A REPORT ON

EMPLOYEE SATISFACTION AT
NATIONAL ALUMINIUM COMPANY LIMITED, BHUBANESWAR
Submitted for B. Com Programme in D.A.V. School of Business Management; Affiliated to Utkal University

Submitted By:
DURGADAS RAY
BATCH: 2020-23
University Roll No.- 2003010190550018

External Guide Internal Guide

Ms. Simani Mahapatra Mr. Satyajit Dikshit
AGM (HRD) Asst. Professor
NALCO, Bhubaneswar DSBM, Bhubaneswar

Committed to Excellence

D.A.V. SCHOOL OF BUSINESS MANAGEMENT

(Recognized by the Govt. of Odisha and Affiliated to Utkal University)
D.A.V. CAMPUS, UNIT-8, NAYAPALLI, BHUBANESWAR-751012, ODISHA
2023
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DECLARATION

I do hereby declare that the project work entitled “EMPLOYEE SATISFACTION at

NATIONAL ALUMINIUM COMPANY LIMITED, BHUBANESWAR” submitted to
D.A.V. School of Business Management, affiliated to Utkal University, is a record of original
work done by done by me under the guidance of Ms. Simani Mahapatra, AGM (HRD),
NALCO CORPORATE OFFICE, BHUBANESWAR and Mr. Satyajit Dikshit, Assistant
Professor, DSBM.

Date: Name: Durgadas Ray

Place: Bhubaneswar Roll No.: 2003010190550018
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ACKNOWLEDGEMENT
It is really a great pleasure to have this opportunity to express the feeling of gratitude
imprisoned in the deepest core of my heart.

At the onset, I convey my sincere gratitude to Ms. Simani Mahapatra, AGM (HRD), NALCO
Corporate Office Bhubaneswar for giving me the opportunity to prepare my project work.

I do express my sincere thanks to Mr. Satyajit Dikshit, Assistant Professor, for his diligent
guidance and continuous monitoring of the project.

I must also express my deepest gratitude to the Principal and the Faculty Council of DSBM,
for their timely help as and when required.

I cannot conclude this acknowledgement without thanking my family, relatives, acquaintances,

and friends who have offered their valuable cooperation to me at every stage.

Date: Name: Durgadas Ray

Place: Bhubaneswar Roll No: 2003010190550018
CERTIFICATE OF THE EXTERNAL GUIDE
 D.A.V. SCHOOL OF BUSINESS MANAGEMENT

UNIT-VIII, NAYAPALLI, BHUBANESWAR-751012

Email: dsbmbbsr@gmail.com , Website: www.dsbm8.org , Tel: 0674 2560 539

Committed to Excellence

CERTIFICATE OF THE INTERNAL GUIDE

This is to certify that the Project titled “EMPLOYEE SATISFACTION at NATIONAL
ALUMINIUM COMPANY LIMITED CORPORATE OFFICE, BHUBANESWAR
submitted by Durgadas Ray bearing the University Roll No.: 2003010190550018 for the
partial fulfilment of the Degree of Bachelor of Commerce (Batch 2020-23), embodies the
bona fide work done by him under my supervision and guidance.

I wish him success in his career.

Date: Mr. Satyajit Dikshit

Place: Bhubaneswar Assistant Professor, DSBM
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CONTENTS

PARTICULARS SL NO.
TITLE PAGE i
DECLARATION ii
ACKNOWLEDGEMENT iii
CERTIFICATE OF EXTERNAL GUIDE iv
CERTIFICATE OF INTERNAL GUIDE v
TABLE OF CONENTS vi
LIST OF TABLES vii
LIST OF FIGURES viii
EXECUTIVE SUMMARY ix
CHAPTER – 1 [INTRODUCTION] 1
1.1. IDENTIFICATION OF THE PROBLEM 2
1.2. OBJECTIVES OF THE STUDY 2
1.3. SCOPE OF THE STUDY 2
1.4. LIMITATIONS OF THE STUDY 3
CHAPTER – 2 [REVIEW OF LITERATURE] 4
2.1. BACKGROUND STUDY 6
2.2. COMPANY PROFILE 14
CHAPTER – 3 [METHODOLOGY] 18
3.1 RESEARCH METHODOLOGY 19
3.2. DATA COLLECTION 19
3.3. SAMPLE SIZE 20
3.4. SAMPLING TECHNIQUES 20
3.5. TOOLS USED 20
CHAPTER - 4 [ANALYSIS AND DATA INTERPRETATION] 21
CHAPTER – 5 [FINDINGS] 46
5.1. MAJOR FINDINGS 47
5.2. DISCUSSIONS 47
5.3. CONCLUSION 48
BIBLIOGRAPHY 50
ANNEXURE 54
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LIST OF TABLES

TABLE NO. TABLE TITLE PAGE NO.

4.1 Valued for contributions 22

4.2 Communication of company news 23
4.3 Evenly Work Distribution 24
4.4 Chances in decision making 25
4.5 Connected to co-workers 26
4.6 Manager values feedbacks 27
4.7 Positive and Motivating workplace 28
4.8 Meaningful, challenging and exciting work 29
4.9 Adequate career enhancement options 30
4.10 Clearly defined job responsibilities 31
4.11 Full utilization of skills and abilities 32
4.12 Comfortable in contribution of ideas, opinions 33
4.13 Fairly recognized for my contributions 34
4.14 Receive compliments for good works 35
4.15 Receive meaningful rewards 36
4.16 Satisfied with employee welfare policies 37
4.17 Satisfied with current salary package 38
4.18 Satisfied with working hours 39
4.19 Unreasonable stress 40
4.20 Enough family time 41
4.21 Freedom in doing work 42
4.22 Enough training to solve various issues 43
4.23 Satisfied working for company 44
4.24 Recommend the organization 45
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LIST OF FIGURES
FIGURE NO. TABLE TITLE PAGE NO.
4.1 Valued for contributions 22
4.2 Communication of company news 23
4.3 Evenly Work Distribution 24
4.4 Chances in decision making 25
4.5 Connected to co-workers 26
4.6 Manager values feedbacks 27
4.7 Positive and Motivating workplace 28
4.8 Meaningful, challenging and exciting work 29
4.9 Adequate career enhancement options 30
4.10 Clearly defined job responsibilities 31
4.11 Full utilization of skills and abilities 32
4.12 Comfortable in contribution of ideas, opinions 33
4.13 Fairly recognized for my contributions 34
4.14 Receive compliments for good works 35
4.15 Receive meaningful rewards 36
4.16 Satisfied with employee welfare policies 37
4.17 Satisfied with current salary package 38
4.18 Satisfied with working hours 39
4.19 Unreasonable stress 40
4.20 Enough family time 41
4.21 Freedom in doing work 42
4.22 Enough training to solve various issues 43
4.23 Satisfied working for company 44
4.24 Recommend the organization 45
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EXECUTIVE SUMMARY

Every organization is managing a large workforce in today’s world. If one has to work
efficiently, then he has to keep a perfect balance between his personal and professional life.
Employee Satisfaction plays a vital role in achieving the targeted goals in an organization.
When the employees work happily then they can contribute in a better way.

