1

INTRODUCTION

EMPLOYEE SATISFACTION:

Employee satisfaction is a measure of how happy workers are with

their job and working environment. Keeping morale high among workers

can be of tremendous benefit to any company, as happy workers will be

more likely to produce more, take fewer days off, and stay loyal to the

company. There are many factors in improving or maintaining high

employee satisfaction, which wise employers would do well to implement.

To measure employee satisfaction, many companies will have

mandatory surveys or face-to-face meetings with employees to gain

information. Both of these tactics have pros and cons, and should be

chosen carefully. Surveys are often anonymous, allowing workers more

freedom to be honest without fear of repercussion. Interviews with

company management can feel intimidating, but if done correctly can let

the worker know that their voice has been heard and their concerns

addressed by those in charge. Surveys and meetings can truly get to the

center of the data surrounding employee satisfaction, and can be great

tools to identify specific problems leading to lowered morale.

Many experts believe that one of the best ways to maintain

employee satisfaction is to make workers feel like part of a family or

team. Holding office events, such as parties or group outings, can help

build close bonds among workers. Many companies also participate in

team-building retreats that are designed to strengthen the working

relationship of the employees in a non-work related setting. Camping

trips, paintball wars and guided backpacking trips are versions of this type

of team-building strategy, with which many employers have found

success.

2

Of course, few workers will experience a boost in morale after

receiving more money. Raises and bonuses can seriously affect employee

satisfaction, and should be given when possible. Yet money cannot solve

all morale issues, and if a company with widespread problems for workers

cannot improve their overall environment, a bonus may be quickly

forgotten as the daily stress of an unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale.

Make certain they have a comfortable, clean break room with basic

necessities such as running water. Keep facilities such as bathrooms clean

and stocked with supplies. While an air of professionalism is necessary for

most businesses, allowing workers to keep family photos or small trinkets

on their desk can make them feel more comfortable and nested at their

workstation. Basic considerations like these can improve employee

satisfaction, as workers will feel well cared for by their employers.

The backbone of employee satisfaction is respect for workers and

the job they perform. In every interaction with management, employees

should be treated with courtesy and interest. An easy avenue for

employees to discuss problems with upper management should be

maintained and carefully monitored. Even if management cannot meet all

the demands of employees, showing workers that they are being heard

and putting honest dedication into compromising will often help to

improve morale.

EMPLOYEE’S SATISFACTION SURVEY IN ORGANIZATIONS

3

Employee Satisfaction Survey (ESS) is a tool which a reasonable

estimation of the employees’ attitude towards their job is elicited.

Organizations drive towards its final destination of creating highest

customer satisfaction is dependent on the extent of employee satisfaction.

Satisfied employees perform and the only way to find out that is through a

survey. Organizations in fitness of things should conduct the employee

satisfaction surveys once a year. This regularity and frequency is important

since such an exercise enjoys credibility only if the areas of weakness

thrown upon by the previous surveys have been acted upon. If you are not

willing to act, it is better not to conduct an ESS. It is imperative that the top

management involvement is a must. ESSs are normally custom-designed,

using about 10 dimensions along which employee satisfaction is measured.

Every employee gets a standard questionnaire of around 97 questions

relating to the management, quality of supervision, communication,

relationships, work environment, performance, job, recognition, quality, pay

and benefits. The ESS is based on the philosophy of confidentiality and

anonymity. The employee is advised not to mention the name or

employment number but mention the department to which he belongs.

Usually, it takes a week to 10 days to complete a company-wide survey,

which has a five-point rating scale: strongly agree, agree, disagree, and

strongly disagree and neutral. Ultimately the top three areas of weaknesses

thrown up by the ESS become the basis of a yearlong HR Action Plan. ESS is

like taking preventive action and is also a proactive tool, which gives to the

top management a view of the organization state of health.

NEED FOR EMPLOYEE SATISFACTION SURVEY (ESS)

Everyone from managers, retention agents to HR need to get a

handle on employee loyalty and satisfaction – how committed is the

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workforce to the organization and if workers are really contented with the

way of things for gauging their likelihood to stay with the company.

Employee loyalty of the two, employee engagement is a tad easier to

measure.

The litmus test is to study turnover and average length of service. If

turnover is on the rise, loyalty levels are low and vice versa. Comparing

them to industry averages gives a good idea of attrition probabilities. Staff

attendance, compliance with policies and confidence in leadership are

other indirect indicators of allegiance while excessive theft and sabotage

spell obvious lack of commitment.

A top consultant says, “Look for pockets of higher turnover and

disloyalty - by organizational unit, job type and level, length of service and

demographics like gender, race/ethnicity or age.”

Keen observation of employee reactions and conduct is by far the most

obvious and easiest technique. Casually walk around the office, watching

employees working, interacting with each other and talk to them

informally. Are they smiling, energized, cooperative and alert or listless,

inactive and unhelpful? You can even employ a professional consultant as

an objective third-party to assess the work atmosphere and compare with

other companies.

