rates and rate.

42
  Finally, performance appraisal can be used to determine, whether
human resource programs such as selection training transfers have
been effective or not.

The qualities (or) contents that to be usually appraise are:

 Technical skills

 Integrity

 Honesty and sincerity

 Judgment skills

 Creative skills

 Ability to group new things

 Area of interest

 Area of suitability

 Knowledge of job

 Quality of work

 Punctuality

 Good house-keeping

 Attendance

 Intelligence

 Co-operativeness

 Initiative

 Accuracy

43
INCENTIVE SCHEMES

 Incentive scheme of National/All India Awards

 Incentive scheme for promoting small family norms

 Incentive scheme for acquiring proficiency in Hindi. Hindi type

writing and Hindi stenography

 Incentive scheme for original moting/drafting in Hindi

 Incentive scheme for giving dictation in Hindi

 Incentive scheme for witting technical books in Hindi

 NTPC incentive scheme for use of Hindi in official work

 Incentive scheme of Hindi allowance to stenographers and typists

 Incentive scheme for acquiring higher/additional qualifications

 Employees suggestions scheme

 Quality circles: Motivational schemes

 NOCET (NTPC open competition for executive talent)

 Generation incentive scheme

44
CHAPTER – 5
DATA ANALYSIS &
INTERPRETATION

45
 THE JOB YOU ARE DOING CREATES VALUE:

SL. No. of Percentages No. of Percentages

Options
No Executives of Executives Non-Executives of Non-Executives

1 SA 11 27.5 76 49
2 A 75 62.5 74 45.3
3 ANO 7 5 7 3.8
4 OA 12 5 1 1.9
5 SO 0 0 0 0
Total 40 100 53 100

P e r c e n t a g e s o f E x eP ce ur ctive en st a g e s e o f N o n - E x e c u t iv e s

70
6 2 .5
60
49 4 5 .3
50
40
2 7 .5
30
Executives

20

10
5 3 . 8 5 1 .9 0 0
0
SA A NAND DA SD
N o n - E x e c u t iv e s

INTERPRETATION

There is a significant degree of difference in the perception level of

executives and non-executives. 62.5% of Executives agree and 45.3 % of

46
Non-Executives agree and 27.5% of Executives strongly agree and 49% of
Non - Executives strongly agree.

AUTHORITY IS GIVEN TO EMPLOYEES TO DISCHARGE THEIR

ABILITIES AT WORK

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives Non-Executives

1. SA 7 17.5 10 18.9

2. A 21 52.5 26 49

3, NAND 5 12.5 8 15

4. DA 7 17.5 5 9.4

5. SO 0 0 4 7.5

TOTAL 40 100 53 100

47
 P e r c e n t a g e s o f E x eP ce ur ctive en st a g e s e o f N o n - E x e c u t iv e s

60
5 2 . 45 9
50

40

30
Executives

2 0 1 7 .51 8 . 9 1 7 .5
15
1 2 .5 9 .4
10 7 .5
0
0
SA A NAND DA SD
N o n - E x e c u t iv e s

INTERPRETATION

Nearly 70% of Executives and 58% of the Non- Executives are agreed with
the statement. 7.5% of Non-Executives disagree with this statement.

OPINION ABOUT MAJOR PART IN DECISION MAKING

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives Non-Executives

1. SA 4 10 1 1.9

2. A 14 35 15 28.3

3. NAND 9 22.5 9 16.9

4. DA 13 32.5 18 33.9

5. SO a a 10 18.9

TOTAL 40 100 53 100

48
 P e rc e n ta g e s o f E x ePceurctiveensta g e s e o f N o n - E x e c u tiv e s

35 35 3 2 .53 3 .9
30 2 8 .3
25
1 6 .9 1 8 .9
20
15
Executive

10
10
5 1 .9 2 .5
0 0
SA A N AN D DA SD
N o n - E x e c u tiv e

Only 10% of Executives and 2% of Non-Executives have strongly

agreed that they have major part in decision making and 35% of Executives
and 28.3% of Non-Executives have
agreed with this statement.