In the world full of stress, organizations should adapt some ways to maintain a balance in the
work-life of their employees. This study is conducted to know, how the employees at NALCO,
Bhubaneswar are satisfied with their personal and their professional life. In this report, an
analysis is based on the basis of a questionnaire, that was distributed to the employees at
NALCO Corporate Office, Bhubaneswar irrespective of their job profile.

From the study conducted on its effectiveness, most of the employees are satisfied with their
work but there are a few employees whose responses seem to be a bit under the satisfaction
level so it would be right to say, at present there are no such huge gaps that the organization is
not able to fill up but there is still scope for improvement for attaining Cent-percent satisfaction
of all the employees.

This work has given me an enriched experience and helped me gain immense knowledge in
the field of Human Resource Development. It helped me learn how such big organizations put
into use the related theories for further development.

This entire project has been a great source of exposure for me to know the various dimensions
of management of an organization’s workforce and this experience is going to help me
immensely in my future endeavors.
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CHAPTER – 1
INTRODUCTION
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1.1. IDENTIFICATION OF THE PROBLEM

Employees are the biggest for an organization. Their satisfaction matters a lot for smooth
running of the organization. When I was thinking what to choose under HR field with the
guidance of my external and internal guide I choose ‘Employee Satisfaction’. I was curious to
know how well the employees are satisfied working at corporate office of one of the prestigious
organization NALCO. Many employees are working at various departments at Bhubaneswar’s
Corporate Office. This study will help me in gaining knowledge about corporate culture. This
will enhance my knowledge and give a clear picture how to work at corporates in the future.

1.2. OBJECTIVES OF THE STUDY

 To know satisfaction level of employees at NALCO.

 To study employees perception towards NALCO.
 To identify the factors determining the satisfaction of the employees at NALCO.
 To study the impact of job on the overall growth of employees as well as NALCO.

1.3. SCOPE OF THE STUDY

The scope of the study is clear as we analyse the needs of the employees at NALCO Corporate
Office, Bhubaneswar to enrich their morale and creating a friendly atmosphere which also
enriches their work-life.

As we identify, analyse and satisfy their expectations, a good and a healthy environment, loyal
and dedicated workforce can be created to develop the organization. My study is limited to
NALCO Corporate Office Bhubaneswar only.
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1.4. LIMITATIONS OF THE STUDY

 The study here is limited only to NALCO Corporate Office.
 The responses varies person to person.
 Lack of cooperation of some individuals.
 Lack of time as the duration was short.
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CHAPTER – 2
REVIEW OF
LITERATURE
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LITERATURE REVIEW

In this chapter we will study about concepts of job satisfaction, job stress, role conflict, and
role ambiguity.

Employee Satisfaction is used to describe how satisfied employees are with elements like their
jobs, employee experience and organization. It is one key method to check the health of an
organization.

“Job Satisfaction will be defined as the amount of overall positive effect that individuals have
towards their jobs.” - Keith Davis

Employee must take organization in a positive way, else it wouldn’t take long for them to look
for a change. If an employee is dissatisfied with the organization but continues to work due to
other reasons the employee starts to look for reasons to dislike the company more.

IMPORTANCE OF EMPLOYEE SATISFACTION IN TODAY’S LIFE

 Lower Turnover: Retaining employees helps to create a better environment and makes
it easier to recruit quality talent and save money.
 High Productivity: A satisfied employee focuses on achieving organizational goals
and improving its performance.
 Increased Loyalty: Satisfaction of employees makes them loyal towards the
organization and they work dedicatedly.
 Earning High Revenues: Dedicated employees contribute their efforts towards the
development of organization resulting in increasing profitability.
 Increased Customer satisfaction: A satisfied employee in the organization treats the
customers well and retains them for a longer period of time.
 Reduces Employee Absenteeism: Employees enjoying their work will always eagerly
wait to come to office daily after completion of their work.
 Satisfied employees handles pressures well: Employees enjoying their work will
always be ready take-up new assignments and will complete them with their full
dedication and will give their best while completion.
 More Opportunities: Satisfied employees utilizes their hidden talents which gives
some magical touches to their work and ultimately enhances organisation’s image.
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2.1. JOB SATISFACTION

Job satisfaction is a multifaceted construct with a variety of definitions and related concepts,
which has been studied in a variety of disciplines for many years to now. Many theories and
articles of interest to managers, social psychologist, and scholars, focus on job satisfaction
because most people spend their life-time for work, and understanding of the factors that
increase satisfaction is important to improve the well-being of individuals in this facet of the
living (Gruneberg,1997).

2.1.1. CONCEPTS OF JOB SATISFACTION:

In a literature review, Lu, While, and Barriball (2005) mentioned the traditional model of job
satisfaction focuses on all the feelings about job of an individual. However, what makes a job
satisfying or dissatisfying does not depend only on the nature of the job, but also on the
expectations that individuals have of what their job should provide. Maslow (1954 cited in
Huber, 2006) arranged human needs along a fivelevel hierarchy from physiological needs,
safety and security, belonging, esteem to self-actualization. In Maslow’s pyramid, needs at the
lower levels must be fulfilled before those rise to a higher level. According to Maslow’s theory,
some researchers have approached on job satisfaction from the perspective of need fulfilment
(Regis & Porto, 2006; Worf, 1970). Job satisfaction as a match between what individuals
perceive they need and what rewards they perceive they receive from their jobs (Huber, 2006).
However, overtime, Maslow’s theory has diminished in value. In the current trend, the
approach of job satisfaction focuses on cognitive process rather than on basic needs in the
studies (Huber, 2006; Spector, 1997). Another approach as proposed by Herzberg (Herzberg
et al., 1959; cited in Huber, 2006) is based on the Maslow’s theory. Herzberg and colleagues
built Herzberg’s motivation-hygiene theory of job satisfaction. Theory proposed that there are
two different categories of needs, which are intrinsic (motivators) and extrinsic (hygiene)
factors. Theory postulates that job satisfaction and/or is dissatisfaction is the function of two
need systems. Intrinsic factors are related to the job itself. Intrinsic factors seem to influence
positively on job satisfaction.
The motivators include advancement, growth and development, responsibility for work,
challenging, recognition, and advancement. In other words, extrinsic factors are closely related
to the environment and condition of the work.
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The hygienes relate to job dissatisfaction including supervision, company policy and
administration, working condition and interpersonal relation (Lephalala, Ehlers, & Oosthuizen,
2008; Shimizu et al., 2005).
This theory has dominated in the study of job satisfaction, and become a basic for development
of job satisfaction assessment (Lu et al., 2005). In summary, some previous theories have
proposed many factors contributed to job satisfaction such as the Maslow’s hierarchy of needs
and the set of Herzberg’s motivation-hygiene theory.
This study is going to measure job satisfaction in two categories, including motivator and
hygiene factors, which are related to Herzberg’s theory.