Taking simple observation to the next level by asking employees outright

in attitude surveys, focus groups and exit interviews and analyzing the

results to determine staff attitude, opinions and motivation. Employee

satisfaction is the chief driver of productivity, profits, customer

satisfaction and retention and vice versa.

While satisfied employees are not necessarily loyal or loyal ones always

satisfied, it cannot be denied that job satisfaction fuels loyalty.

After all its been rightly said that, the more satisfied an employee is

regarding his or her working conditions, the more likely is he or she to

develop a psychological attachment or commitment to the organization.

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Companies should try their best to evaluate why employees leave or what

kindles their dissatisfaction. Examine the root causes – where does the

problem lie? Is it earnings or benefits? Does it have something to do with

job quality or workplace support? Or is lack of appreciation or growth to

blame. The onus is on the management to keep employees engaged and

happy, so as to persuade them to stay. In fact, this is critical to

organizational success.

So, developing strategies that strengthen the work environment and make

deliberate improvements to mould the company as an employer of choice

is always recommended.

REASONS:

Rapidly growing organization. When an organization is growing quickly, it is critical to find out how employees feel about their jobs, the organization, and their fit and future within it.

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High or growing turnover rate. While some industries have a naturally high turnover, growing turnover is a problem for any organization. If your absolute level of turnover exceeds the industry average, you have a problem that an employee satisfaction survey is the first step to solving.

Excessive rumors. A strong rumor mill is symptomatic of other problems in the organization. These can include communications, trust, and fear. Only a survey can uncover the extent to which any of these issues exists.

Planned or recent organizational changes, including change of leadership. Change can be difficult for many people. If not handled properly, productivity and profits can decline.

Highly competitive industry. In a highly competitive industry, turnover minimization and productivity and creativity maximization are keys to success. Staying in touch with employees is necessary to facilitate continued competitiveness.

Contemplated changes in pay and benefits. You must know what needs to be "fixed" and how much "fixing" it needs to maximize return on invested money and people resources.

INDIAN RAILWAYS AT A GLANCE

There are people today in who have never traveled on railway, but

thanks to the expansion of television network in the country they would

have seen the railway and a locomotive. The Indian railways, with more

than 18 lakhs employees, are the largest employees in the country.

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Established in 1853 when the first train was flagged from Bombay to

Thane, a distance of 34 km, it has now grown to dizzy heights & is

covering more than 62,484 kms across the country, making it one the

largest network in the world. The Indian Railway has a fleet of 8682

stream Locomotives & 729 Electric Locomotives.

RICHARD TREVITHICK was the first man to produce rail locomotives.

The first was completed in 1802, nothing of it is known now expect its

existence. The first steam locomotive to run on public railway was

manufactured in 1820. The very like of this locomotive is preserved at

Darlington Station, England.

The area of steam locomotive began in India on December 22, 1851

when a small steam locomotive name “Thompson” started to haul some

wagons containing earth during the construction of solani adequate near

Roorkee (U.R). On Saturday April 16, 1853 the first Indian Train (Popularly

called as Aag Gadi) steamed off from Bori Bunden to Thane a distance of

34 kms. The train drawn by three engines covered the 34 kms, distance in

70 minutes it had 400 passengers abroad.

The most widely used Engine on Indian Railways before

independence was extensively used on Raputna Malawi Railway which

become the meter gauge section of the Bombay & Central Railway. The

First of these engines was built by dubs & company Glasgow in 1875.

From 1895 these engines were also manufactured in India at Ajmer

railway works.

In the post independence period, the first steam locomotive

manufacturing unit was setup at chittaranjan in 1950. Between 1950 &

1972 this unit manufactured 2351 steam locomotives. During this period

the steam locomotive for being replaced the world over by diesel &

electronic locos. In India too, manufacture of diesel & electric locomotives

had started. The stamp depicts 2-8-2 class WG.

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Wdm2 diesel the most widely used diesel locomotive in Indi. It hauls

freight trains of 2250 tons & mail trains with 18 coaches. These engines

haul nearly 56% of the total freight traffic on the Indian Railway &

important mail and express trains. The diesel locomotive work at Varanasi

has a capacity to manufacture of 120 such locomotives.

SOUTHERN CENTRAL RAILWAY

The youngest of the nine zonal railways in India, south central

railway was born on 2, 1966. In its thirty – eight year is committed service

and path breaking progress, southern central railway has built a modern

system of the mass transport fulfilled the aspiration of the passengers and

made a work for itself in a Indian Railway. Strategically positioned

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extending from the east coast to west coast in the southern at

Secunderabad, serves six major states Andhra Pradesh, Karnataka,

Maharashtra, Goa, Madhya Pradesh and Tamilnadu.

From the days of steam hauled locomotives and wooden plank

seats, southern central railway has come a long way into the era of high

powered diesel and electric locomotives, ultra modern micro processor

based signaling and tri control system, global passenger reservation

network, micro processed based Interactive Voice Based Response

System (IVRS) for enquiries, aesthetically designed passenger coaches

incorporating latest features and super fast trains.

