Job Satisfaction

PREFACE
The project work entitled A STUDY ON JOB SATISFACTION OF

EMPLOYEES Job Satisfaction is the favorableness or un-favorableness with which the
NTPC VINDHYACHAL employee views his work. It expresses the amount of
agreement between ones expectation of the job and the rewards that the job provides. Job
Satisfaction is a part of life satisfaction. The nature of ones environment of job is an
important part of life as Job Satisfaction influences ones 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
employees 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.
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)
CONTENT
S.No.
Topic
Chapter 1
Company Profile
Chapter 2
Introduction of Job Satisfaction
Chapter 3
Objectives
Chapter 4
Research Methodology
Chapter 5
Observation & Findings
Chapter 7
Suggestions
Chapter 8
Bibliography
Chapter 9
Annexure
PART 1
Introduction of 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 individuals 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
Job satisfaction is a general attitude towards ones 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 ones 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.
JOB
POLITICS
FAMILY
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
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
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
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:
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individuals 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, Peters 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.
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
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 individuals 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
.
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.
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1. 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
individuals physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:

The degree of job satisfaction affects an individuals 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.
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The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
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.
1. A happy worker does not necessarily contribute to higher productivity because
he has to operate under certain technological constraints and, therefore, he cannot
go beyond certain output. Further, this constraint affects the managements
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
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worker may not necessarily lead to increased productivity but a dissatisfied

worker leads to lower productivity.
Extrinsic
reward
Perceived equity
of rewards
Performanc
e
Intrinsic
reward
Satisfaction
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.
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HIGH
TURNOVER
JOB
SATISFACTION
ABSENCES
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
FACTORS
ORGANIZATIONAL
ENVIRONMENTAL
FACTOR
FACTOR
CULTURAL
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.
Cultural factors:-Attitudes, beliefs and values.
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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.
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?
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 as1. 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 managements 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.
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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.
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 selfdevelopment. 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."
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No wonder Andrew Carnegie is quoted as saying: "Take away my 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
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.
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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.
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
1. Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.
2. 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.
3. 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.
4. Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
5. Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
6. 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.
7. 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
25
THEORIES OF JOB SATISFACTION
Affect Theory
Edwin A. Lockes 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/arent 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 doesnt 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 ones job. This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
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
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are four Core Self-evaluations that determine ones 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 selfefficacy (the belief in ones 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 Herzbergs 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 employees 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
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.
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According to Herzberg following factors acts as motivators:

Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.
Hygiene factors are :

Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
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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 :

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.
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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.
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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INDUSTRIAL PROFILE
HISTORY OF POWER SECTOR DEVELOPMENT IN INDIA
Power Development :
The electric power generation in India on a commercial basis is almost a century old,
substantial power development efforts began only after independence. At the launch of
the First Five Year plan in 1951, power generation was recognized as a major input for
the countrys economic development and was accorded high priority. Power sector
outlays have among the highest in successive Five Year Plans ever since. The two plans
focused on hydropower (as component of multi-purpose projects). Subsequent plans
emphasized on rapid installations of thermal power stations. As a result of plan efforts,
Indias installed power generation capacity grew to 16,664 MW in 1974. However,
assessment of the planned growth since 1951 indicated that with the uneven distribution
of resources, power development with only states as spatial units would and greater
capacity addition, led the Government Of India to assume a leading role in large-scale
power generation as a matter of policy and, through an amendment of the Electricity
(Supply) Act, National Thermal Power Corporation Ltd. (NTPC) and National
Hydroelectric Power Corporation Ltd. (NHPC) were set in the central sector to
supplement the efforts of the states. Consequently, total installed capacity of power
utilities has increased from 1,362 MW in 1947 to
1,04918MW in March 2002.
Electricity generation, which was only about 4.1 billion units in 1947, has risen to 515
billion units in 2001-02. As on March 2002, the total installed capacity of utilities stood
at 104918 MW. Most of this installed capacity is under government control nearly 60%
of the power generation capacity. Currently, the central government owns about 30% of
the power generation capacity in the country, the majority of which is in the thermal
sector. Of the total installed thermal capacity of 25366.50MW in central sector, NTPCs
share is 20092MW (76.61%).
31
COMPANY PROFILE
NTPC- An Integrated Power Major
JOURNEY TOWARDS EXCELLENCE established in 1975, NTPC Limited, a premier