THE RELATIONSHIP WITH CO-WORK IS FRIENDLY

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives Non-Executives

1. Friendly 17 42.5 19 . 35.8

2. Authoritative 2 5 4 7.5

3. Both 21 52.5 30 56.6

TOTAL 40 100 53 100

49
 P e rc e n ta g e s o f E x ePceurctiveensta g e s e o f N o n - E x e c u tiv e s

60 5 6 .6
5 2 .5
50
4 2 .5
40 3 5 .8
30
Executive

20
10 5 7 .5
0
F r ie n d Alyu th o r ityB o th
N o n - E x e c u tiv e

INTERPRETATION
Relationship with the super- ordinate is both friendly and authoritative.
52.5% of Executives and 56.6% of Non-Executives agreed that there
relationship with the boss is both friendly and authoritative.

THE RELATIONSHIP WITH CO-WORKERS IS FRIENDLY

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives Non-Executives

1. SA 13 32.5 3.4 85

2. A 25 62.5 17 32

3. NAND 2 5 1 1.9

4. DA 0 0 0 0

5. SD 0 0 ] 1.9

TOTAL 40 100 53 100

50
 P e r c e n ta g e s o f E x ePc eurtiv
c eensta g e s e o f N o n - E x e c u tiv e s

100
85
80
6 2 .5
60
3 2 .5 32
40
Executive

20
5 1 .9 0 0 0 1 .9
0
SA A NAN D DA SD
N o n - E x e c u tiv e

INTERPRETATION
Relationship with the co-workers is friendly is strongly agreed by the Non-
Executives as compared to Executives 32.5% of Executives and 85% of Non-
Executives are strongly agreed with this statement.

THE RELATIONSHIP WITH CO-WORKERS IS FRIENDLY

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives Non-Executives

1. SA 3 7.5 4 7.54

2. A 26 65 36 67.9

3. NAND 4 10 5 9.4

4. OA 7 17.5 8 15

5. SO 0 0 0 0

TOTAL 40 100 53 100

51
 P e r c e n t a g e s o f E x Pe ce ur ct ive
e n st a g e s e o f N o n - E x e c u t ive s

90 85
80
70
6 2 .5
60
50
40
3 2 .5 32
Executives

30
20
10 5 1 .9 0 0 0 1 .9
0
SA A NAND DA SD
N o - E x e c u t ive s

INTERPRETATION
7.5% of Executives and 7.5% of the Non-Executives have strongly agreed
with this statement and 65% and 68% of Non-Executives have agreed with
this statement.

THERE IS A DISPARITY BETWEEN "WHAT I HAVE TO DO ON THE

JOB AND WHAT I WOULD LIKE TO ACCOMPLISH"

No.of Percentages No.of Percentage of

SI.No. Options I
Executives of Executives N on- Executives Non-Executives

1. SA 1 2.5 1 1.9

2. A 17 42.5 20 37.7

3. NAND 12 30 15 28.3

4. DA 10 25 15 28.3

5. SO 0 0 2 3.8

TOTAL 40 100 53 100

52
 P e r c e n t a g e s o f E x Pe ce ur ct ieven st a g e s e o f N o n - E x e c u t ive s

45 4 2 .5
40 3 7 .7
35
3 02 8 .3 2 8 .3
30
25
25
20
Executives

15
10
3 .8
5 2 .51 .9 0
0
SA A NAND DA SD
N o - E x e c u t ive s

INTERPRETATION
Nearly 45% of the Executives and 40% of Non-Executives have agreed
which this statement.

EMPLOYEES WORK BEYOND WORKING HOURS EVEN IF THEY ARE

PAID FOR IT, FOR ACHIEVINGTHE ORGANIZATION GOALS.

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Exectives Non-Executives

1. SA 6 15 11 20.7

2. A 21 52.5 27 50.9

3. NAND 5 12.5 3 5.7

4. DA 7 17.5 9 17

5. SD 1 2.5 3 5.7

TOTAL 40 100 53 100

53
 P e r c e n t a g e s o f E x Pe ce ur ct ive
e n st a g e s e o f N o n - E x e c u t ive s

60
5 2 .5
5 0 .9
50

40

30
2 0 .7
Executives

20 15 1 7 . 15 7
1 2 .5
10 5 .7 5 .7
2.5
0
SA A NAND DA SD
N o - E x e c u t ive s

INTERPRETATION

65% of the Executives and 70% of the Non-Executives have agreed with this
statement and 17.5% of Executives and 17% of Non-Executives disagreed
with this statement.