Today SCR is playing a vital role as catalyst for agricultural and

industrial development in the southern peninsula by providing a customer

friendly transport network, even while performing greatly as a commercial

enterprise.

Southern Central Railway (SCR) was formed on October 1966, raving

out the division of Hubli and Vijayawada form the southern railway and

the divisions of Sholapur and secunderabad from central railway.

Jurisdictional adjustments were made in October 1977, by merging

Guntakal Division back to Central Railway.

Secunderabad division was bifurcated in February 1978 into two

divisions’ secunderabad and Hyderabad, to facilitate operational and

administrative control.

In just 38 years SCR has laid 322 route kms of parallel tracks,

converted 2439 route kms of track from meter gauge, and Electrified

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1557 route kms introduced 46, new express trains including Rajadhani

and Shatabdi trains.

Emerged as the third largest on of Indian Railways in terms of

originating freight traffic. Achieved a threefold increase in

passenger traffic from 50 million in 1966 to 495 million in 2003. A

jump in freight movement from 9 million tons to 106 million tons

and stupendous improvement in earnings from Rs. 58.00 crore to

Rs. 21380 Crore.

Developed the 5 major stations of Hyderabad, Tirupathi,

Vijayawada, Bellary and Nanded as Model Stations.

Pioneered the concept of 24 coach express trains with a view to

meet the increase in demands of passenger traffic.

Undertook special driver trio preserved the environment by

adopting the “Clean & Green” programme Govt of A.P.

ABOUT DIESEL LOCO SHED KAZIPET

Diesel Loco Shed kazipet is established in the year 1973 with an

intention to maintain the 30 number of locomotive to meet the demands

11

of passengers and goods services between Chennai and Delhi, Howrah

and Mumbai in its Phase one. In the course of it has come up to hold the

loco engines for maintenance purpose. The salient features of the

installation are given below.

SALIENT FEATURE OF DIESEL LOCO SHED

DATE OF OPENING : 21-04-1973

TOTAL AREA : 6.01 HECTARES

LENGTH OF TRACK IN SHED : 4.5 KILOMETERS

TRACK CONDITION : LEVEL TRACK

AREA OF SERVICE BUILDINGS : 2964 SQUARE METERS

COST OF INSTALLATION : RS. 1, 32, 52,492 /-

AREA UNDER EOT CRANE : 6156 SQUARE METERS

TOTAL STAFF : 869

The shed is one of its kinds in the 22 loco sheds established spread

over in the sub continent. The shed had bagged number of credits for its

best performance over since its inspection. As on date it is adjudged the

best maintains shields and got the award of rolling shield. As many as 200

personnel have been defeated to foreign countries like Nigeria,

Zimbabwe, Mosaic, Malaysia, Johardan, Ceylon, Burma etc., a good and

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sound setup I notice in the shed equipped with highly and technically

qualified staff in various sections the literacy level is 331/3% more than

the average staff in such similar sheds. It has well equipped infrastructure

to do every hard job. They expertise is developed that this shed could

able to retain and maintain the rolling stock involved in without sending to

plot workshop like golden rock, chamber, parel which are far away and

thus save the light engine movements enhanced availability of loco for

earning. Within the available infrastructure so far 13 locomotives monthly

involved with lock of spares and heavy repairs have been undertaken here

and successfully performed the safety, fitness etc.

After the yearly schedule locos are too developed 2350hp out of

rated 2400 which is 100% achieved in the shed after r and m schedules

taken as many as 57 express trains are hauled by these locomotives in

addition to time share of goods hauling.

SERVICES PROVIDED BY DIESEL LOCO SHED:

Express Diesel loco engines, which run clearly 3,500 kms and goods

diesel loco engines, which run nearly 2,000 kms, are brought to their

home shed for maintenance attention. The diesel engines are brought for

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servicing at regular intervals of 15 days, 45 days, 6 months and 18

months. The process of servicing and repairing involves several states.

In the 1st stage the engines are cleaned with water jet pumps and let the

engine parts are stripped sent to respective sections where the parts are

inspected for repairs / replacements, if necessary, in the initial stages the

turbo super charger section. The engine components are kept in a tub

containing chemicals for prescribed time and later they are washed with

jet pumps. The valve and valve seats are later checked. All this process is

done through cylinder head section.

The radiator fans, which cool the engine, re inspected and the

bearings are charge. The piston rings, rods from the engine are separated

and sent to section where in it is cleaned with chemicals later a number of

quality inspections are conducted on them and the connecting rod and the

pins are arranged. The four whetting jacks which are present in the under

truck section is having a capacity of 25 tones to lift the engine. The 3 pairs

of wheels, 3 no’s traction motor springs and the bogie frames are

separated and cleaned with non detergent chemical, and later the

defective are removed and new painted and gifted back, in the final stage

the traction motor section and generator section wheel then, auxiliaries,

fuel pump, rand shifts, case motors and are tested in the load box and the

diesel loco engine is made ready for hauling. The inspected engine is later

filled worth 1210 litres of chromate water; 910 litres of R.R 407 type lube

oil and diesel oil and sent from the loco shed. The engine at this stage

runs at a speed of 120km/hr with horse power of 2400.