2.1.2. EMPLOYEE SATISFACTION IN NALCO:

It’s a complex phenomenon as it comprises of both positive and negative factors.

These factors are: 1) working conditions including workload and staffing.

2) working environment: empowerment, autonomy 3) salary, benefits and educational support

4) stress 5) leadership issues 6) role conflict and confusion

7) professional recognition 8) communication 9) working hours and 10) peer group and sense
of belongingness.

Factors influencing job satisfaction are: lack of promotions, lack of opportunity for
advancement, and lack of involvement in decision-and policy-making activities. Difference in
working environment may create the difference in job satisfaction. Some employees felt
satisfied with professional status, interaction and autonomy, while pay and organizational
policies were reported to make the least contribution job satisfaction. Others felt satisfied with
co-workers and nature of work, while less satisfied with fringe benefits, contingent rewards,
and operating procedures.

Norbu (2010) revealed supervisor social support had positive correlation, and workload had
negative correlation with job satisfaction among staffs.

Some studies have shown that many factors in working environment associated with nurses’
job satisfaction following either positive (i.e. such are as pay, benefits, promotion, recognition,
communication with partner, autonomy, etc.) or 16 negative ways. From the review, there are
negative factors which are job stress and role stress.
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2.1.3. MEASUREMENTS OF EMPLOYEE SATISFACTION

Measuring employee satisfaction is difficult, for it is abstract personal cognition that only exists
in the mind of individual. However, most researchers select a more objective and in-depth
survey instrument (Spector, 1997).

Spector suggested using an existing job satisfaction scale for the following advantages:

1) it has been reported to exhibit acceptable levels of reliability, 2) it has been used a sufficient
number of times to provide norm, 3) it has been used in research to provide good evidence for
construct validity, and 4) using known scales saves the considerable cost and time necessary to
a develop a scale.

Many instruments were developed to measure the level of job satisfaction. Originally Index of
Work satisfaction (IWS) was develop in the 1972s (Stamp, 1997 cited in Norbu, 2010). It is a
scale to measure the relative importance of various components of job satisfaction. It contained
six components: 1) professional status, 2) task requirements, 3) pay, 4) interaction, 5)
organizational policies, and 6) autonomy. This scale was developed based on the combination
of Maslow’s theory and Herzberg’s theory. It consisted of 48 items and ranged on a 7-point
Likert scale.

Originally the McCloskey/Muller Satisfaction Scale (MMSS) was developed in the 1974s
(McCloskey & Muller, 1990). This scale measures job satisfaction from 8 subscales: 1)
extrinsic rewards, 2) scheduling, 3) the balance of family and work, 4) co-worker, 5) interaction
opportunities, 6) professional opportunities, 7) praise and recognition, and 8) control
responsibility. This scale was developed based on theories of Maslow and Burn. It consisted
of 31 items and ranged on a 5-point Likert scale.

The Job Satisfaction Survey (JSS) was developed in 1985s (Spector, 1985). This scale assesses
employee attitudes about the job and aspects of job from 9 separate facets of the job
satisfaction: 1) pay and pay raises, 2) promotional opportunities, 3) fringe benefits, 4)
contingent reward, 5) supervision, 6) co-worker, 7) nature of work, 8) communication within
the organization, and 9) operating procedures.

The scale was summated rating scale format which is the most popular for job satisfaction
scales. It consisted of 36 items and ranged on a 6-point Likert scale from 1-dissagree strongly
to 6-agree strongly. It has some of the items written in negatives direction.
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The higher mean score is the higher level of job satisfaction. Level of job satisfaction is low
when the mean score is less.

Although, the JSS was developed to measure of employees’ job satisfaction to human service,
public, etc. JSS measured using both the positive and the negative ways. Hence, JSS tool was
selected in this study.

2.2. JOB STRESS

2.2.1. CONCEPTS OF JOB STRESS:

People spend most of their time on their work because they need to earn money to serve the
basic needs of life, as well as to meet some other needs, and the job helps them expand the
relationships with community, create the link with society. Thus, they always face with
stressors in environment. Stress has been defined in many ways. Selye’s general stress Theory
(Selye, 1976; cited in Huber, 2006) described stress as a non-specific response that appears
inside human biological system as a reaction to the stimuli of a stressor.

When the person interacts with a stressor, a characteristic syndrome of physical reactions will
occur. Selye (1976) describes effort or non-specific response as the essence of the stress, the
demand as stressor. He proposed that failure to adapt adequately may lead to prolonged stress
and eventually to exhaustion and morbidity.

Lazarus and Folkman (1984 cited in Sullivan & Decker, 2009) viewed stress as a relationship
between the person and environment that is appraised as taxing or exceeding their sources and
as endangering well-being. The individual cognitive appraisal of a given situation and the use
of his coping mechanisms in dealing with the situation are described as a transactional process.

Stress and the negative outcomes of stress have been recognized as financially costly to any
health care organization. Negative outcomes of job stress among nurses include physical
illness, burnout, or coping (Huber, 2006). Job stress describes the stress associated with the
professional or work environment. Tension is created when the demands of the job or the job
environment exceed the capacity of the person to respond effectively. Job stress varies with
each work environment. Job stress is defined as a tension or an uncomfortable sensation arising
in a person that related to the demands of job or work of the nurse (Huber, 2006; McVicar,
2003). Beehr and Franz (1985) described job stress as a process in which some characteristics
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of the work or the workplace have harmful consequences for employees. There are 3 sources
of stressors in the workplace that are the task and its characteristics, interpersonal relationships,
and characteristic of organization. An element of the workplace becomes a stressor when itself
can cause a strain of employees.