APPRAISAL SYSTEM IN THIS ORGANIZATION IS FAIR AND

TRANSPARENT

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Exectives Non-Executives

1. SA I 2.5 7 13.2

2. A 14 35 10 18.9

3. NAND 9 22.5 12 22.6

4. OA 14 35 18 34

5. SO 2 5 6 11.3

TOTAL 40 100 53 100

54
 P e r c e n t a g e s o f E x eP ce ur ctive en st a g e s e o f N o n - E x e c u t iv e s

40
35 3 53 4
35
30
25 2 2 . 52 2 . 6
20
1 3 .5
Executives

15
8 .9 1 1 .3
10
5
5 2 .5
0
SA SA A NAND D A SD
N o - E x e c u t iv e s

INTERPRETATION

37% of the Executives and 30% of Non-Executives agreed with this

statement and 40% of the Executives and 45% Non-Executives disagreed
with this statement.
STANDARDS ON WHICH APPRAISAL IS BEING MADE

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives N on-Executives

1. SA 2 5 5 9.4

2. A 12 30 21 39.6

3. NAND 12 30 7 13.2

4. DA 11 27.5 18 34

5. SD 3 7.5 2 3.8

TOTAL 40 100 53 100

55
 P e r c e n t a g e s o f E x Pe ce ur ct ive ne tsa g e s e o f N o n - E x e c u t iv e s

45
40 3 9 .6
35 34
30 30
30 2 7 .5
25
20
Executives

15
1 0 5 9 .4 7 .5
5 3 .2 3 .8
0
SA A NAND D A SD
N o - E x e c u t iv e s

INTERPRETATION
Nearly 35% of Executives and 50% of Non-Executives are agreed with the
statement and 35% of Executives and 38% of the Non-Executives are
disagreed with this statement

EMPLOYEES ARE ASSIGNED DIFFERENT DUTIES FROM TIME TO

TIME

No.of Percentages No.of .Percentage of

SI.N o. Options
Executives of Executives Non-Executives Non-Executives

1. SA 3 7.5 12 22.6

2. A 22 55 31 58.5

3. NAND 8 20 4 7.5

4. DA 7 17.5 5 9.4

5. SO 0 0 1 1.9

TOTAL 40 100 53 100

56
 P e r c e n t a g e s o f E x eP ce ur ct ive en st a g e s e o f N o n - E x e c u t iv e s

70
5 8 .5
60
50
40
30
Executives

2 2 .6 2 2
20
10 3 8 7 .5 7 9 .4
0 1 .9
0
SA A NA ND DA SD
N o n - E x e c u t iv e s

INTERPRETATION
Job rotation system for Non-Executives is more satisfactory as compared to
Executives. Only 7.5% of Executives and 23% of Non-Executives have
strongly agreed with this statement.

EMPLOYEES HAVE OF ACCOMPLISHMENT BECAUSE THEY

ARE GIVEN CHALLENGING WORK

Percentages
No.of No.of Percentage of
SI.No. Options of
Executives Non-Exectives Non-Executives
Executives
1. SA 4 10 13 24.5

2. A 17 42.5 32 60.4

3. NAND 10 25 4 7.5

4. DA 7 17.5 4 7.5

5. SO 2 5 0 0

TOTAL 40 100 53 100

57
 P e r c e n t a g e s o f E x Pe ce ur ct ive ne tsa g e s e o f N o n - E x e c u t iv e s

70
6 0 .4
60
50
4 2 .5
40
30
Executives

2 4 .5 25
20 10 1 7 .5
7 .5 7 .5
10 5
0 0
SA A NAND DA SD
N o n - E x e c u t iv e s

INTERPRETATION
From the above it is clearly visible that Non-Executives are strongly agreed
with the statement as compared to Executives 42.5% of Executives and 60%
of Non-Executives are agreed with the statement.

DEVELOPMENT OF THE ORGANIZATION DEPENDS LARGELY

UPON THE SATISFACTION OF THE EMPLOYEES

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Executives N on-Executives

1. SA 21 52.5 32 60.4

2. A 18 45 15 28.3

3. NAND 0 0 2 3.8

4. DA 1 2.5 4 7.5

5. SO 0 0 0 0

TOTAL 40 100 53 100

58
 P e rc e n ta g e s o f E x ePceurcti veensta g e s e o f N o n - E x e c u ti v e s

70
6 0 .4
6 0 5 2 .5
50 45
40
2 8 .3
30
Executives

20
7 .5
10 3 .8 2 .5
0 0 0
0
SA A NAND DA SD
N o n - E x e c u ti v e s

INTERPRETATION
52.5% of the Executives and 60% of the Non-Executives are strongly agreed
with the statement. There is no employee who strongly agreed with the
statement.