DIESEL SHED

DIESEL LOCO HOLDING: 496 & 26 DMU’S

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South Central Railway has six locomotive sheds holding 496

locomotives, for both passengers and freight traffic. This diesel sheds also

deals with 10 varieties of designs of locomotives.

DETAILS OF LOCOMOTIVE SHEDS

SHED TYPE LOCO / MU'S LOCO HOLDING

GOOTY DIESEL

WDG-3A,WDG-3B,WDM-3A,WDM-3D

135

GUNTAKAL DIESEL, BG AND A FEW MG

WDM-2, WDM-3A,WDM-3C,WDM-3D,YDM-4A

95

KAZIPET DIESEL WDM-2,WDM-2A,WDM-2B,WDM-3A,WDG-3A

138

VIJAYAWADA ELECTRIC AND DIESEL

WAG-5,WAM-4,WDS-4,WDP-1, DEMUS (30+) AND 2 RAIL BUS

72

MAULA ALI (FOR SECUNDERABAD

)

DIESEL & EMU CAR SHED

WDM-2, WDS-4, DHMUS (3-CAR & 6-CAR) (9) AND EMU'S

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WORKS SHOP

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South Central Railway has three workshops to carry out POH of

coaching & Freight stock.

Details of the Month and Annual Production Output of the Work Shop

S.NO NAME OF THE

WORK SHOP

LOCATION MONTHLY OUT

TURN IN

VEHICULAR UNITS.

TYPE OF WORK

SHOP

1. CARRIAGE

REPAIR CENTER

SOUTH LALLAGUDA 120 COACHES AND

WAGONS

2. CARRIAGE

REPAIR CENTER

TIRUPATI 58 COACHES

3. WAGON REPAIR

SHOP

RAYANPADU 1000 FWS WAGONS

HOLDING: 15865 BG WAGONS, 227NG WAGONS.

ROH DEPOT

There are three major and one minor ROH depots for freight stock.

They are situated at Ramagundam, Gooty, Vijayawada, Bellampally and

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Raichur respectively. These depots carry out overhauling of BOXN, BCN &

BTPN stock at fixed intervals of 18 months, after POH is completed in

workshops. Major ROH depots are under the supervision of assistant

mechanical engineers. These ROH depots ensure better quality repairs so

that the rolling stocks can run up to 6000 kms or 35 days whichever is

earlier with minimum input during normal train examination.

Details of ROH depots, type of rolling stock dealt & Monthly Target.

ROH DEPOTS & TARGETS:

S.NO STATION STOCK DEALT MONTHLY TARGET

1. GOOTY BOXN 250

2. VIJAYAWADA BCN/TP/BTPN 190

3. RAMAGUNDAM BOXN 175

4. BELLAMPALLY BOX/BCX 25

COACHING MAINTENANCE DEPOTS

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COACH HOLDING: 3297 (BG) 243 (MG)

South Central Railway has 6 major coaching depots and many more

minor coaching depots, where 440 passengers and express trains are

maintained. These Depots carry out primary and secondary maintenance

of the express trains, prime importance is given for passenger amenities,

safety and cleanliness of passenger trains. In addition to maintenance,

these depots carry out A, B, C schedules and intermediate overhaul of

coaching staff of express and super fast trains, which are earning more

than two lakh km / yrs. The year 2003 being the year of the passengers

begins 150th year of Railways, special emphasis is given for cleanliness of

coaches and passengers amentias. Importance is given to prompt

attention of public complaints and action is taken to rectify the complaints

at earliest.

S.NO STATION DIVISION COACH HOLDING NO: OF TRAINS RUN

1. SECUNDERABAD SECUNDERABAD 421 7

2. HYDERABAD SECUNDERABAD 600 15

3. KACHEGUDA HYDERABAD 287 8

4. NANDED HYDERABAD 174 5

5. VIJAYAWADA VIJAYAWADA 317 9

6. TIRUPATHI GUNTAKAL 370 22

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QUALITY CIRCLES

WHAT IS QUALTIY CIRCLE?

It is a small group of employees in the same work area or doing

similar type of work who voluntarily meet regularly for about an hour

every week to identify, analyze and resolve work related problems not

only to improve quality, productivity and the total performance of the

organization, but also to enrich the quality of work life of employees.

OBJECTIVES OF THE QUALITY CIRCLES:

To develop, enhance and utilize human resources effectively.

To improve quality of products / Services, Productivity and reduce

cost of production per unit of output.

To Satisfy the workers psychological need for self-agree,

participation, recognizing etc., with a view to motivating them.

To improve various supervisory skill like leadership, problem

solving, inter personal and conflict resolution.