Public Sector Enterprise, is Indias largest power utility with an installed capacity of
27,904 MW through 26 power stations including stations operated under Joint Venture
Companies. NTPC has emerged as an Integrated Power Major with presence in Hydro
Power, Coal mining, Oil & Gas exploration, Power Distribution & Trading and also plans
to enter into Nuclear Power Development. NTPC plans to become a 50,000 MW
Company by 2012 and 75,000 MW plus company by 2017. The Company contributed
29.25% of the total electricity generated in the country during 2006-07 with 20.71%
share of the total installed
capacity of the nation including capacity and generation of Joint Venture Companies.
STRATEGIC INITIATIVES:
NTPC has acquired 44.6% equity stake in Transformers & Electrical Kerala Ltd. (TELK)
for manufacturing of Transformers. As part of globalization initiatives, NTPC plans to
construct and operate thermal power plants in overseas market. NTPC has signed an MOU
with Nigeria for supply of LNG. NTPC in turn shall set & operate 500 MW coal based and
700 MW gas based power plant in Nigeria. The company has also signed an MOU for
setting up of a 500 MW coal based power plant in SriLanka.
32
POWER PERFORMANCE (2006-07):

A dividend of 32%. Highest ever generation of 188.674 billion units.
Highest ever capacity utilization (PLF) of 89.43% in coal based power plants.
Net profit after tax of Rs. 68.647 million.
New national record559 days of uninterrupted running set by Unit #3 of
Vindhyachal
Super Thermal Power Station.
Paid
INTEGRATED POWER MAJOR:
NTPC Electricity Supply Company Ltd., (NESCL) formed as a
subsidiary
company to take up power distribution activities. NESCL has started the process
of implementation of Accelerated Rural Electrification Programme in West
Bengal.
NTPC Vidyut Vyapar Nigam Ltd. has been formed as a subsidiary company for
power trading. NVVN transacted business of 2664 MUs in 2006-07.
Entered the coal mining business and has been allotted 8 coal mining blocks.
33
NTPC has got the approval for Mining Plan of 15 MTPA for its first coal mining
project at Pakri Barwadih. It is the largest ever capacity planned, in the very first
phase, in a single mine in the country.
NTPC has also signed a MOU with CIL and SCCL for formation of Joint
Ventures to undertake development, Operation & Maintenance of coal blocks and
integrated coal-based power plants.
MOU signed with BEML for joint business development in the field of
contractcoal mining.
Consortium comprising NTPC, Canoro and Geopetrol has been allotted an oil
exploration block in Arunachal Pradesh.
MOU signed with Ministry of Railway for setting up power plant of 1000 MW at
Nabinagar in Bihar. Project approved by CCEA.
MOU signed with ADB for establishment of power generation of about 500 MW
through Renewable Energy Sources.
MOU signed with BHEL for taking up EPC jobs together.
34
FOARY INTO HYDRO SECTOR:
NTPC has been giving increased thrust to hydro development for a balanced
portfolio for long term sustainability, 1920 MW under implementation at Koldam
(800 MW), Loharinag Pala (600 MW) and Tapovan Vishnugad (520 MW).
NTPC Hydro Ltd. Incorporated as a subsidiary company to take up small hydro
projects. Presently the projects planned for implementation are Lata Tapovan(171
MW), Uttarakhand & Rammam III (120 MW), West Bengal.
MOU signed with Arunachal Pradesh for implementation of two Hydro Projects
Etalin (4000 MW) and Attunli (500 MW).
AWARDS & ACCOLADES:

Ranked No.1 in the category of Independent Power Producer under Top Asian
Performance by Industry in the 2007 Platts Top 250 Global Energy Companies in
Asia.
NTPC bagged SCOPE Meritorious Award for Good Corporate Governance for
2005-06.
Simhadri has been awarded with the prestigious International Project
Management Award (IPMA) for the year 2005 for excellence in Project
Management.
Unchahar station of NTPC received coveted Asian Power Plant of the year Award,
2006 for Efficiency, Environment, Operational
35
Characteristics and Business Management.

NTPC bagged 7 National Award for Meritorious performance.
Ranked Top Awardee for MoU Award for Excellence in Performance by Govt. Of
India.
NTPC has been ranked as per total income in the Power Generation,
Transmission, Distribution Sector among Indias Top 500 Companies for the year
2006 by Dun & Bradstreet.
Ranked among top 10 Great place to Work for in the country in the Business
World survey.
4 NTPC stations received the CII Exim Bank Excellence Award 2006.
PMI, NTPC has bagged the prestigious Golden Peacock National Training Award,
2006, for 4th year in succession.
NTPC won the Golden Peacock National Award for Corporate
Social
Responsibility in Emerging Economics (Public Sector), 2007.