Briefly, there are many approaches related to stress. Commonly, stress is often seen as negative
results or non-specific response and it can affect the well-being not only of individual, but also
of organization. This study considers to level of job stress.

2.2.2. JOB STRESS IN NALCO:

Stress is as normal as the nature of the resistance of life (Sullivan, & Decker, 2009), people
have been faced with the situations or events from daily life which created stress, tensions.
Huber (2006) proposed that nursing work is one of the most stressful and challenging.

Job stress can be accumulated with day-to-day, and if it is not resolved or adapt, it will evolve
too high and consequences will lead to burnout occurs, decrease individual productivity
(Huber, 2006), this is really very dangerous if a sufficient 19 amount of stress it would create
momentum in the process of working, and conversely (Adeb-Saeedi, 2002; Sullivan & Decker,
2009). Symptoms of stress impact on the organizations, these express majors on the job such
as leading to job dissatisfaction, high absenteeism, as well as labor turnover, poor quality
control (Cooper & Marshall, 1976 cited in Sadri & Marcoulides, 1994). Here are some valid
evidences that stress impacts on health of humans. Therefore, studies on job stress is needed
and including its levels.

Differences in working environment and administrative management can receive job

satisfaction and job stress differently. Employees who have worked for a longer period of time
with many experiences face more stress as compared to less experienced/freshers. Supportive
relationships with peers may reduce the occurrence of high stress levels among nurses, leading
the author to conclude that social support and the psychosocial work climate should be
improved.
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2.3. ROLE CONFLICT AND ROLE AMBIGUITY

2.3.1. CONCEPTS OF ROLE CONFLICT AND ROLE AMBIGUITY

Role is defined as a set of expectations about behaviour corresponding to a particular position

in society (Sullivan, & Decker, 2009). Role stress will be occurred when incompatibility
exists between a person’s perception of the characteristics of a specific role and what the role
expectations. Role stress is conceptually and empirically different from job stress (Lambert et
al., 2004). In fact, research has indicated that role stress is a salient antecedent of job stress
for many correctional workers (Lambert, Hogan, & Tucker, 2009). Role stress includes many
kinds, there are: role ambiguity, role conflict, role overload, role incongruity, role underload
(Hardy, 1978 cited in Yoder-Wise, 2007). In consequence, the role stress may create the role
strain, which is subjective feeling of discomfort experienced as the result of role stress. Clear,
realistic role expectations can reduce the role stress for nurses and increase productivity.
Among role stress, role conflict and role ambiguity the first two stressors have received much
attention from organizational psychologists because they influence psychological work
climate and the organizational behaviour (PiKo, 2006; Kalliath & Morris, 2002).

Role conflict and role ambiguity are two concepts, which were first introduced by Kahn et al.
(1964). Role ambiguity is lack of clarity on one’s job profile. The employee remains confused
about his or her role or tasks, caused by lack of required information, lack of communication
of available information, or receipt of 22 contradictory messages regarding the role (Kahn et
al., 1964). Amabile and Gryskiewicz (1987) noticed that management must establish clear
organizational goals to achieve high production. Sherman (1989) postulated that role clarity is
a positive motivator for personnel, and when motivated properly, they tend to solve problems
that require a high level of effort and innovation to complete a project. Moreover, role clarity
is also positively related to innovation (Jansen & Gaylen, 1994). Role clarity refers to how
clearly a set of activities expected from an individual are expressed. Role ambiguity or role
uncertainty is the reverse situation (Jansen & Gaylen, 1994). This implies that role ambiguity
may be source of uncertainty for employees (O’Driscoll & Beehr, 2000), and they are
associated to work attitude in which are commitment and satisfaction (Tankha, 2006). In
addition, the work environment is always change, so nurses have to perform in new role and
under new events. Hence, managers need to provide the education and necessary supports to
nurses who need to coping with their role changes. Clear understanding of role changes and
planned programs to support them will reduce role stress and prevent role strain (Huber, 2006).
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According to role theory, role conflict results from two or more sets of incompatible demands
involving work-related issues (Kahn et al., 1964; Katz & Kahn, 1978). Role conflict usually
arises from the employee’s membership in multiple groups, opposing pressures from different
role senders, and a conflict between personal values and prescribed role behaviour. Role theory
(cited in Swansburg & Swansburg, 2002) also point out role conflict may make employee
experience stress, dissatisfaction and ineffective performance. As the result, role conflict may
reduce trust of and personal liking and esteem for the person in authority, it also reduces
communication and decreases employee effectiveness. According to managers, role conflict
associates with more dysfunctional.

Lack of congruent expectations and demands from other people in the workplace are
psychologically uncomfortable and may induce negative emotional reactions, diminish
effectiveness and job satisfaction, and decrease the employee’s intent to remain a member of
the organization (O’Driscoll & Beehr, 1994).

In conclusion, role conflict and role ambiguity related to the content of their work and the tasks,
and responsibilities assigned to their positions. Clearly role 23 description and reduce conflict
have indicated a positive effect on the nursing care delivery system. This study concerns to
level of role conflict and role ambiguity.

2.3.2. ROLE CONFLICT AND ROLE AMBIGUITY IN NALCO

The differences between role perception and role conflict and role ambiguity could be related
to employees’ expectations of their role as an internal source of role conflict and role ambiguity.
Male employees experience more stress than female employees.

In this study, role conflict may have reflected issues related to lack of resources, differing
perceptions of how work should be carried out, and incompatible requests.

Huber (2006) has noticed that the level of stress should be moderate levels. At too low a stress
level, nurses may become apathetic or non-productive. At too high a stress level, nurses only
engrossed in trying to deal with stress and therefore reduce quality of productivity.

Shortly, many studies have been paid attention in role stress, specifically role conflict and role
ambiguity. They also indicated the negative relationships between role stress, which include
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role conflict and role ambiguity, and job satisfaction. This study is going to measure level of
role stress.

2.3.3. MEASUREMENTS OF ROLE CONFLICT AND ROLE

AMBIGUITY

Role Conflict and Ambiguity Scale (RCAS) was developed in 1970 (Rizzo et al., 1970). It
measured role stress from 2 dimensions: 1) role conflict, and 2) role ambiguity. RCAS
consisted of 14 items and ranged on a 7-point Likert scale from 1- strongly disagree to 7 -
strongly agree (Rizzo et al., 1970). The RCAS were reported to have good reliability and
validity in these studies.