QUALITY CIRCLE PROCESS:

The size of the each quality circle should be moderate to unable

fruitful discussion. The size may vary between 6 & 12. The Members and

leader are given instruction regarding problem solving techniques. Initially

the quality circle members should quaint themselves with the objective

and role of quality circle. Each working session of a quality circle may be

for one hour. There may be at least one working session in every week

preferable during working hours and in the company premises.

BENEFITS OF QUALITY CIRCLE:

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QUALITY CIRCLES BENEFIT BOTH MEMBERS AND THE ORGANIZATIONS.

BENEFITS FOR MEMBERS INCLUDE:

Satisfaction Of self Esteem from Others.

Improved job Satisfaction

BENEFITS TO THE ORGANIZATIONS:

Promotion of participative management work and team work.

Increase managerial effectiveness.

Development of problem solving ethic in the organization.

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21

22

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EXECUTIVE SUMMARY

24

The compiled report signifies level of Employee Satisfaction in

Railway Diesel Loco Shed. Most of the employees are satisfied with this

company. Company has a very good image among its employees.

Most of the employees know organization’s strategy; they have confidence in its leadership. Employees are satisfied with this company.

Most of the Employees are getting appropriate recognition for their contribution. Diesel Loco Shed providing fair salary to its employees for their work.

Railway Diesel Loco Shed as an organization really has a very bright

future because of its environment.

Organization is like a family where employees have to put share of

responsibilities and work in accordance with the organization goal.

As far as employer-employee relationship is concerned working in

Railway Diesel Loco Shed is very satisfactory. People always get chance to

show their talents and get recognized. Management is quit approachable.

OBJECTIVE OF THE STUDY

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The Main Objective Of This Study Was To Ascertain The Different

Factors Which Affect The Level Of Satisfaction, Morale And Motivation Of

The Employees Of An Organization And The Extent up to which those

factors influence the working of individuals of an organization.

The prime motive of carrying out this study was to ascertain the

various factors that are responsible for negatively motivating and

satisfying the employees and thereby what are its consequences.

Finally the prime objective behind this study is to find out the de-

motivating factors and suggest ways to remove them, so that the

employees are provided with a decent as well as satisfactory working

condition.

EMPLOYEE SATISFACTION

Employee satisfaction is a measure of how happy workers are with

their job and working environment. Keeping morale high among workers

26

can be of tremendous benefit to any company, as happy workers will be

more likely to produce more, take fewer days off, and stay loyal to the

company. There are many factors in improving or maintaining high

employee satisfaction, which wise employers would do well to implement.

To measure employee satisfaction, many companies will have

mandatory surveys or face-to-face meetings with employees to gain

information. Both of these tactics have pros and cons, and should be

chosen carefully. Surveys are often anonymous, allowing workers more

freedom to be honest without fear of repercussion. Interviews with

company management can feel intimidating, but if done correctly can let

the worker know that their voice has been heard and their concerns

addressed by those in charge. Surveys and meetings can truly get to the

center of the data surrounding employee satisfaction, and can be great

tools to identify specific problems leading to lowered morale.

Many experts believe that one of the best ways to maintain

employee satisfaction is to make workers feel like part of a family or

team. Holding office events, such as parties or group outings, can help

build close bonds among workers. Many companies also participate in

team-building retreats that are designed to strengthen the working

relationship of the employees in a non-work related setting. Camping

trips, paintball wars and guided backpacking trips are versions of this type

of team-building strategy, with which many employers have found

success.

27

Of course, few workers will not experience a boost in morale after

receiving more money. Raises and bonuses can seriously affect employee

satisfaction, and should be given when possible. Yet money cannot solve

all morale issues, and if a company with widespread problems for workers

cannot improve their overall environment, a bonus may be quickly

forgotten as the daily stress of an unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale. Make

certain they have a comfortable, clean break room with basic necessities

such as running water. Keep facilities such as bathrooms clean and

stocked with supplies.

While an air of professionalism is necessary for most businesses,

allowing workers to keep family photos or small trinkets on their desk can

make them feel more comfortable and nested at their workstation. Basic

considerations like these can improve employee satisfaction, as workers

will feel well cared for by their employers.

The backbone of employee satisfaction is respect for workers and

the job they perform. In every interaction with management, employees

28

should be treated with courtesy and interest. An easy avenue for

employees to discuss problems with upper management should be

maintained and carefully monitored. Even if management cannot meet all

the demands of employees, showing workers that they are being heard

and putting honest dedication into compromising will often help to

improve morale

FACTORS INFLUENCING EMPLOYEE SATISFACTION

Several factors influence employee satisfaction. Each factor

interacts with the others, and collectively all factors contribute to

employee satisfaction.

LIMITATIONS:

We have concluded the following limitations from the given project:

29

In the actual practice it is very difficult to satisfy each and

every individual.

Satisfaction is a subjective term and it differs from one

individual to another.

For some employees we found that the physical and social

environment, in which they were working, was good and for

some it was unsatisfactory.