Won the SCOPE Meritorious Award for Best Practices in Human Resource
Management.
36
Performance during the first quarter of 2006-07

45061million units of electricity was generated compared to 41406 million units in the
first quarter of the previous year, registering a growth of 8.83% .Coal based station
operated at plant load factor of 87.76% as compared to 87.26% during the same quarter
in the previous year. Gross revenues earned for the quarter was Rs 77.905 million as
compared to Rs 66,095 million in the first-quarter of the previous year , registering a
growth of 17.87% profit after tax of the quarter was Rs 15,528 million as compared to Rs
13,086 million in the previous year thus growing by 18.65%. with the addition of the 500
MW unit at Vindhyachal in august 2006, the new capacity added during the 10 th plan has
gone up to 4500 MW.
37
INTRODUCTION TO NTPC VINDHYACHAL
NTPC/VSTPS Vindhyachal Super Thermal Power Station is the largest power plant
of the India. It installed in three stages. Stage-I have six units. Each unit has capacity of
210MW. Stage-II&III have two units of 500 MW. So total capacity of the ten units is
3260MW stage-I is installed with the help of USSR engineers and machinery but stageII& III are installed by Indian machines of BHEL,L&T,CG,ABB etc. details of this
project is given below in table:
Project name:
Vindhyachal Super Thermal Power Station
Address:
P.O.vindhyanagar-486585,
Distt. Singrauli, Madhya Pradesh
Approved capacity:
3260 MW (Stage-I 260X6MW, Stage-II

500X2MW, Stage-III 500X2MW)
Coal source:
Water source:
Nigahi, Mines, Dudhichua

Discharge Canal Of Singrauli
VSTPS Super Thermal Power Station
Beneficiary States:
Madhyapradesh, Chattisgarh, Maharashtra, Gujrat,

Goa, Daman & Diu and Dadar Nagar Haveli
38
Approved investment:
Stage-I & II Rs 4053.42 crores,

stage-III Rs 4201.5 crores
Unit I
: 210MW October 1987
Unit I
: 500MW July 1988
Unit III
: 210MW February 1989
Unit IV : 210MW December 1989

Unit V
: 210MW March 1990
Unit Commissioned
Unit VI
: 210MW February 1991
Unit VII : 500MW March 1999

Unit VIII: 500MW February 2000
Unit IX
Unit X
International assistance
: 500MW July 2006
: 500MW March 2007
USSR-stage-I
World Bank under Time Slice Loan Stage-II
39
NTPC VINDHYACHAL STAGE III
Vindhyachal stage-III (2X500MW) is a further expansion project identified for

the benefit of the western region states/union territories. The project is scheduled to be
implemented in 34 months from the date of LOA.
Standing linkage committee has accorded coal linkage of 4.41MT/annum to the
project from singrauli coal fields. Concurrence on water availability has been conveyed
by ministry of water resources/CWC in February/March 2002 NOC from state pollution
control board is available. MOEF environmental clearance and CEA techno economic
clearance have been obtained. All the major packages have been awarded. Vindhyachal
schedule for unit 10 shall have a time lag of 06 months with the schedule for unit 9.
IMPORTANT VINDHYACHAL STAGE III
Capacity: 1000MW (2X500MW)
Approved cost: Rs 4125 Cr. +WCM 76.5 Cr.
Land: No additional land was required (6178 acres available)
Water: rihand reservoir thru singrauli discharge canal (40 Cusec)
Coal: nigahi mines of NCl (4.8MMT)
NTPC VINDHYACHAL STAGE IV
The stage iv in under construction 1000MW)
BENEFICIAL STATES
40
1. Madhya Pradesh
2. Chhattisgarh
3. Maharastra
4. Gujarat
5. Daman & Div and Dader & Nagerhaveli
Power allocation:
Madhya Pradesh
23.1%,
Chattisgarh
4.2%,
Maharashtra
31.9%,
Gujrat
23.9%,
Goa, Daman & Diu and Dadar Nagar Haveli
1.9%
Unallocated
15%
COAL SOURCE
Northern coal field ltd. (NCL) mines
Project
Distance
Dudhichua
7KM
Nigahi
10KM
Jayant
5KM
FUEL OIL SORCE

Indian oil corporation (IOC) COLD (customer operated lubricant and oil deposit) at
jayant (5KM).
WATER SOURCE
Discharge canal of Singrauli Super Thermal Power Station (SSTPS).
41
NTPC MISSION
Develop and provide reliable power, related

products and services at competitive prices,
integrating multiple energy sources with
innovative and eco-friendly technologies and
contributed to society
NTPC VISION
42
A World Class Integrated power major,

powering Indias growth, with increasing
global presence
VINDHYACHAL VISION
To be one of the largest, best and most
efficient Power Station of India
43
CORE VALUE
Business Ethics
Customer Focus
Organizational & Professional
Pride
o Mutual Respect and Trust
Innovation and Speed
Total Quality for
Excellence
NTPC OBJECTIVES
1. To add generating capacity with prescribe time and cost.