3.1.1. RELATIONSHIPS BETWEEN JOB STRESS, ROLE CONFLICT,

ROLE AMBIGUITY, AND JOB SATISFACTION

The relationships between stressors and job satisfaction are the focii of some theories and
researchers. Firstly, there are several theories which indicate relationship among job stress, role
stress and job satisfaction, such as Cooper’s Dynamics of Work stress model (Cooper &
Marshall, 1976 cited in Sadri & Marcoulides, 1994), Lazarus’s stress and coping model
(Lazarus & Folkman, 1984).

SUMMARY

In summary, job satisfaction is very important to promote well-being of the organization,

positive attitude and behaviours of employees toward work. Moreover, improving job
satisfaction results in better quality of care, less physical and mental problems for employees.
Employees experience stress in their work and work environment. In addition, there are
relationships between job stress, role conflict, role ambiguity and job satisfaction. Some
researches pointed out that employees are satisfied with their work.
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COMPANY’S PROFILE
National Aluminium Company Limited (NALCO) is a Schedule ‘A’ Navratna CPSE
established on 7th January, 1981 having its registered office at Bhubaneswar. It is one of the
largest integrated Bauxite-Alumina-Aluminium- Power Complex in the Country. At present,
Government of India holds 51.28% of paid up equity capital. The Company has been operating
its captive Panchpatmali Bauxite Mines for the pit head Alumina refinery at Damanjodi, in the
District of Koraput in Odisha and Aluminium Smelter & Captive Power Plant at Angul. As a
part of green initiative, NALCO has installed 198 MW Wind Power Plants at various locations
in India and 800 kWp roof top Solar Power Plants at its premises to join hands for carbon
neutrality. From the days of first commercial operation since 1987 the Company has
continuously earned profits for last 35 years. Despite the Global COVID-19 pandemic,
NALCO has posted Highest ever sales revenue of Rs.14,181 Crore and Highest ever PAT of
Rs. 2,952 Crore in FY 2021-22. The Company achieved full capacity production of 4.6 lakh
tonne, with all 960 POTs in operation in its Aluminium Smelter for the first time since inception
in FY 2021-22. The Company has also achieved highest ever Bauxite production of 75.11 lakh
tonne in FY 2021-22.

The Company has a 68.25 lakh TPA Bauxite Mine & 21.00 lakh TPA (normative capacity)
Alumina Refinery located at Damanjodi in Koraput district of Odisha, and 4.60 lakh TPA
Aluminium Smelter & 1200MW Captive Power Plant located at Angul, Odisha.

The Company has regional sales offices in Delhi, Kolkata, Mumbai, Chennai and 8 operating
stockyards at various locations in the Country to facilitate domestic consumers. In addition,
NALCO has its own bulk shipment facility for export of products.

With its consistent track record in capacity utilization, technology absorption, quality
assurance, export performance and posting profits, NALCO is a bright example of India’s
industrial capability.

NALCO is the first Public Sector Company in the country to venture into international market
in a big way with London Metal Exchange (LME) registration since May, 1989. The Company
is listed at Bombay Stock Exchange (BSE) since 1992 and National Stock Exchange (NSE)
since 1999. Besides, ISO 9001, ISO 14001, OHSAS 18000, ISO 50001 & SA 8000
certifications, NALCO’s Data Centre at Corporate Office and Disaster Recovery Site at
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Alumina Refinery certified for Information Security Management System and awarded ISO
27001:2013 Certification and Accreditation from International Accreditation Services, USA.”

To face the challenges of ever-evolving market and position the Company in a sustainable
growth path, a new corporate plan has been developed with well-defined 3 year action plan, 7
year strategy & 15 years vision of being a Premier and Integrated Company in the Aluminium
value chain with strategic presence in Mining both domestic & global, Metals and Energy
sectors. The Corporate Plan has chalked out a roadmap for multifold growth in revenue and
Profit by 2032.

As a responsive Corporate, the Company is harnessing renewable energy aligning to the

ambitious programmes of Govt. of India. The Company has already commissioned 198 MW
wind power plants and further 25 MW wind power plants are in pipeline.

To be more resilient to the vagaries of market, the Company is moving ahead with its extensive
plans for brownfield and greenfield expansion projects, which include the ongoing 5th Stream
Refinery project of 1 MTPA capacity in existing Alumina Refinery at Damanjodi (Brownfield),
development of Pottangi bauxite mines, Utkal D&E coal mines in Odisha, establishment 5 lakh
TPA brownfield Smelters along with 1400 MW Captive Power Plant in Odisha.

As part of backward integration, the Company is establishing a caustic soda plant in JV with
Gujarat Alkalies & Chemicals Limited (GACL) in Gujarat.

NALCO is a leading name in the industrial map of Eastern India. True to the spirit, the
Company is taking the lead to bring in a significant change in the Industrial map of Odisha.
The Company has formed JV Company named ‘Angul Aluminium Park Private Ltd’ (AAPPL)
with Odisha Industrial Infrastructure Development Corporation (IDCO) to give a boost to
ancillary, upstream & downstream products related to aluminium industry.

Besides, the Company has formed a JV Company with MIDHANI named Utkarsha Aluminium
Dhatu Nigam Limited (UADNL) to make high end aluminium alloy to meet the requirement
of defence and aerospace sector. To acquire strategic mineral assets in overseas location and
making supply in India, NALCO has formed a JV Company named Khanij Bidesh India
Limited (KABIL) with HCL and MECL.
 P a g e | 16

As a part of its effort to convert waste to wealth, the Company is endeavouring to salvage iron
concentrate from red mud, Gallium from spent liquor. The Company has also successfully
commissioned a first of its kind de-fluoridation process based on nano-technology to de-
contaminate the effluent water of Smelter solving a long standing fluoride contamination
problem of the area.

The Company, while climbing the ladder of success has strived hard to play a significant role
in the socio-economic development in its operational areas through empathetic CSR activities.
Rehabilitation of displaced families, employment, income generation, health care and
sanitation of local people, education & skill development, providing safe drinking water,
development of infrastructure, pollution control, environmental measures, rural development,
promotion of arts, crafts & culture and various humanitarian good will missions have earned
NALCO a place of pride in the corporate world.

The Company is one of the 1st CPSEs to have a CSR Policy since inception and is compliant
to the norms of Companies Act. For effective implementation of CSR activities, NALCO has
set up a standalone Foundation in 2010.