Due to space and time constraint the survey was not covered

among all the employees of TGS, otherwise a more satisfied

index would have been possible.

RESEARCH METHODOLOGY

30

In the project the research is conducted for the purpose to find out

the employee’s satisfaction level in TGS and the factors affecting the level

of employee’s satisfaction.

OBJECTIVE OF THE RESEARCH:

The main objective of this study was to ascertain the different

factors which affect the level of satisfaction, morale and motivation of

the employees of an organization and the extent up to which those

factors influence the working of individuals of an organization.

The prime motive of carrying out this study was to ascertain the

various factors that are responsible for negatively motivating and

satisfying the employees and thereby what are its consequences.

Finally the prime objective behind this study is to find out the de-

motivating factors and suggest ways to remove them, so that the

employees are provided with a decent as well as satisfactory working

condition.

RESEARCH DESIGN:

A research design is the arrangement of conditions for collection

and analysis of data, in a manner that aims to combine relevance to

research purpose with economy in procedure.

We have selected descriptive research study for our project. DRS are

those studies which are concern with describing the character of a

particular individual or of a group.

This RSD focuses attention on the following:-

Formulating the objectives of the study.

Designing the methods of data collection.

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Selecting the sample.

Collecting the data.

Processing and analyzing the data.

Reporting the findings

SAMPLING:

This deals with the methods of selecting items to be observed for

the given study. In the given project we have targeted the employees

working in Diesel Loco Shed for the purpose of collection of data. The

sampling elements were the individual employees of the Diesel Loco

Shed. Our sampling sizes were 147 employees in which 27 were

supervisors and 120 were workers.

Our sampling plan was probability sampling also known as

random sampling or chance sampling. Under this sampling every item of

the universe has an equal chance of inclusion in the sample. Here it is

blind chance alone that determines whether one item or other is selected.

COLLECTION OF DATA

The task of data collection begins after the research problem has

been defined and the research design plan checked out.

In this we had described about the sources of data collection,

methods of data collection.

The various sources of data collection are:

Primary sources: We approached to employees of TGS for the

purpose of surveying about the satisfaction level of the employees.

32

Secondary sources: We visited to TGS websites, library and the last

year’s project on employee’s satisfaction.

The different methods of data collection are:

OBSERVATION METHOD:

Under this method the information is solved by the way of

investigator’s own direct observation, without asking from the

respondent. For this, we visited to the workshop and spent time with

the workers and supervisors during the working hours.

QUESTIONNAIRE:

This method is quite popular particularly in the case of big

inquires. In this method a questionnaire is given to the person

concerned with the request to answer the question and return it to

the respondent has to answer the question on their own. For this,

we had prepared a questionnaire which is shown in the appendix.

INTERVIEW METHOD:

It involves collection of data, presentation of oral-verbal stimuli and

reply in the terms of oral-verbal response. This can be done with the help

of personal interviews or telephonic interviews. In this we interviewed the

employees while they were filling the questionnaire to find out their

problems and satisfaction level.

I have selected Survey Method of data collection.

This is one of the common and widely used methods for primary

data collection. We can gather wide range of valuable information about

the behavior of the employee’s viz. attitude, motive and options etc.

33

34

1. How long have you worked for Diesel Loco shed? a) Less than one year b) One year to less than two years c) Two years to less than five years

d) Five years to less than ten years e) Ten years or more

35

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ye

ar

Fiv

e y

ea

r to

le

ss

th

an

te

n y

ea

r

Ten

ye

ar

or

mo

re

Question 1

2

4

6

8

Co

un

t

1

8

3

7

3

9

36

Analysis:

Sr.no Work with Diesel loco shed Value Percentage

1 Less than one year 8 26.67%2 One year to less than two year 3 10.00%3 Two year to less than five year 7 23.33%4 Five year to less than ten year 3 10.00%5 Ten year or more 9 30.00%

Total 30 100%

37

Comment:-

30% employees are working more than ten year with Diesel Loco

shed, 26.67% working from less than one year, 23.33% working from

more than two year, 10% are working from one year and 10% employees

are working from more than five year with this company.

2. Overall, how satisfied are you with Diesel Loco shed as an Employee? (a) Very Satisfied (b) Satisfied (c) Neither Satisfied nor dissatisfied (d) Dissatisfied (e) Very Dissatisfied

Analysis:

38

Bars show counts

Very satisfied Satisfied

Question 2

0

5

10

15

Co

un

t

1

13

17

39

S.no Satisfaction Level Value Percentage1 Very Satisfied 13 43.33%2 Satisfied 17 56.67%3 Neither Satisfied nor dissatisfied 04 Dissatisfied 05 Very dissatisfied 0

TOTAL 30 100%

40

Comment: 56.67% employees of the company are satisfied with this company

as an employee 43.33% employee are very satisfied. Nobody is

dissatisfied

3. Do you understand what Diesel Loco shed is trying to achieve? (a) Yes (b) No

Analysis:

41

S.no Understanding Level Value Percentage1 Yes 29 96.67%2 No 1 3.33%

TOTAL 30 100%

Bars show counts

Yes No

Question 4

0

10

20

30

Co

un

t

1

29

1

42

Comment:

Majority of the employees (96.67%) of the company understand

what is company’s objective & goal, less no of employee (3.33%) don’t

understand what Diesel Loco Shed is trying to achieve.

