Final Project Job Satisfaction

A.P.S. UNIVERSITY REWA (M.P.
Department of MBA (HRD)

A PROJECT REPORT ON JOB SATISFACTION OF EMPLOYEES IN NATIONAL THERMAL POWER CORPORATION (VINDHYACHAL SUPER THERMAL POWER STATION)
SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION
MBA (HRD) APS UNIVERSITY REWA (MP)

COMPANY GUIDE SHILPA DUNGDUNG COLLAGE GUIDE Dr. SUNIL KUMAR TIWARI HOD of MBA(HRD) APS University Rewa (MP)
PREFACE
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 1
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.
ACKNOWLEDGEMENT
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)
Vocational training is a bridge for a student that takes him from his/her theoretical knowledge world to the poetical industrial world. The real experience can be gained from an excellent organization in this series NTPC LTD is playing important role. Behind successful undertaking is the blessing and guidance of may this format piece of acknowledgement may not be sufficient to express my feeling of gratitude. Primarily I thanks god and my parents for their blessings showered on me who helped me more then I expected. I very much thanks, full to Mr. JOHAN PHILLP M. (MANAGER HR) for giving me opportunity to work in the organization. I express my indebtedness and deep sense of gratitude to Mr. B.Thiagarajan (Deputy Manager HR- ES), Miss Shilpa (Officer HR-EB). who have properly guided me during my training period and provided me with all the theoretical knowledge necessary for training. At last, I would like to convey my thanks to all the members of HR Deptt. NTPCVSTPS who have helped me at every stage of training. I am also indebted to my head of Department Dr.Sunil Tiwari whose fatherly guidance has been a source of inspiration to me. I am also grateful to my faculty members Dr.Ajay Singh, Dr. Usha Tiwari, Mrs. Sushma Tiwari, and Miss. Akanksha Singh, whose precious guidance through out the session has been of undoubted help to us in grooming ourselves and without which this work wasnt possible. I am also thankful to all my friends and seniors whose help has given this shape to the report.
MUKESH KUMAR VISHWAKARMA M.B.A. (HRD) 3rd SEM. A.P.S.UNIV ERSITY, REWA (M.P)
DECLARATION
I, Mukesh Kumar Vishwakarma s/o Shri L.N. Vishwakarma student of 3nd Semester, Department of MBA (HRD), A.P.S University, Rewa (M.P.) has completed the Project on job satisfaction of employee For the Academic Year 2010-11.
The information given in this project is true to the best of my knowledge.
M ukesh Ku.Vishwakarma
MBA(HRD)3rd sem 2009-2011 A.P.S.U.Rewa (M.P.)
CONTENT
S.No. Topic
Chapter 1 Chapter 2 Satisfaction Chapter 3
Company Profile Introduction of Job Objectives
Chapter 4 Methodology Chapter 5 Findings Chapter 7 Chapter 8 Chapter 9
Research Observation & Suggestions Bibliography 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. -Ro bert 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 FAMILY
POLITICS LEISURE
LIFE
RELATED ELEMENT OF LIFE SATISFACTION
Human life has become very complex and completed in nowa-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 Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 9
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 Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 10
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
11
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.
12
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 Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 13
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
14
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.
15
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. 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. Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 16
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and productivity 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction 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.
17
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 worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.
Extrinsic reward Performanc e
Perceived equity of rewards
18
Intrinsic reward
THE RELATION BETWEEN PERFORMANCE AND SATISFACTION
Satisfaction
Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.
HIGH
TURNOVER
JOB SATISFACTION
ABSENCES
LOW
LOW
HIGH
TURNOVER AND ABSENCES
19
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 not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad.
20
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 ENVIRONMENTAL FACTOR
SOCIAL CULTURAL FACTORS FACTOR
ORGANIZATIONAL 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. Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 21
Cultural factors:-Attitudes, beliefs and values. These factors affect job satisfaction of certain individuals in a given set of circumstances but not necessarily in others. Some workers may be satisfied with certain aspects of their work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to person.
IMPORTANCE SATISFACTION
TO
STUDY
JOB
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.
22
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. 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 self23
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my 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"
24
SATISFIED EMPLOYEE
25
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 telecommuting
work
arrangements,
possibly
including
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
26
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. 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
27
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?
28
29
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.
30
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
31
MODEL OF JOB SATISFACTION
32
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 Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 33
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 are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general selfefficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in 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,
34
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.
According to Herzberg following factors acts as motivators: Achievement, Recognition, Advancement, Work itself,
35
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.
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
36
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.
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 Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 37
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.
38
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
39
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%).
COMPANY PROFILE
NTPC- An Integrated Power Major
40
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.
POWER PERFORMANCE (2006-07):
41
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.
42
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.
43
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.
44
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 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.
45
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.
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 10th plan has gone up to 4500 MW.
46
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 stage-II& III are installed by Indian machines of BHEL,L&T,CG,ABB etc. details of this project is given below in table:
47
Project name: Station Address: Approved capacity: Stage-II
Vindhyachal Super Thermal Power P.O.vindhyanagar-486585, Distt. Singrauli, Madhya Pradesh 3260 MW (Stage-I 260X6MW,
500X2MW, Stage-III 500X2MW) Coal source: Water source: Beneficiary States: Maharashtra, Gujrat, Goa, Daman & Diu and Dadar Nagar Haveli Approved investment: crores, stage-III Rs 4201.5 crores Unit I October 1987 Unit I 1988 Unit III : 210MW : 500MW July : 210MW Stage-I & II Rs 4053.42 Nigahi, Mines, Dudhichua Discharge Canal Of Singrauli VSTPS Super Thermal Power Station Madhyapradesh, Chattisgarh,
February 1989 Unit IV : 210MW
December 1989
48
Unit V March 1990 Unit Commissioned Unit VI February 1991 Unit VII March 1999 Unit VIII:
: 210MW
: 210MW
: 500MW
500MW
February 2000 Unit IX 2006 Unit X 2007 International assistance Loan Stage-II USSR-stage-I World Bank under Time Slice : 500MW March : 500MW July
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.
49
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
1. Madhya Pradesh 2. Chhattisgarh 3. Maharastra 4. Gujarat Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 50
5. Daman & Div and Dader & Nagerhaveli
Power allocation:
Madhya Pradesh Chattisgarh Maharashtra Gujrat Goa, Daman & Diu and Dadar Nagar Haveli Unallocated 23.1%, 4.2%, 31.9%, 23.9%, 1.9% 15%
COAL SOURCE
Northern coal field ltd. (NCL) mines Project Dudhichua Nigahi Jayant 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). Distance 7KM 10KM 5KM
51
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
A World Class Integrated power major, powering Indias growth, with increasing global presence
VINDHYACHAL VISION
53
To be one of the largest, best and most efficient Power Station of India
CORE VALUE Business Ethics Customer Focus Organizational & Professional Pride o Mutual Respect and Trust
54
Innovati on and Speed Total Quali ty for Exce llenc e 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.
55
5. To function as a responsible corporate citizen and 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 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:-
56
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 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
57
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 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
58
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 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
59
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 India2003 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
60
Major functions under this level are: (a) Industrial Engineering (b) Employment and Placement (c) Training (d) Management Development, Organizational Development and Human (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. Resource research
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 Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 61
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, preparation of personal data bank and computerization, job evaluation and with the development various activities of Recruitment pertaining job deals to specification/descriptions.
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.
62
(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: 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
63
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. Environment, Safety, Health & Quality Policy NTPC Ltd. Vindhyachal is committed to:
Generated reliable, economical and quality electric power in eco-friendly, healthy & safe
64
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, developing ash & utilization maintaining
maximization,
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
65
regard the company has installed, equipments, computers and advanced 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 No of projects 15 07 22 Commissioned capacity (MW) 22,895 3,955 26,850
66
COAL GAS/LIQ.FUEL GRAND
03 01 26
314* 740** 27,904
TOTAL *captive power plant under JVs with SAIL ** power plant under JV with GAIL,FLs& MSEB
PROJECT PROFILE
Coal based power stations
Coal based State Uttar Pradesh Chattisgarh Andhara Pradesh West Bengal Commissioned Capacity (MW) 2,000 2,100 2,600 1,600
1. Singrauli Korba 2. 3. Ramagunda 4.