With encompassing initiatives to provide a better living to the periphery areas and contribute
to nation building the Company has taken many ambitious projects. Its notable efforts include
Indradhanush scheme, where the Company has already sponsored more than one thousand
tribal children of Maoist infested Damanjodi sector and provided education to them in 3 reputed
residential schools. 816 meritorious girl students of BPL families at Angul and Damanjodi
sector have been adopted with financial support by the Company under ‘Nalco ki Ladli’ scheme
in line with Govt’s ‘Beti Bachao, Beti Padhao’ Mission. Recognizing the healthcare needs as
one of the critical need, NALCO is operating 8 MHUs (Mobile Health Units) and one OPD in
peripheral villages of its plants by which more than lakh patients treated every year.

Responding to the call of Govt of India, NALCO actively participated in Swachh Bharat
Abhiyan by constructing 479 toilets in various districts of its operating areas and has also
completed 11 periphery villages Open Defecation Free (ODF) in Damanjodi and Angul sector.

NALCO has taken the responsibility of Shri Jagannath Temple, Puri & its surrounding under
PM’s Iconic Shrine Development Programme to upgrade the infrastructure & maintain
cleanliness.
 P a g e | 17

The Company has given special emphasis on Renovation and beautification of Gandhi Park as
a tourist spot, temple illumination, beautification of Puri town with thematic painting based on
Jagannatha culture, operation of Battery-Operated Vehicle from Jagannath Ballav Math to
Shree Jagannath Temple and Railway Station for differently-abled passengers, senior citizens
and sick people, RO based water posts at different locations in side Puri Town.

The Company’s penchant to prop up the renowned heritage, art and culture of the State has
drawn wide acclamation specifically with patronization of living cultural and sports legends by
the Company.

The company since inception has marched ahead with sustainable growth, perpetual profits
while exhibiting deep empathetic concern for the society. Etched in the hearts of millions of
people of Odisha as modern industrial “Konark”, the company has been able to create a special
place for itself for the people it works with. Enhancing the stakeholders’ wealth has remained
the prime mover to steam Company’s growth but nonetheless the driving spirit remains to bring
smiles in the face of multitude of its stakeholders.
 P a g e | 18

CHAPTER- 3
RESEARCH
METHODOLOGY
 P a g e | 19

3.1. RESEARCH METHODOLOGY

Research Methodology is a way of explaining how a researcher intends to carry-out their
research.

For the collection of data for carrying out my study, I have used three methods:

• Questionnaire: It is a list of questions/items used to gather data from respondents about their
attitudes, experiences or opinions. It can be used to collect qualitative and quantitative
information. It is commonly used in market research.

• Direct Observation: It is the collection of information using our senses. By observing we

can document activities, behaviour, physical aspects of a situation without having to depend
on people’s willingness or ability to respond accurately to questions.

• Discussion: It is interacting with the respondents related to the questions in the questionnaire
and knowing their view points.

3.2. DATA COLLECTION

At first, I have prepared a questionnaire which consisted of 08 questions. This questionnaire is

based on the different dimensions of employee satisfaction. Starting from the questions based
on management to overall satisfaction, every question gave a good view point to the respondent
to answer their best way possible. From these questions one can derive conclusions how the
employees are satisfied working at NALCO Corporate Office, Bhubaneswar.

Second method is based on what, I have observed during my internship period at NALCO
Corporate Office, Bhubaneswar. I observed the different working professionals with various
viewpoints of their working pattern. I even tried to keep a note of the work load they get on a
daily basis and the ways they manage it. From these observations, I got conclusions about the
satisfaction level of the different employees.

The final method that I followed for my study is by discussing with the employees about the
various types of works they get and about the ways they implement to complete them.

This process helped me a lot in having a clean perception of the working of the Human
Resource Department in managing their employees.
 P a g e | 20

So, these are the methods that I have implemented in my study for getting the appropriate
answers to my questions, so that I can analyse them and get my final results about the central
theme, ‘Employee Satisfaction at National Aluminium Company Limited Corporate office,
Bhubaneswar’.

3.3. Sample Size: 32

3.4. Sampling Techniques: Convenience Sampling: It is a type of non-probability

sampling that involves the sample being drawn from that part of the population that is
close to hand.

3.5. Tools used: Pie Chart using percentages

 P a g e | 21

CHAPTER - 4
DATA ANALYSIS
&
INTERPRETATION
 P a g e | 22

Table: 4.1: Valued for Contributions

CRITERIA NO. OF EMPLOYEES

Strongly Agree 12
Agree 17
Neutral 3
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.1: Valued for Contributions

9% 0%

38%

53%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here we can see that most of the employees have opted agree
for this question. 12 employees have opted for strongly agree. 3 employees stayed
neutral.
 P a g e | 23

Table: 4.2: Communication of Company News

CRITERIA NO. OF EMPLOYEES

Strongly Agree 7
Agree 18
Neutral 6
Disagree 1
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.2: Communication of Company News

0%

3%

19% 22%

56%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Many employees have agreed that their superiors communicate

company news effectively. 07 employees strongly agree to it. 06 employees remained neutral.
01 employee disagrees to it.

.
 P a g e | 24

Table: 4.3: Evenly Work Distribution

CRITERIA NO. OF EMPLOYEES

Strongly Agree 3
Agree 11
Neutral 12
Disagree 5
Strongly Disagree 1
Source: Author’s Calculation

Figure: 4.3: Evenly Work Distribution

Source: Author’s Compilation

INTERPRETATION: Here many employees remained neutral to this question. 11 employees

agreed with it. 03 employees strongly agree with it. 05 employees disagree with the question.
01 employee completely disagrees with the question.
 P a g e | 25

Table: 4.4: Chances in Decision Making

CRITERIA NO. OF EMPLOYEES
Strongly Agree 2
Agree 15
Neutral 12
Disagree 3
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.4: Chances in Decision Making

0%

9% 6%

38%
47%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that they get chances in various decision
making processes. 12 employees remained neutral. 02 employees strongly agree with it. 03
employees disagree with the question.
 P a g e | 26

Table: 4.5: Connected to Co-workers

CRITERIA NO. OF EMPLOYEES
Strongly Agree 10
Agree 20
Neutral 2
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.5: Connected to Co-workers

0%

6%

31%

63%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agreed that they feel connected with their co-
workers. 10employees strongly agree with the question. 02 employees remained neutral.
 P a g e | 27

Table: 4.6: Manager Values Feedbacks

CRITERIA NO. OF EMPLOYEES
Strongly Agree 11
Agree 19
Neutral 2
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.6: Manager Values Feedbacks