4. Does your work gives you a feeling of personal accomplishment?  (a) Yes (b) No

Analysis:

43

Bars show counts

Yes No

Question 5

5

10

15

20

25

Co

un

t

1

25

5

44

S.no Feeling of Personal Achievement Value Percentage1 Yes 25 83.33%2 No 05 16.67%

TOTAL 30 100%

45

Comment:

Most of the employee’s (83.33%) work gives them the feeling of

personal accomplishment; some of them (16.67%) don’t feel personal

accomplishment from their work.

5. How satisfied are you that you understand the long-term strategy of Diesel Loco shed? (a) Very Satisfied (b) Satisfied (c) Neither Satisfied nor dissatisfied (d) Dissatisfied (e) Very Dissatisfied

Analysis:

46

S.no Satisfaction Level Value Percentage1 Very Satisfied 12 40.00%2 Satisfied 17 56.67%3 Neither Satisfied nor dissatisfied 1 3.33%4 Dissatisfied 05 Very dissatisfied 0

TOTAL 30 100%

Bars s how c ounts

Very satisfied

Satisfied

Neither satisfied nor dissatisfiedQuestion 3

0

5

10

15

Co

un

t

1

12

17

1

47

Comment: Most of the employees (56.67%) are satisfied that they understand

the long term strategy of Diesel Loco Shed, some of them (40%) very

satisfied and very less no (3.33%) of employee is neither satisfied nor

dissatisfied.

6. Do you receive any appropriate recognition for your contributions? (a) Yes (b) NoAnalysis:

48

S.no Recognition for contributions Value Percentage1 Yes 25 83.33%2 No 5 16.67%

TOTAL 30 100%

Bars show counts

Yes No

Question 6

5

10

15

20

25

Co

un

t

1

25

5

49

Comment: Majority of the employees (83.33%) receive appropriate recognition

for their contribution, some of them (16.67%) did not receive any

appropriate recognition.

7. How much confidence you have in the leadership of Diesel Loco shed (a) More than Enough (b) Enough (c) Less than Enough

Analysis:

50

S.no Confidence in Leadership Value Percentage1 More than enough 19 63.34%2 Enough 10 30.33%3 Less than enough 1 3.33%

TOTAL 30 100%

Bars show counts

More than enoughEnough

Less than enough

Question 7

0

5

10

15

Co

un

t

1

19

10

1

51

Comments:

Majority of the Employees (63.34) of the company have more than

enough & some of them (30.33%) enough confidence in the leadership of

this company, very less no of employee (3.33%) has less than enough

confidence in the leadership of Diesel Loco Shed.

8. Your role at Diesel Loco shed (a) Do you have enough authority to make decisions you need to make?

(a) Yes (b) No

Analysis:

52

S.no Role at Diesel loco shed Value Percentage1 Yes 25 83.33%2 No 05 16.67%

TOTAL 30 100%

Bars show counts

Yes No

Question 8 a

5

10

15

20

25

Co

un

t

1

25

5

53

Comment: In Diesel Loco Shed majority of the employees (83.33%) have

enough authority to make decisions what they need to make, some of

them (16.67%) don’t have enough authority.

(b) How satisfied are you with the type of work that you do?

(a) Very Satisfied (b) Satisfied (c) Neither Satisfied nor dissatisfied (d) Dissatisfied (e) Very Dissatisfied

54

Analysis:

Bars s how c ounts

Very satisfied

Satisfied

Neither satisfied nor satisfied

Question 8 b

0

5

10

15

Co

un

t

1

14

15

1

55

S.no Satisfaction Level Value Percentage1 Very Satisfied 14 46.67%2 Satisfied 15 50.00%3 Neither Satisfied nor dissatisfied 1 3.33%4 Dissatisfied 05 Very dissatisfied 0

TOTAL 30 100%

56

Comment:

Majority of the employees (50.00%) are satisfied with their work

what they do, some of them (46.67%) are very satisfied and very less no

of employee (3.33%) is neither satisfied nor dissatisfied.

9. Did Diesel Loco shed Provide as much initial training as you need?

(a) Yes (b) No

Analysis: -

57

S.no Value Percentage1 Yes 19 63.33%2 No 11 36.67%

TOTAL 30 100%

Bars show counts

Yes No

Question 9

0

5

10

15

Co

un

t

1

19

11

58

Comment:

Majority of the employees (63.33%) said that Diesel loco Shed

provided initial training to them as they need.

10. Pay and Benefits (a) Is your salary fair for your responsibilities?

(a) Yes (b) No

59

Analysis:

S.no Salary Fair for responsibilities Value Percentage1 Yes 22 73.33%2 No 08 26.67%

TOTAL 30 100%

Bars show counts

Bar

yes No

Question 10

0

5

10

15

20

Co

un

t

60

Comment: Majority of the employee’s (73.33%) salary is fair for their

responsibilities but some of the employee’s (26.67%) salary is

not fair for their responsibilities.

AREAS TO IMPROVING

o Time to time Training should be provided by the company.

61

o Compensation - Salary - Benefits

o Opportunities for professional development

o Recognition

o Risk Allowance

QUESTIONNAIRE

Employee Satisfaction Survey

South Central Railway, Diesel Loco Shed, Kazipet.

62

Good morning, I’m Sandeep Kumar. S from ‘University P.G College’

(Warangal). I’m doing a survey on Employee’s Satisfaction. It’s a Project of

my End Semester.

Name ………………………………………………

Designation……………………………………………

Age…. Sex….

21 to 34 Male

35 to 44 Female

45 to 54

55 or older

Signature………………………..

1. How long has you worked for Diesel Loco Shed?

(a) Less than one year

(b) One year to less than two years

(c) Two years to less than five years

(d) Five years to less than ten years

(e) Ten years or more

2. Overall, how satisfied are you with Diesel Loco shed as an Employee?

(a) Very Satisfied

(b) Satisfied

(c) Neither Satisfied nor dissatisfied

(d) Dissatisfied

63

(e) Very Dissatisfied

3. Do you understand what Diesel Loco shed, is trying to achieve?

(a) Yes (b) No

4. Do your work give you a feeling of personal Accomplishment? 

(a) Yes (b) No

5. How satisfied are you that you understand the long-term strategy of

Diesel Loco shed?

(a) Very Satisfied

(b) Satisfied

(c) Neither Satisfied nor dissatisfied

(d) Dissatisfied

(e) Very Dissatisfied

6. Do you receive any appropriate recognition for your contributions?

(a) Yes (b) No

7. How much confidence you have in the leadership of Diesel Loco

shed?

(a) More than Enough

(b) Enough

(c) Less than Enough

8. Your role at Diesel Loco shed?

(a) Do you have enough authority to make decisions you need

64

to make?

(a) Yes (b) No

(b) How satisfied are you with the type of work that you do?

(a) Very Satisfied

(b) Satisfied

(c) Neither Satisfied nor dissatisfied

(d) Dissatisfied

(e) Very Dissatisfied

9. Did Diesel Loco shed Provide as much initial training as you needed?

(a) Yes (b) No

10. Pay and Benefits

(a) Is your salary fair for your responsibilities?

(a) Yes (b) No

(b) Are there any benefits you would like added to Diesel Loco Shed

Benefits package?

(a) Yes what would you like add?

……………………………………….

(b) No

CONCLUSIONIt was a wonderful experience for me to be a part of Railway Diesel

Loc Shed for around two month and working on a research project for the

company was a tremendously excellent experience that made me learn

various aspects of an organization, areas of concern for an organization,

art of not just surviving but proving its potential and extra caliber.

65

I hope the organization will be benefited from this survey and

with the help of the suggestions given the organization can improve its

working further more and the overall satisfaction level in the organization

might increase up to the excellent level.

The workers of the firm are more satisfied comparing to the staffs.

Hence more focus should be given in the satisfaction level of the

employees in the staffs level. The study on employee’s satisfaction at

Diesel Loco Shed is cased out with full co-operation of the employees and

management. As far as possible with in the given limits the study is

completed with the satisfaction of many peoples. The data collected are

analyzed scientifically and the results obtained are free to nearly 80%. It

is assured that the company may get high boosted moral in the

organization provided some of the suggestions made in the report are

carried out.

The suggestion to set up a training department will definitely reduce

the number of miss happenings. Further from this survey I hope the

organization will be benefited and with the help of the suggestions

given the organization can improve its functioning and the overall

satisfaction level in the organization and its performance will increase.

Overall I will rate Railway Diesel Loco Shed in “A” category. Diesel

Loco shed though its highly ethical values not only climbing the ladder of

growth year by year but also fulfilling its responsibilities towards its

employees and society.

BIBILIOGRAPHY

K. Aswathappa, 2008, Human Resource Management, 5th ed., Tata

McGraw-Hill Companies, New Delhi

L.M. Prasad, 2004, Principles and Practice of Management, 6th ed.,

Sultan Chand & Sons, New Delhi

66

Naresh K. Malhotra, 2009, Marketing Research, 5th ed., Pearson

Education, New Delhi

Saiyadain, Mirza, 2008, Organisational Behaviour, 1st ed., Tata

McGraw-Hill Companies, New Delhi

S.P. Gupta, 2004, Statistical Methods, 36th ed., Sultan Chand &

Sons, New Delhi

Websites

www.wikkipedia.com

www.google.com

www.indianrailways.com

http://www.irfca.org/faq/faq-shed.html

www.sc railway .gov.in