2. To operate and maintain power stations at high availability ensuring minimum cost of
generation.
3. To maintain the financial operation in accordance with good
commercial utility
practice.
4. To develop appropriate commercial policy leading to
remunerative tariffs and
minimum receivables.
5. To function as a responsible corporate citizen and discharge social responsibility, in
respect of environment protection and rehabilitation.
44
The corporation will strive to utilize the ash produced at its stations to the
maximum extent possible through production of ash bricks buildings materials
etc.
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 management practices and to disseminate knowledge

essentially as a contribution to other constituents of the power sector in the
country.
To develop Research & Development (R&D) for achieving improved plant
reliability.
To expand the consultancy operations and to participate in ventures abroad.
The Ten principle of global compact

HUMAN RIGHTS:Principle1. Business should support and respect the protection of internationally
proclaimed human rights.
Principle2. Make sure that they are not complicit in human rights abuses.
LABOUR:Principle3. Business should uphold freedom of association and the effective recognition
of the right to collective bargaining
45
Principle4. The elimination of all forms of forced and compulsory labour.

Principle5. The effective abolition of child labour.
Principle6. The elimination of discrimination in respect of employment and occupation
environment.
Principle7. Business should support a precautionary approach to environmental
challenges.
Principle8. Undertake initiatives to promote greater environmental responsibility.
Principle9. Encourage the development and diffusion of environment friendly
technologies.
ANTI-CORRUPTION;Principle10. Business should work against corruption in all its forms, including extortion
and broidery.
HUMAN RESOURCES AT NTPC
Powering Indias Growth: - through people

NTPC strongly believes in achieving organizational excellence through HumanResources
and follows People First approach to leverage the potential of its 23,500 employees to
fulfill its business plans. Human Resources Function has formulated an integrated HR
strategy, which is rests on four building blocks of HR viz. competence building,
commitment building, culture building and system building. All HR initiates are
undertaken within this broad framework to actualize the HR vision of enabling the
employees to be a family of commitment world class professionals making NTPC a
learning organization. To induct talent and groom them into dedicated cadre of power
professionals Executive Trainee Scheme was introduced in the year 1977 for
recruitment in the discipline of Mechanical, Civil, Electrical, Control &Instrumentation
46
and now encompasses Computer Science, Chemistry, HR and Finance disciplines also.
Besides a comprehensive one-year training comprising theoretical inputs as well as on
the- job training, the new circuits are attached with Senior Executives under a systematic
and formal Mentoring System of the company to integrate them into the culture of
company. As part of the post employment training and development opportunities, a
systematic training plan has been formulated for ensuring minimum seven man days
training per employee per year and includes level-wise planned intervention designed to
groom people for assuming positions of higher responsibility, as well as specific needs
based interventions based on Scientific Training Needs Analysis. NTPC has created 15
project-training centers, 2 simulator training centers and an apex institute namely Power
Management Institute (PMI). While the project training centers(Employee Development
Centers) have specialized in imparting technical skills and knowledge, PMI places
emphasis on management development. Besides opportunities for long term education
are also provided through tie-ups with reputed institutions like IIT Delhi, (M.Tech in
Power Generation Technology), MDI Gurgaon (Executive MBA programmes), BITS
Pilani (B.Tech) etc. in order to realize the HR vision of making NTPC a learning
organization by providing opportunities to continually learn new capabilities a number of
initiatives have been taken. NTPC open competition for Executives Talent (NOCET) is
organized every year in which teams of executives compete annually through oral and
written presentation on a topical theme. Similarly Professional Circle has been formed
department wise where Executives of the department meet every fortnight to share their
knowledge and experiences and discuss topical issues. In order to tap the latent talent
among non- executives and make use of theyre potential for creativity and innovation,
Quality Circles have been set up in various units/ offices in NTPC. Besides a
management journal called Horizon is published quarterly to enable the employees to
share their ideas and experiences across the organization. Demonstrating its high concern
for people, NTPC has developed strong employee welfare, health &wellbeing and social
security systems leading to high level of commitment. NTPC offers best quality of life
through beautiful township with all amenities such as educational, medical and
recreational opportunities for employees and their family members. The motivational to
47
perform and excel is further enhanced through a comprehensive NTPC Rewards and
Recognition System. In order to institutional a strong culture based on values a number of
initiatives are taken to actualize the vision and core values (B-COMIT) across the
company. A culture of celebrating achievements and a strong focus on performance are a
way of life in a NTPC. NTPC has institutionalized Development Centers in the
company to systematically diagnose the current and potential competency requirements
of the employees with the objective of enhancing their development in a planned manner.
These centers give a good insight to the employees about their strengths and weakness,
the gaps in their competencies, which they can bridge through suitable support from
company. Due to innovative people management practices there is a high level of pride
and commitment amongst employees as reflected in the Best Employees in India-2003
survey by Hewitt Associates in which NTPC bagged coveted third rank. Further
continuous efforts are being made by HR function to leverage the potential of its
employees and become a strategic business partner.
HR FUNCTIONS AT NTPC
The entire gamut of functions relating to HR in NTPC has been organized under three
levels, viz. Corporate, Regional and Project levels. The responsibilities vary from level to
level depending on the tasks assigned, accountability and implementation criteria. An
overview of these functions is hereby given in this section.
2.1 Corporate Level

Major functions under this level are:
(a) Industrial Engineering
(b) Employment and Placement
(c) Training
48
(d) Management Development, Organizational Development and Human

Resource research
(e) Employee Benefits
(f) Policies and Rules
(g) Employee Relation and Welfare Policies
(h) HRD-Promotion,
Performance
Appraisal
System
and
Employee
Development
(i) Employee Services
(j) Corporate Office administration
(k) Public Relations.
2.2 Regional level

At the regional level the functions undertaken by HR department are
(a) Employee Benefits
(b) Recruitment
(c) Employee Services
2.3 Project level

The major functions covered by this level are
(a) Employee Benefits:

This area covers the activities pertaining to joining, posting & transfers,
confirmation / absorption, promotion and seniority, processing of resignation,
retirement cases pertaining to the non-executive employees of the project
apart from the employee entitlements of all the staff posted in projects as per
the policies laid down.
Industrial Engineering & Recruitment:
The activities include manpower planning, budgeting, organization structure,
incentive/reward
scheme,
computerization,
job
preparation
evaluation
of
and
personal
data
development
bank
and
of
job
49
specification/descriptions. Recruitment deals with the various activities

pertaining to recruitment of non-executive manpower required for the project
as per the manpower budgets laid down.
(b)Employee Relations and welfare

This function deals with the implementation of various industrial relations
and welfare policies apart from the day-to-day problem solving and shop
floor IR.
(c) Employee Services

The activities under this are the development and maintenance of office
facilities
and administration of township like house allotments, SC/ST
horticulture, issuance of personal issue items, leave encashment etc.

communication, receipt and dispatch and all such other activities required at
the project level are taken care by this function.
(d)Employee Development Centre

The center looks after the conduct of long duration training programmes
under the executive / Diploma / ITI trainee schemes apart from short-term
skill / worker / supervisory development program. The development and
maintenance of workshops, hostels and other training facilities form a part of
this function.
(e) Public Relations:
Establishment of constant liaison with the public, regional press and other
media, publication of house journals etc. form the major components of this
function.
(f) Law cell:
50
The responsibility of this function spans the various activities relating to the
representation of the organization in various cases in the labour and other
courts on land acquisition, labour dispute cases etc,.
(g) Corporate Social Responsibility:
This cell looks after various activities, which are related to the development
of society as a whole. Resettlement and rehabilitation of land ousties,
community
development
activities
in
nearby
villages,
providing
infrastructure like that for schools, primary health etc., planting trees etc.
One of the major contributions of this section is the plantation of about 14
lakhs trees across the nation.
NTPC SAFETY POLICY

NTPC recognize, and accept its responsibility for establishing and maintaining a safe
working environment for all its employees. This responsibility arises from:
Companys moral responsibilities to its employees, to provide the best practicable

conditions of work from the point of view of health and safety.
The obligation to consult with its staff and their representatives to implement
policies and procedures developed as a result of discussions.
Statutory responsibility in respect of health, safety and welfare of employees

emanating from relevant legislations such as the factories act. The Indian
electricity act, the explosive act, the boiler act etc.
51
Environment, Safety, Health & Quality Policy

NTPC Ltd. Vindhyachal is committed to:
Generated reliable, economical and quality electric power in eco-friendly,

healthy & safe working environment in accordance with statutory
requirements & norms with continual improvement in performance.
Focus On Customer Satisfaction, Total Quality, Teamwork, Human Resource
Development And Initiative For new Technologies.
Promoting innovation, speed & efficient operating practices and prevention
of pollution & hazards.
Compliance with relevant legislation, regulation and other requirements as
applicable.
Waste minimization, ash utilization maximization, developing & maintaining
greenery and conservation of natural resources.
Effective implementation of well recognized management systems.
E-Mail Policy
NTPCs EOP & communication department is making every effort to provide its
employees with best technology available to conduct the companys official business. In
this regard the company has installed, equipments, computers and advanced
52
technological systems such as E-mail for use to conduct its official business. This
document was created to advise all users regarding the access to and the use of the
internet and other computer systems. For purposes of these policies and guidelines the
information system so not include those standalone computer systems designed to be
confidential, so long as they are not put on the LAN/Internet or web. There is no
expectation of personal privacy on the use of the internet and E-mail.
AN OVERVIEW
Project
NTPC OWNED
COAL
GAS/LIQ.FUEL
TOTAL
OWNED BY JVs
COAL
GAS/LIQ.FUEL
GRAND
No of
projects
Commissioned
capacity
(MW)
15
07
22
22,895
3,955
26,850
03
01
26
314*
740**
27,904
TOTAL
*captive power plant under JVs with SAIL
** power plant under JV with GAIL,FLs&
53
MSEB
PROJECT PROFILE
Coal based power stations
Coal based
1. Singrauli
Korba
2.
3. Ramagunda
4.
5.
6.
7.
8.
m
Farakka
Vindhyachal
Rihand
Kahalgaon
Ntcpp
State
Uttar Pradesh
Chattisgarh
Andhara
Pradesh
West Bengal
Madhya Pradesh
Uttar Pradesh
Bihar
Uttar Pradesh
Commissioned
Capacity
(MW)
2,000
2,100
2,600
1,600
3,260
2,000
1,340
840
54
Projects under implementation
Coal/hydro
State
Fuel
1.
Kahalgaon stage II
Bihar
Coal
Additional
capacity under
implementation
(MW)
500
2.
(phase I) (phase II)

Sipat (stage I)
Coal
500
1980
3.
4.
(stage II)
Barh
Bhilai (exp.power
Bihar
Chattisgarh
Coal
Coal
500
1980
500
5.
6.
7.
8.
project-JV with SAIL)

Korba (stage III)
Farakka (stage III)
NCTPP (stage II)
Simhadri
Chattisgarh
West Bengal
Uttar Pradesh
Andhara
Coal
Coal
Coal
Coal
500
500
980
1000
9.
(stageII)
Koldam (HEPP)
Pradesh
Himachal
hydro
800
Pradesh
Uttarakhand
Uttrakhand
hydro
hydro
600
520
10. Loharinag pala (HEPP)

11. Tapovan
Chattisgarh
vishungad(HEPP)
Total (coal +hydro)
10,860
55
PART -3
OBJECTIVE OF THE STUDY
OBJECTIVES
56
The objective of the study is to find out the satisfaction level of employee in NTPC
Vindhyachal.
To study the functions related to of job satisfaction

among employees at NTPC Vindhyachal.
Work environment in the organization.
To know about job satisfaction at NTPC.
To know whether the employees/workers are satisfied

with their job or not.
To know about the effectiveness of occupational health

scheme at NTPC.
To study the relationship between competency of the

employees and satisfaction level.
To identify the basic employees facility at the company

premises.
RESEARCH METHODOLOGY
57
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.
58
Unpublished Sources such as Company Internal reports prepare by them

given to their analyst & trainees for investigation.
Websites like NTPC official site, some other sites are also searched to
find data.
59
Sample Size :Questionnaire is filled by 100 employees of NTPC (VSTPS).

The questionnaire was filled in the office and vital information was collected
which was then subjects to:
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.
60
DATA ANALYSIS
&
INTERPRETATION
Table No: 1
61
Working hours are convenient for me.

1
2
3
4
5
Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
strongly Agree
Total
2
1
14
61
22
100
CHART1
Interpretation:
From the above chart and table it is clearly evident that 22% of the
respondents strongly agree that working hours are convenient from them
and 61% agree with that and 14% neither agree nor disagree and 1%
disagree with the working hours and 2% are strongly against working
hours.
Table No: 2
I'm happy with my work place
Mukesh Kumar
1 Strongly Disagree
2 Disagree
3 Neither Agree Nor Disagree
Vishwakarma
4 AgreeMBA (HRD) A.P.S.University
5 strongly Agree
Total
1
3
10
Rewa (M.P.) 55
31
100
62
Chart 2
Interpretation:
From the above table it is clear that 31% respondents are strongly agree and
55% respondents are agree that they are happy with their work place only
and 10% employees are neutral with their work place & 3% disagree and
1% strongly disagree towards their work place.
Table No: 3
I feel i have too much work to do
1
2
3
4
Strongly Disagree
Disagree
Agree
2
10
26
45
63
strongly Agree
Total
17
100
Chart 3
Interpretation:
From the above table it is quite clear that the work load is not
high, 10% of the respondents disagreed with the question I feel I have
too much work and another 2% strongly disagreed, 23% have no idea
towards this question,45% agree and 17% strongly agree with the question.
Table No: 4
Safety measures provided by the company
1
2
3
4
Strongly Disagree
Disagree
Agree
3
7
6
58
64
strongly Agree
Total
26
100
CHART 4
Interpretation:
From the above table it is evident that the safety measures
provided by the organizations are good as 26 and 58% of the respondents
agree with that and only 7 & 3% disagreed and 6% neither agreed nor
disagreed.
TABLE NO. 5
My relationship with my supervisor is cordial
1
2
Strongly Disagree
Disagree
2
2
65
3
4
5

Agree
strongly Agree
Total
6
55
35
100
CHART 5
Interpretation:
From the above table it is clear that relationship between
employees and their supervisors are cordial because 35% of respondents
strongly agreed to it and 55% agreed to it and only 2 &2 % disagreed and
6% of respondents have neither agreed nor disagreed.
TABLE NO 6
My supervisor is not partial
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
3
7
56
32
100
66
CHART 6
Interpretation:
From the above table it is evident that the supervisors are not
partial to the employees as 32% strongly agreed and 56% agreed to the
question but 3% disagreed and 2% strongly disagreed and 7% of respondents
have neither agreed nor disagreed.
TABLE NO 7
My supervisor considers my idea too while taking decision
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
1
8
64
25
100
CHART 7
67
Interpretation:
From the above table it is clear that 64 and 25% of the
respondents agree that supervisors consider their employees ideas also
and only 1 &2% disagreed and 8% neither agreed nor disagreed.
TABLE NO 8
I'm satisfied with the support from my co-workers
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
7
59
30
100
CHART 8
68
Interpretation:
From the above table it is clear that relation with co-workers is
quite good as nearly 89% of the respondents agree that they are satisfied
with support from co-workers and only 4% disagreed and 7% have no
answer to this.
TABLE NO 9
People here have concern from one another and tend to help one
another
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
0
5
11
66
18
100
CHART 9
69
Interpretation:
From the above table it is clear that in this organization people
have concern over each other as 18% strongly agreed and 66% agreed
and only 5% disagreed and 11% neither agreed nor disagreed.
TABLE NO 10
I'm satisfied with the refreshment facilities
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
8
7
12
57
16
100
70
CHAR10
Interpretation:
From the above table it is clear that 16% employees are strongly satisfied
with the refreshment facilities offered by the company as 7% of
respondents disagreed and 8% strongly disagreed and 12% neither
agreed nor disagreed and only 57% agreed.
TABLE NO 11
We are provided with the rest and lunch room and they are good
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
7
17
34
32
10
71
Total
100
CHART 11
Interpretation:
From the above table it is quite evident that 7% strongly
disagreed and 17% of the respondents disagreed and 34% neither agreed
nor disagreed and only 42% of the respondents are satisfied with the rest
and lunch room provided.
TABLE NO 12
The parking space for our vehicles are satisfactory
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
6
11
61
20
100
CHART 12
72
Interpretation:
From the above table it is clear that respondents are not satisfied
with the parking facilities provided by the company as 2% of
respondents strongly disagreed and 6% of respondents disagreed and
only 81% of respondents are satisfied with the parking facilities and 11%
have neither agreed nor disagreed.
Table no 13
I fell I'm paid a fair amount for the work i do
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
3
1
12
50
34
100
Chart 13
73
Interpretation:
From the above table it is evident that the respondents are
satisfied with their salary as 50% agree and 34% strongly agree. Only
`1% disagree and 3% strongly disagree, 12% neither agree nor disagree.
Table no 14
I'm satisfied with the chances for my promotion
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
3
7
11
43
36
100
Chart 14
74
Interpretation:
From the above table it is quite clear that employees are satisfied
with their chances for promotion as 43% agree and 36% strongly agree.
Only 7% disagree and 3% strongly disagree, 11% neither agree nor
disagree.
Table no 15
I'm satisfied with the allowances provided by the organization
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
8
50
38
100
Chart 15
75
Interpretation:
From the above table it is clear that the employees are satisfied
with the allowances and other benefits provided by the organization as
50% agree and 38% strongly agree. Only 2% disagree and 2% strongly
disagree, 8% neither agree nor disagree.
TABLE NO 16
I feel my boss motivate me to achieve the organizational goals
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
1
10
54
33
100
CHART 16
76
Interpretation:
From the above table it is evident that employees boss are
motivating to achieve organizational goals as 54% agree and 33%
strongly agree. 1% disagree this is quite high compared to other factors
and 2% strongly disagree and 10% neither agree nor disagree.
TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
14
57
25
100
CHART 17
77
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
57% agree and 25% strongly agree. Only 2% strongly disagree and 2%
disagree, 14% neither agree nor disagree.
.
TABLE NO 18
I feel that my job has little impact on the success of the company
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
5
9
8
52
26
100
Chart 18
78
Interpretation:
From the above chart it is clear that 78% respondents are think that they
contribute in the success of a company, 9% respondent disagree from the
statement and 5% respondent strongly disagree and 8% neither agree nor
disagree from the question.
Table no 19
I am happy with hospital facility at NTPC.
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
26
19
21
27
7
100
Chart 19
79
Interpretation:
From the above table it is clear that employees happy with hospital facility
at NTPC as 27% agree and 7%
strongly agree. 19% disagree this is quite high compared to other factors
and 26% strongly disagree and 21% neither agree nor disagree.
Table no 20
I am satisfied with the sports facilities.
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
7
7
27
50
9
100
Chart 20
80
Interpretation:
with the sports facilities provided by the organization as
disagree, 27% neither agree nor disagree
Table no 21
I am satisfied with welfare facilities of NTPC.
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
5
5
7
71
12
100
Chart 21
81
Interpretation:
with the welfare facilities provided by the organization as
disagree, 7% neither agree nor disagree
Table no 22
Overall I'm satisfied with my job
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
1
6
52
39
100
Chart 22
82
Interpretation:
From the above table it is evident that Overall satisfactions of the
respondents are good as 52% agree and 39% strongly agree. Only 2%
strongly disagree and 1% disagree and 6% neither agree nor disagree.
FINDINGS
From the study, the researcher has come to know that most of the
respondents are satisfied with their job. 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 to know
that most of the employees were satisfied with the welfare measures
provided by NTPC. The employees of NTPC get more benefits compare to
other companies.
83
The respondents are satisfied with the environment and nature of work
factors .
The respondents 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 good thats
why most respondents agree with this question.
The refreshment facilities are also need to be improved.
84
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. 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 NTPC (VSTPS) is more, so sample size
is
limited by 100.
The information collected by the observation method is

very limited.
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
85
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.
Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd.
India, ninth edition.
Web-Site:www.ntpc.co.in
www.google.com
86
ANNEXURE
Questionnaire
Strongl Disagr
Q
NO.
Question
ee
Neither
(2) Agree
Disagr
nor
ee
Disagr
(1)
ee
Agre Strongl
e
y
(4 Agree
(5)
(3)
I am happy with my work place.
1.
Working hours are convenient for me.
2.
3.
I feel I have too much work to do.

Safety measures provided by
the
4.
company are good.

My relationship with my supervisor is
5.
6.
cordial.
My senior is not partial.
My senior considers my ideas while
7.
taking decision.
87
I am satisfied with the support I get from

8.
my coworkers.
People here have concern from one
9.
another and tend to help.

I am satisfied with the refreshment
10.
facility.
We are provided with the rest and lunch
11.
room and they are good.

The parking spaces for vehicles are
12.
satisfactory.
I feel I am paid a fair amount for the
13.
work I do.
I am satisfied with the chances for my
14.
promotion.
I am satisfied with the allowances
15.
provided by the organization.

I feel my boss motivate me to achieve
16.
the organizational goals.

My senior motivates me to increase my
17.
efficiency at a time when I am not.

I feel my job little impact on the success
18.
of the company.
I am happy with hospital facility at
19.
20.
NTPC.
I am satisfied with the sports facilities.
I am satisfied with welfare facilities of
21.
NTPC.
Overall I am satisfied with my present
22.
job.
88
Thanking you
89

Job Satisfaction

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PREFACE

The project work entitled A STUDY ON JOB SATISFACTION OF

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Introduction of Job Satisfaction

Observation & Findings

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

RELATED ELEMENT OF LIFE SATISFACTION

labour turnover require a social skill of understanding human problems

THE WORK ITSELF

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Determinants of job satisfaction:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Effect of Job Satisfaction

Physical and Mental Health:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

worker may not necessarily lead to increased productivity but a dissatisfied

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

DIMENSIONS OF JOB SATIFACTION

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

factors:-Economic, social, technical and governmental

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

IMPORTANCE TO STUDY JOB SATISFACTION

Benefits of job satisfaction study

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Importance to Worker and Organization

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Creating Job Satisfaction

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

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

Flexible benefits, such as child-care and exercise facilities

Competitive salary and opportunities for promotion

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

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?

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Workers' Roles in Job Satisfaction

1. Develop excellent communication skills. Employers value and reward excellent

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Assuring Job Satisfaction

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

MODEL OF JOB SATISFACTION

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

THEORIES OF JOB SATISFACTION

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Two-Factor Theory (Motivator-Hygiene Theory)