0%

6%

35%

59%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that their manager value their feedbacks.
11 employees strongly agree with the question. 02 employees remained neutral with the
question.
 P a g e | 28

Figure: 4.7: Positive and Motivating Workplace

CRITERIA NO. OF EMPLOYEES
Strongly Agree 6
Agree 18
Neutral 6
Disagree 2
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.7: Positive and Motivating Workplace

6%
19%

19%

56%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question that the vibe of the
workplace is positive and motivating. 06 employees strongly agree with the question. 06
employees remained neutral. 02 employees disagreed with the question.
 P a g e | 29

Table: 4.8: Meaningful, Challenging and Exciting Work

CRITERIA NO. OF EMPLOYEES
Strongly Agree 10
Agree 19
Neutral 3
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.8: Meaningful, Challenging and Exciting Work

0%

9%

31%

60%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question that they find their work
meaningful, challenging and exciting. 10 employees strongly agree with the question. 03
employees remained neutral.
 P a g e | 30

Table: 4.9: Adequate Career Enhancement Options

CRITERIA NO. OF EMPLOYEES
Strongly Agree 3
Agree 20
Neutral 8
Disagree 1
Strongly Agree -
Source: Author’s Calculation

Figure: 4.9: Adequate Career Enhancement Options

3% 9%

25%

63%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question that they get adequate
opportunities for promotion, skill and career development. 03 employees strongly agree with
the question. 08 employees remained neutral. 01 employee disagree with the question.
 P a g e | 31

Table: 4.10: Clearly defined Job Responsibilities

CRITERIA NO. OF EMPLOYEES
Strongly Agree 6
Agree 23
Neutral 3
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.10: Clearly defined Job Responsibilities

0% 0%

9%
19%

72%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question that their job
responsibilities are clearly defined. 06 employees strongly agree with question. 03 employees
remained neutral with the question.
 P a g e | 32

Table: 4.11: Full utilization of Skills and Abilities

CRITERIA NO. OF EMPLOYEES
Strongly Agree 10
Agree 17
Neutral 4
Disagree 1
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.11: Full utilization of Skills and Abilities

3%
13%

31%

53%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that their job utilizes their skills and
abilities as much as it could. 10 employees strongly agree with the question. 04 employees
remained neutral. 01 employee disagrees with the question.
 P a g e | 33

Table: 4.12: Comfortable in contribution of Ideas and Opinions

CRITER]IA NO. OF EMPLOYEES
Strongly Agree 10
Agree 17
Neutral 5
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.12: Comfortable in contribution of Ideas and Opinions

0%

16%

31%

53%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question. 10 employees strongly
agree with the question. 05 employees remained neutral with the question.
 P a g e | 34

Table: 4.13: Fairly recognised for my Contributions

CRITERIA NO. OF EMPLOYEES
Strongly Agree 6
Agree 15
Neutral 10
Disagree 1
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.13: Fairly recognised for my Contributions

3%
19%

31%

47%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question. 10 employees remained
neutral. 06 employees strongly agree with the question. 01 employee disagree with the
question.
 P a g e | 35

Table: 4.14: Receives compliments for Good Works

CRITERIA NO. OF EMPLOYEES
Strongly Agree 6
Agree 16
Neutral 9
Disagree 1
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.14: Receives compliments for Good Works

3%
19%

28%

50%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question that they receive
compliments from their supervisor and peers for their good works. 06 employees strongly agree
with the question. 09 employees remained neutral. 01 employee disagree with the question.
 P a g e | 36

Table: 4.15: Receives meaningful Rewards

CRITERIA NO. OF EMPLOYEES

Strongly Agree 1
Agree 8
Neutral 15
Disagree 7
Strongly Disagree 1
Source: Author’s Calculation

Figure: 4.15: Receives meaningful Rewards

3% 3%

22%
25%

47%

SA A N D

Source: Author’s Compilation

INTERPRETATION: Here many employees remained neutral with the question. 08

employees agree with the question. 07 employees disagree with the question. 01 employee
strongly agree with the question. 01 employee completely disagree with the question.
 P a g e | 37

Table: 4.16: Satisfied with Employee Welfare policy

CRITERIA NO. OF EMPLOYEES
Strongly Agree 15
Agree 14
Neutral 3
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.16: Satisfied with Employee Welfare policy

0%

9%

47%

44%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees strongly agree that they are satisfied with the
employee welfare policies of the company. 14 employees agree with the question. 03
employees remained neutral with the question.
 P a g e | 38

Table: 4.17: Satisfied with current Salary Package

CRITERIA NO. OF EMPLOYEES
Strongly Agree 13
Agree 17
Neutral 2
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.17: Satisfied with current Salary Package

0% 0%

6%

41%

53%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that they are satisfied with their current
salary package. 13 employees strongly agree with the question. 02 employees remained neutral.
 P a g e | 39

Table: 4.18: Satisfied with Working Hours

CRITERIA NO. OF EMPLOYEES
Strongly Agree 10
Agree 17
Neutral 3
Disagree 2
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.18: Satisfied with Working Hours

0%

6%

10%
31%

53%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that they are satisfied with the working
hours of the company. 10 employees strongly agree with the question. 03 employees remained
neutral. 02 employees disagree with the question.
 P a g e | 40

Table: 4.19: Unreasonable Stress

CRITERIA NO. OF EMPLOYEES
Strongly Agree 2
Agree 9
Neutral 9
Disagree 11
Strongly Disagree 1
Source: Author’s Calculation

Figure: 4.19: Unreasonable Stress

6%

36%
29%

29%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here 09 employees agree and 09 employees remained neutral with the
question that their job creates unreasonable amount of stress for them. 02 employees agree with
the question. 11 employees disagree with the question. 01 employee completely disagrees with
the question.
 P a g e | 41

Table: 4.20: Enough Family Time

CRITERIA NO. OF EMPLOYEES
Strongly Agree 4
Agree 12
Neutral 9
Disagree 7
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.20: Enough Family Time

Source: Author’s Compilation

INTERPRETATION: Here many employees agree with the question that they get enough
time for their family after working hours. 04 employees strongly agree with the question. 09
employees remained neutral. 07 employees disagree with the question.
 P a g e | 42

Table: 4.21: Freedom in Doing Work

CRITERIA NO. OF EMPLOYEES
Strongly Agree 6
Agree 16
Neutral 9
Disagree 1
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.21: Freedom in Doing Work

3%
19%

28%

50%

SA A N D SD

Source: Author’s Compilation

INTERPRETATION: Here half of the employees agree that they are given enough freedom
to do their work. 06 employees strongly agree with the question. 09 employees remained
neutral. 01 employee disagrees with the question.
 P a g e | 43