THE POLICIES THIS ORGANIZATION FACILITATE EMPLOYEES

No.of Percentages No.of Percentage of

SI.No. Options
Executives of Executives Non-Exectives Non-Executives

1. SA 8 20 6 11.3

2. A 21 52.5 17 32

3. NAND 14 35 14 26.4

4. DA 2 5 14 26.4

5. SD 0 0 2 3.8

TOTAL 40 100 53 100

59
 P e r c e n ta g e s o f E x ePceurticveensta g e s e o f N o n - E x e c u ti v e s

60
5 2 .5
50
40 32 35
30 2 6 .4 2 6 .4
20
Executives

20
10 5
1 .3 0 3 .8
0
SA A NAND DA SD
N o n - E x e c u ti v e s

INTERPRETATION
60% of Executives and 50% of Non-Executives are agreed with the
statement.5% of Executives and 26.4% of the Non-Executives are not agreed
with the statement.

WHAT MOTIVATES YOU TO STAY WITH THIS ORGANIZATION

Percentages No.of Percentage of

No.of
SI.No. Options of N on- Non-
Executives
Executives Executives Executives
1. Responsibility 15 37.5 30 56.6

2. Salary 22 55 22 41.5

3. Rewards 0 0 0 0

4. Authority 3 7.5 1 1.9

TOTAL 40 100 53 100

60
 P e rc e n ta g e s o f E x ePceurcti veensta g e s e o f N o n -E x e c u ti v e s

6 0 5 6 .6 5 5
5 0 3 7 .5 4 1 .5
40
30
20
Executives

10 7 .51 .9
0 0
0
Salary

Authority
Rewards
Responsibility

N o n - E x e c u ti v e s

INTERPRETATION
Most of the employees opine that salary and then responsibility which
motivates them to stay with the organization. 5.5% of Executives and 41.5%
of Non-Executives salary is their motivating factor.

WHAT KIND OF REWARDS SYSTEM DELIGHTS YOU VERY

MUCH

Percentage of
No.of Percentages No.of
SI.No. Options Non-
Executives of Executives Non-Executives
Executives
Employee of
1. 16 40 22 41.5
the year
2. Vidhyut award 4 10 7 13.2
Power excel
3. 2 5 1 1.9
award
Mentors
4. 16 40 14 26.4
Samman
5. Not aware 16 40 14 26.4

TOTAL 40 100 53 100

61
 P e rc e n ta g e s o f E x ePceurcti veensta g e s e o f N o n - E x e c u ti v e s

4 5 4 04 1 .5 40 40
40
35
30 2 6 .4 2 6 .4
25
20 1 3 .2
Executives

15 10
10 5 1 .9
5
0

aware
Power
award

Not
exce
Employ
of the
year

N o n - E x e c u ti v e s

INTERPRETATION
From above it is clearly visible that 40% of Executives and 26.4% of Non-
Executives are not aware of the r ward system of the organization.

THE LEVEL OF PSYCHOLOGICAL SATISFACTION IN THE JOB

Percentage of
No.of Percentages of No.of
SI.No. Options Non-
of Executives Executives Non-Executives
Executives

1. ME 8 20 16 30.1

2. LE 16 40 21 39.6

3. SE 16 16 12 22.6

4. NAA 0 0 4 7.5
TOTAL 40 100 53 100

62
 P e r c e n ta g e s o f E x ePceurticveensta g e s e o f N o n - E x e c u ti v e s

45
4 0 3 9 .6
40
35
3 0 .1
30
2 2 .6
25
20
20 16
Executives

15
10 7 .5
5
0
0
M E LE SE NAA
N o n - E x e c u ti v e s

INTERPRETATION
Executives have less psychological satisfaction as compare to Non-
Executives. 20% of Executives and 30% of Non-Executives have strongly
agreed with the statement.

LEVEL OF WORKING CONDITIONS

Percentages
No.of No.of Percentage of
SI.No. Options of
Executives Non-Exectives Non-Executives
Executives
1. ME 10 25 10 18.9

2. LE 15 37.5 21 39.6

3. SE 12 30 20 37.7

4. NAA 3 7.5 2 3.8

TOTAL 40 100 53 100

63
 P e rc e n ta g e s o f E x ePceurcti veensta g e s e o f N o n - E x e c u ti v e s

45
3 7 .53 9 .6 3 7 .7
40
35
30
30
25
25
20
Executives

15
10 8 .9 7 .5
3 .8
5
0
ME LE SE NAA
N o n - E x e c u ti v e s

INTERPRETATION
25% of Executives and 19% of Non-Executives are strongly agreed with this
statement. Only 7.5% of Executives and 3.8% of Non-Executives are not at
all agreed with this statement.

A VITAL ROLE IN THE JOB

Percentage of
No.of Percentages No.of
SI.No. Options Non-
Executives of Executives Non-Executives
Executives
1. ME 24 60 25 47.2

2. LE 11 27.5 22 41.5

3. SE 4 10 4 7.5

4. NAA 1 2.5 2 3.8

TOTAL 40 100 53 100

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 P e r c e n ta g e s o f E x ePceurcti veensta g e s e o f N o n - E x e c u ti v e s

5 0 4 7 .5
4 1 .5 4 1 .5
40 35

30

20
Executives

15
9 .4 7 .5
10
2 .5
0
ME LE SE NAA
N o n -E x e c u ti v e s

INTERPRETATION

Nearly 90% of Executives and 89% of Non-Executives are agreed that

attitude is very much necessary for increasing the job productivity.

MORALE:

Percentage of
No.of Percentages No.of
SI.N o. Options Non-
Executives of Executives Non-Exectives
Executives
1. ME 18 45 21 39.6

2. LE 17 42.5 25 47.2

3. SE 4 10 6 11.3

4. NAA 1 2.5 1 1.9

TOTAL 40 100 53 100

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 P e r c e n ta g e s o f E x ePceurcti veensta g e s e o f N o n - E x e c u ti v e s

50 4 7 .2
45
4 2 .5
4 0 3 9 .6

30

20
Executives

1 1 .3
10 10
2 .51 .9
0
ME LE SE NAA
N o n -E x e c u ti v e s

INTERPRETATION
Nearly 87% of Executives and 88% of Non-Executives agreed that morale is
important for increasing the job-productivity.

MOTIVATION:

Percentage of
No.of Percentages No.of
St. No. Options Non-
Executives of Executives Non-Executives
Executives
1. ME 19 47.5 22 41.5

2. LE 14 35 22 41.5

3. SE 6 15 5 9.4

4. NAA 1 2.5 4 7.5

TOTAL 40 100 53 100

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 P e r c e n ta g e s o f E x ePceurcti veensta g e s e o f N o n - E x e c u ti v e s

45
4 0 3 9 .6
40
35
3 0 .1
30
2 2 .6
25
20
20 16
Executives

15
10 7 .5
5
0
0
M E LE SE NAA
N o n -E x e c u ti v e s

INTERPRETATION
Nearly 83% Executives and 82% of Non-Executives are agreed that
motivation playa vital role in the increasing the productivity of the job.

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 CHAPTER – 6
FINDINGS SUGGESTIONS
AND CONCLUSION

FINDINGS AND SUGGESTIONS

FINDINGS:

1) There is a significant degree of difference in the perception level of

Executives and Non-Executive with respect to the value created by the
job for the organization.

2) Employees responded very satisfactorily (strong agreed), that the

organization provides enough authority to discharge their abilities
work.

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3) There is a significant degree of difference, of 50% in the perception
levels of Non-Executives and Executives. Executives have less cordial
relationships with co-workers as compared to Non-Executives

4) Majority of employees responded negatively regarding their

involvement in the decision making of the organization

5) Highest percentage of employees agreed that there are given

opportunity to implement innovative methods/ideas at work.

6) Employees of the organization opinion that there is a major difference

about what they are now.
7) Employees of the organization are very much responsible for
achieving the organization goals.

8) Appraisal system of this organization is completely fair and

transparent.

9) The standards on which appraisal is being made is not satisfied by

most of the employees.
10) Job ration for Executives s not satisfactory as compared to Non-
Executives.
11) Non-Executives of this organization are less satisfied with the policies
as they does not support or facilitate employees development.
12) Relationship of super-ordinates and sub-ordinates is both friendly and
authoritative according to the situation.
13) Lack of awareness about the reward system of the organization.
14) High level of social status is enjoyed by the employees.
15) The environment of the production department is uncomfortable to the
employees working in that department.

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SUGGESTIONS:

1. Management must undertake steps for improving the jobs rotation

system. The reason behind this is to make employees expose
themselves to different work environments, thereby they can become
multi-skilled and valued people.
2. The employees work should appraise in a fair manner which
encourages them to work effectively.
3. Effective measures must be taken to appreciate the performance of
employees by offering monetary and non-monetary incentives.
4. The employees should be made known of the reward system by formal
and informal communication channels as the survey found that a
significant percentage of employees lack awareness about reward
system.
5. Executive employees are not maintaining friendly relations. Proper
measures should be taken to create friendly environment among the
executives.
6. Team work should be improved for the organizational excellence.

CONCLUSION

From the work done on "Job Satisfaction" the following conclusion can be
drawn.

Employees are very much satisfied with their work. Management is

taking necessary steps in such a way that no employee is ready to leave the
organization. Authority is given to the employees to implement innovative
ideas and methods at work. Team work must be encouraged to obtain a
conglomerate results which will help the organization in attaining its
objectives.

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 Executives are not satisfied with promotion and transfer policies and
Non-Executives are not satisfied with promotion policy. Even though
employees want some changes in the promotion and transfer policy, it is not
justified to make changes because it will affect the organizational structure
from pyramid to cylindrical.

The study can be concluded by saying that employees are very much
satisfied to work with the organization, which is said to be one among the
Navaratna companies.

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 ANNEXURE

QUESTIONNAIRE

SA:- Strongly Agree. A:- Agree.

NAND: - Neither Agree nor Disagree.

DA: - Disagree, AD:- Strongly Disagree.

1. The job you are doing creates value for the organization.

1) SA 2)A 3) NAND 4)DA 5)SD

2. I have enough authority to discharge my abilities at work.

1) SA 2)A 3) NAND 4)DA 5)SD

3. The relationship with co-workers is friendly.

1) SA 2) A 3) NAND 4) DA 5)SD
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4. I have a major part in decision-making.

1) SA 2) A 3) NAND 4) DA 5)SD

5. Opportunities are given to employees to work with innovative

methods/ideas.

1) SA 2) A 3) NAND 4) DA 5) SD

6. There is a disparity between "what I have to do no the job and what I

would like to accomplish"

1) SA 2) A 3) NAND 4) DA 5) SD

7. Most of the employees would work beyond working hours even if they
are not paid for it, for achieving the organizational goals.

1) SA 2) A 3) NAND 4)DA 5) SD

8. The Appraisal System in this organization is fair and transparent.

1) SA 2) A 3) NAND 4)DA 5) SD

9. I am satisfied with the standards on which appraisal is being made?

1) SA 2) A 3) NAND 4) DA 5) SO

10. Employees are assigned different duties from time to time.

1) SA 2) A 3) NAND 4)DA 5) SD

11. Employees have sense of accomplishment because they are given

challenging work.

1) SA 2) A 3) NAND 4) DA 5) SO

12. Development of the organization depends largely upon the

satisfactory.

1) SA 2) A 3) NAND 4) DA 5) SD

13. The policies in this organization facilitate employees development.

1) SA 2) A 3) NAND 4) DA 5) SO

14. The relationship with your boss is (mark against it).

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 1) Friendly. 
2) Authoritative. 
3) Both. 

15. What motivates you to stay with this organization. (Rate from 1 to 4)

1) Responsibility 
2) Salary. 
3) Rewards. 
4) Authority. 

16. What kind of Rewards System delights you very much.

1) Employee of the year. 

2) Vidhyut Awards. 
3) Power Excel Awards. 
4) Mentors Samman. 

ME:- To Maximum Extent, L.E:- To Large Extent

SE:- To same Extent, NAA: Not At All

17. In your opinion, specify the level of psychological satisfaction in your

job.

1) ME 2) LE 3) SE 4) NAA

18. In your opinion, specify the level of social status you are enjoying in
your job.

1) ME 2) LE 3) SE 4) NAA

19. What is the level of working conditions.

1) ME 2) LE 3) SE 4) NAA

20. How far the following plays a vital role in the job productivity.
(Mark against it.)

1) Attitude ME, LE, SE, NAA.

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 2) Morale ME, LE, SE, NAA.

3) MotivationME, LE, SE, NAA.

BIBLIOGRAPHY

Human Resource Management - Dcenzo

Human Resource Management -Mirza S. Salyadaim

Personnel Management of
Industrial Relation - Tripathi

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