m Farakka
67
5. Vindhyachal Madhya Pradesh Rihand Uttar Pradesh 6. Bihar 7. Kahalgaon Ntcpp Uttar Pradesh 8.
3,260 2,000 1,340 840
68
Projects under implementation

Additional capacity under implementation (MW) 500 500 1980 500 1980 500 500 500 980 1000 800 600 520 10,860
Coal/hydro 1. 2. 3. 4. 5. 6. 7. 8. 9. Kahalgaon stage II (phase I) (phase II) Sipat (stage I) (stage II) Barh Bhilai (exp.power project-JV with SAIL) Korba (stage III) Farakka (stage III) NCTPP (stage II) Simhadri (stageII) Koldam (HEPP)
State Bihar Chattisgarh Bihar Chattisgarh Chattisgarh West Bengal Uttar Pradesh Andhara Pradesh Himachal Pradesh Uttarakhand Uttrakhand
Fuel Coal Coal Coal Coal Coal Coal Coal Coal hydro hydro hydro
10. Loharinag pala (HEPP) 11. Tapovan
vishungad(HEPP) Total (coal +hydro)
69
PART -3 OBJECTIVE OF THE STUDY
OBJECTIVES
70
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 at among NTPC employees 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.
71
To identify the basic employees facility at the company premises.
72
73
RESEARCH METHODOLOGY
74
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. 2.
Primary Data Personal Investigation Observation Method Information from correspondents Information from superiors of the organization Secondary Data Published Sources such as Journals, Government Reports, Newspapers and Magazines etc. Unpublished Sources such as Company Internal reports prepare by them given to their analyst & trainees for investigation.
Websites like NTPC official site, some other sites are also searched to find data.
75
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.
76
DATA ANALYSIS & INTERPRETATION
Table No: 1 Working hours are convenient for me.

1 2 Strongly Disagree Disagree 2 1
77
3 4 5
Neither Agree Nor Disagree Agree strongly Agree Total
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

1 2 3 4 5 Strongly Disagree Disagree Neither Agree Nor Disagree Agree strongly Agree Total 1 3 10 55 31 100
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
79
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

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

CHART 4
81
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 3 4 5
Strongly Disagree Disagree Neither Agree Nor Disagree Agree strongly Agree Total
2 2 6 55 35 100
CHART 5
82
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
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

84
CHART 7
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

85
CHART 8
Interpretation: From the above table it is clear that relation with coworkers 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
86
CHART 9
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 Strongly Disagree Disagree Neither Agree Nor Disagree Agree 8 7 12 57
87
strongly Agree Total
16 100
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.
88
TABLE NO 11 We are provided with the rest and lunch room and they are good
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.
89
TABLE NO 12 The parking space for our vehicles are satisfactory

CHART 12
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%
90
have neither agreed nor disagreed.
Table no 13 I fell I'm paid a fair amount for the work i do

Chart 13
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

Chart 14
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
Chart 15
Interpretation: From the above table it is clear that the employees are satisfied with the allowances and other benefits provided by the organization as
93
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
CHART 16
Interpretation: From the above table it is evident that employees boss are
94
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
CHART 17
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
Chart 18
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.

Chart 19
Interpretation:
97
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.

Chart 20
98
Interpretation: From the above table it is clear that the employees are satisfied with the sports facilities provided by the organization as 50% agree and 9% strongly agree. Only 7% disagree and 7% strongly disagree, 27% neither agree nor disagree Table no 21 I am satisfied with welfare facilities of NTPC.
Chart 21
Interpretation:
99
From the above table it is clear that the employees are satisfied with the welfare facilities provided by the organization as 71% agree and 12% strongly agree. Only 5% disagree and 5% strongly disagree, 7% neither agree nor disagree
Table no 22 Overall I'm satisfied with my job

Chart 22
100
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
101
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. 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
102
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.
103
SUGGESTION RECAMANDATION
AND
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.
104
Some respondents hesitated to give the actual situation; they feared that management against them The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias. BIBLIOGRAPHY BOOKS: Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill Publication Company Ltd.
would
take
any
action
Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth edition.
Web-Site:www.ntpc.co.in www.google.com
105
ANNEXURE
106
Questionnaire Strongl Disagr Q NO. Question y Disagr ee (1) I am happy with my work place. 1. Working hours are convenient for me. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. I feel I have too much work to do. Safety measures provided by ee Neither nor Disagr ee (3) ) e y
(2) Agree
Agre Stro
(4 Agr
the
company are good. My relationship with my supervisor is cordial. My senior is not partial. My senior considers my ideas while taking decision. I am satisfied with the support I get from my coworkers. People here have concern from one another and tend to help. I am satisfied with the refreshment facility. We are provided with the rest and lunch room and they are good. The parking spaces for vehicles are satisfactory. I feel I am paid a fair amount for the
107
work I do. I am satisfied with the chances for my 14. 15. 16. 17. 18. 19. 20. 21. 22. promotion. I am satisfied with the allowances provided by the organization. I feel my boss motivate me to achieve the organizational goals. My senior motivates me to increase my efficiency at a time when I am not. I feel my job little impact on the success of the company. I am happy with hospital facility at NTPC. I am satisfied with the sports facilities. I am satisfied with welfare facilities of NTPC. Overall I am satisfied with my present job.
Thanking you
108

Final Project Job Satisfaction

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Final Project Job Satisfaction

Uploaded by

Copyright:

Available Formats

A.P.S. UNIVERSITY REWA (M.P.

Department of MBA (HRD)

MBA (HRD) APS UNIVERSITY REWA (MP)

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

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

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

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

MBA(HRD)3rd sem 2009-2011 A.P.S.U.Rewa (M.P.)

Chapter 1 Chapter 2 Satisfaction Chapter 3

Company Profile Introduction of Job Objectives

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

Chapter 4 Methodology Chapter 5 Findings Chapter 7 Chapter 8 Chapter 9

Research Observation & Suggestions Bibliography Annexure

Introduction of Job Satisfaction

Job satisfaction does not seem to reduce absence, turnover

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

RELATED ELEMENT OF LIFE SATISFACTION

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.)

Extrinsic reward Performanc e

Perceived equity of rewards

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

TURNOVER AND ABSENCES

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

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 ENVIRONMENTAL FACTOR

SOCIAL CULTURAL FACTORS FACTOR

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.)

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

Creating 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.)

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

Workers' Roles in Job Satisfaction

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

Two-Factor Theory (Motivator-Hygiene Theory)

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

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

Possibility of growth, & Responsibility.

Need Fulfillment Theory :

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

a) Need for personal achievement :

b) Need for social achievement :

c) Need for influence :