Table: 4.22: Enough Training to solve various issues

CRITERIA NO. OF EMPLOYEES
Strongly Agree 2
Agree 13
Neutral 14
Disagree 3
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.22: Enough Training to solve various issues

0%

9% 6%

41%

44%

SA A N D

Source: Author’s Compilation

INTERPRETATION: Here many employees remained neutral with the question. 13

employees agree with the question. 02 employees strongly agree with the question. 03
employees disagree with the question.
 P a g e | 44

Table: 4.23: Satisfied working for the Company

CRITERIA NO. OF EMPLOYEES
Strongly Agree 8
Agree 20
Neutral 4
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.23: Satisfied working for the Company

0% 0%

13%
25%

62%

SA A N D

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that they are satisfied working at
NALCO. 08 employees strongly agree with the question. 04 employeesremained neutral with
the question.
 P a g e | 45

Table: 4.24: Recommend the Organisation

CRITERIA NO. OF EMPLOYEES
Strongly Agree 11
Agree 18
Neutral 3
Disagree -
Strongly Disagree -
Source: Author’s Calculation

Figure: 4.24: Recommend the Organisation

0% 0%

9%

35%

56%

SA A N D

Source: Author’s Compilation

INTERPRETATION: Here many employees agree that they would recommend NALCO to
others as a good place to work. 11 employees strongly agree with the question. 03 employees
remained neutral with the question.
 P a g e | 46

CHAPTER 5
FINDINGS
 P a g e | 47

5.1. MAJOR FINDINGS

 Employees are happy with their job and most of them feel fulfilled by their job.
 Many employees are satisfied with the employee welfare policies of NALCO.
This shows that the policies are very much beneficial for the employees.
 When it comes to working hours, maximum employees have said they work 41+ hours
per week. Even, I got to know 48 hours a week is the ideal limit that every organization
follows per employee. 41+ hours might be a bit burdening for a few but it’s not that
burdening for any employee working in any organization.
 More than half of the employees have said that they are fairly recognised for their
efforts, contributions, success and receive compliments. But few employees remained
neutral in this context

5.2. DISCUSSIONS

 When questioned about the working years in the organization, many employees have
worked for more than 10 years which is itself a big thing as if an employee is still
present after spending 10 years in the same organization, then they are happy with the
type of work they do and are fulfilled by all the facilities that are given to them.
 When questioned about freedom of doing work more-than half of the employees said
they are given enough freedom of doing their work. But few employees remained
neutral in this context.
 When it comes to work-life balance half of the employees have said that they are able
to manage their personal and professional life well.
 When asked about career enhancement opportunities, more-than half of the employees
have said that they get adequate opportunities for promotion, skill and career
developments. A few employees stayed neutral in this context.
 When asked about work-culture many employees said that they feel connected to their
co-workers, their manager values their feedbacks and the vibe of the workplace is
positive and motivating.
 P a g e | 48

Some important suggestions that can be followed for the betterment in overall working
of the human resource department as well as contribute to the better employee
satisfaction.

 The organisation can give a bit more training to the employees for solving various
issues they face at work.
 The organisation can give more awards to employees on achieving professional
milestones.
 The organization can focus on some extra activities once in a month to motivate and
divert employees from regular workloads and drive towards a fresh start.
 Also in my observation, the organization can manage “deadline stress” of the
employees by creating a long- term plan which encompasses completion dates for
upcoming tasks.

5.3. CONCLUSION

At last, I conclude that, in such a big organization which has been recognized as Schedule A
Navratna CPSE, the employees have good employee satisfaction. Though there is scope for
improvement but we can say that even if there is work pressure on the employees but it’s not
present on a regular basis. The organization has to focus on a few more aspects to cover up
with the lacunas that persist at the present.

Even though, there are many benefits of employee satisfaction, there are few challenges that
both employees and employers face. For example, employees deal with a work stress. On the
other hand, an organization or an employer has to deal with an issue of absence of employees.
So, both need to be balanced in an appropriate manner for overall growth of the organization.

No doubt the employees are satisfied with the working scenario but still if their point of views
can be considered in a better way then, they can be encouraged more to work more efficiently
and in result the organization can incur great outputs.

According to the study conducted we can conclude that the satisfaction of the employees, at
NALCO Corporate Office, Bhubaneswar is very good, it can be excellent with a bit more
efforts can help in fulfilment of all the desired goals.
 P a g e | 49

NALCO’s impressive growth over the decades is hinged on its philosophy and commitment
towards quality and value additions. Several awards and recognitions bear testimony to its
consistent performance as a facilitator for development of minerals best industries in the state
and country as well.
 P a g e | 50

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 P a g e | 51

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ANNEXURE
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SAMPLE QUESTIONNAIRE
EMPLOYEE SATISFACTION SURVEY
Date: Designation: How long have you been working
in this organization:

Please take a few minutes to tell us about your job and how the organization assists you.

Questions Strongly Agree Neutral Disagree Strongly

Agree Disagree

1. Management
a) I feel valued for my contributions
b) My superiors communicate
company news effectively
c) I think work is evenly distributed
across my team
d) I get chances in various decision
making process
2. Work Culture
a) I feel connected to my co-workers
b) My manager values my feedbacks
c) The vibe of the workplace is
positive and motivating
3. Job
a) I find my work meaningful,
challenging and exciting
b) I get adequate opportunities for
promotion, skill and career
development
c) My job responsibilities are clearly
defined
d) My job utilizes my skills and
abilities as much as it could
e) I feel comfortable contributing
ideas, opinions, feedbacks and
asking for help to managers and
colleagues in workplace
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Questions Strongly Agree Neutral Disagree Strongly

Agree Disagree
4. Recognition
a) I am fairly recognised for my hard-
work, contribution to team efforts
and success at work
b) I get compliments from my
superiors and peers for my good
works
c) I receive meaningful rewards on
various occasions on achieving
professional milestones
5. Compensation and Benefits
a) I am satisfied with the employee
welfare policies of the company
b) I am satisfied with my current
salary package
6. Work-life Balance
a) I am satisfied with the working
hours of the company
b) My job creates unreasonable
amount of stress for me
c) I get enough time for my family
after working hours
7. Autonomy
a) I am given enough freedom to do
my work
b) I am having enough training to
solve various issues and arrive at
satisfactory solutions to it
8. Overall I am satisfied working for the
company
I would recommend this organization
to others as a good place to work
Additional Comments: