Final Project Job Satisfaction

7/28/2019 Final Project Job Satisfaction

1/108

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

Department of MBA (HRD)

A

PROJECT REPORT

ON

JOB SATISFACTION OF EMPLOYEES

IN

NATIONAL THERMAL POWER CORPORATION

(VINDHYACHAL SUPER THERMAL POWER STATION)

SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT

FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

MBA (HRD) APS UNIVERSITY REWA (MP)

COMPANY GUIDE COLLAGE GUIDE

SHILPA DUNGDUNG Dr. SUNIL KUMAR TIWARI

HOD of MBA(HRD)

APS University Rewa (MP)

PREFACE

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.) 1


2/108

The project work entitled A STUDY ON JOB SATISFACTION OF

EMPLOYEES Job Satisfaction is the favorableness or un-favorableness with which the

NTPC VINDHYACHAL employee views his work. It expresses the amount of

agreement between ones expectation of the job and the rewards that the job provides.

Job Satisfaction is a part of life satisfaction. The nature of ones environment of job is an

important part of life as Job Satisfaction influences ones general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a

narrow sense, these attitudes are related to the job under condition with such specific

factors such as wages. Supervisors of employment, conditions of work, social relation on

the job, prompt settlement of grievances and fair treatment by employer.

However, more comprehensive approach requires that many factors are to be included

before a complete understanding of job satisfaction can be obtained. Such factors as

employees age, health temperature, desire and level of aspiration should be considered.

Further his family relationship, Social status, recreational outlets, activity in the

organizations etc.

Contribute ultimately to job satisfaction.

ACKNOWLEDGEMENT



3/108


4/108

MUKESH

KUMAR VISHWAKARMA

M.B.A.(HRD) 3rd SEM.

A.P.S.UNIV

ERSITY, REWA (M.P)

DECLARATION

I, Mukesh Kumar Vishwakarma s/o Shri L.N.Vishwakarma student of 3nd Semester,

Department of MBA (HRD), A.P.S University,

Rewa (M.P.) has completed the Project on job

satisfaction of employee For the Academic Year

2010-11.

The information given in this project is true to

the best of my knowledge.

M

ukesh Ku.Vishwakarma



5/108

MBA(HRD)3rd sem

2009-2011

A.P.S.U.Rewa (M.P.)

CONTENT

S.No. Topic

Chapter 1 Company Profile

Chapter 2 Introduction of Job

Satisfaction

Chapter 3 Objectives



6/108

Chapter 4 Research

Methodology

Chapter 5 Observation &

Findings

Chapter 7 Suggestions

Chapter 8 Bibliography

Chapter 9 Annexure

.

PART 1



7/108

Introduction of Job Satisfaction

INTRODUCTION

Job satisfaction is not the same as

motivation. It is more if an attitude, an internal state of the

person concerned. It could, for example, be associated with a

personal feeling of achievement.

Job satisfaction is an individuals

emotional reaction to the job itself. It is his attitude towards his

job.

Definitions:



8/108

Job satisfaction does not seem to reduce absence, turnover

and perhaps accident rates.

-Robert L. Kahn

Job satisfaction is a general attitude towards ones job: the

difference between the amount of reward workers receive and

the amount they believe they should receive.

-

P. Robbins

Job satisfaction defines as The amount of over all positive

affect (or feeling) that individuals have toward their jobs.

-Hugh J. Arnold and Daniel

C. Feldman

Job satisfaction is the amount of pleasure or contentment

associated with a job. If you like your job intensely, you will

experience high job satisfaction. If you dislike your job

intensely, you will experience job dissatisfaction.

By Andrew

J DuBrins,

The practice of supervision,

New Delhi

Job satisfaction is one part of life satisfaction. The

environment influences the job. Similarly, since a job is

important part of life, job satisfaction influences ones general

life satisfaction. Manager may need to monitor not only the

job and immediate work environment but also their

employees attitudes towards other part of life.



9/108

JOB

FAMILY

POLITICS LIFE

LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in now-

a-days. In modern society the needs and requirements of the

people are ever increasing and ever changing. When the

people are ever increasing and ever changing, when the

peoples needs are not fulfilled they become dissatisfied.

Dissatisfied people are likely to contribute very little for any

purpose. Job satisfaction of industrial workers us veryimportant for the industry to function successfully. Apart

from managerial and technical aspects, employers can be

considered as backbone of any industrial development. To

utilize their contribution they should be provided with good

working conditions to boost their job satisfaction. Any



10/108

business can achieve success and peace only when the

problem of satisfaction and dissatisfaction of workers are felt

understood and solved, problem of efficiency absenteeism

labour turnover require a social skill of understanding human

problems and dealing with them scientific investigation

serves the purpose to solve the human problems in the

industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.

PAY

Wages do play a significant role in determining of

satisfaction. Pay is instrumental in fulfilling so many needs.

Money facilities the obtaining of food, shelter, and clothing

and provides the means to enjoy valued leisure interestoutside of work. More over, pay can serve as symbol of

achievement and a source of recognition. Employees often

see pay as a reflection of organization. Fringe benefits have

not been found to have strong influence on job satisfaction as

direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very

major role in determining how satisfied employees are with

their jobs. By and large, workers want jobs that are

challenging; they do want to be doing mindless jobs day after

day. The two most important aspect of the work itself that



11/108

influence job satisfaction are variety and control over work

methods and work place. In general, job with a moderate

amount of variety produce the most job satisfaction. Jobs with

too little variety cause workers to feel bored and fatigue. Jobs

with too much variety and stimulation cause workers to feel

psychologically stressed and burnout.

PROMOTION

Promotional opportunities have a moderate impact on job

satisfaction. A promotion to a higher level in an organization

typically involves positive changes I supervision, job content

and pay. Jobs that are at the higher level of an organization

usually provide workers with more freedom, more

challenging work assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who

establish a supportive personal relationship with subordinates

and take a personal interest in them.

2. The other dimension of supervisory style influence

participation in decision making, employee who participates

in decision that affect their job, display a much higher level of

satisfaction with supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest

source of job satisfaction to individual employees. The

working groups also serve as a social support system of



12/108

employees. People often used their co-workers as sounding

board for their problem of as a source of comfort.

WORK CONDITION

The employees desire good working condition because they

lead to greater physical comfort. The working conditions are

important to employees because they can influence life

outside of work. If people are require to work long hours

and / or overtime, they will have very little felt for their

families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction,

we have to keep in mind that: all individuals do no derive the

same degree of satisfaction though they perform the same job

in the same job environment and at the same time. Therefore,

it appears that besides the nature of job and job environment,

there are individual variables which affect job satisfaction.

Thus, all those factors which provide a fit among individual

variables, nature of job, and situational variables determine

the degree of job satisfaction. Let us see what these factors

are.

Individual factors:

Individuals have certain expectations from their jobs. If their

expectations are met from the jobs, they feel satisfied. These

expectations are based on an individuals level of education,

age and other factors.



13/108

Level of education:

Level of education of an individual is a factor which

determines the degree of job satisfaction. For example,

several studies have found negative correlation between the

level of education, particularly higher level of education, and

job satisfaction. The possible reason for this phenomenon

may be that highly educated persons have very high

expectations from their jobs which remain unsatisfied. In their

case, Peters principle which suggests that every individual

tries to reach his level of incompetence, applies more quickly.

Age:

Individuals experience different degree of job satisfaction at

different stages of their life. Job satisfaction is high at the

initial stage, gets gradually reduced, starts rising upto certain

stage, and finally dips to a low degree. The possible reasons

for this phenomenon are like this. When individuals join an

organization, they may have some unrealistic assumptions

about what they are going to drive from their work. These

assumptions make them more satisfied. However, when these

assumptions fall short of reality, job satisfaction goes down. It

starts rising again as the people start to assess the jobs in right

perspective and correct their assumptions. At the last,

particularly at the fag end of the career, job satisfaction goes

down because of fear of retirement and future outcome.

Other factors:

Besides the above two factors, there are other individual

factors which affect job satisfaction. If an individual does not

have favourable social and family life, he may not feel happy

at the workplace. Similarly, other personal problems



14/108

associated with him may affect his level of job satisfaction.

Personal problems associated with him may affect his level of

job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form

of occupation level and job content.

Occupation level:

Higher level jobs provide more satisfaction as compared to

lower levels. This happens because high level jobs carry

prestige and status in the society which itself becomes source

of satisfaction for the job holders.

For example, professionals derive more satisfaction as

compared to salaried people: factory workers are least

satisfied.

Job content:

Job content refers to the intrinsic value of the job which

depends on the requirement of skills for performing it, and the

degree of responsibility and growth it offers. A higher content

of these factors provides higher satisfaction. For example, a

routine and repetitive lesser satisfaction; the degree of

satisfaction progressively increases in job rotation, job

enlargement, and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in

organizational context formal and informal. Formal

organization emerges out of the interaction of individuals in



15/108

the organization. Some of the important factors which affect

job important factors which affect job satisfaction are given

below:

1. Working conditions:

Working conditions, particularly physical work environment,

like conditions of workplace and associated facilities for

performing the job determine job satisfaction. These work in

two ways. First, these provide means job performance.

Second, provision of these conditions affects the individuals

perception about the organization. If these factors are

favourable, individuals experience higher level of job

satisfaction.

2. Supervision:

The type of supervision affects job satisfaction as in each type

of supervision; the degree of importance attached to

individuals varies. In employee-oriented supervision, there is

more concern for people which is perceived favourably by

them and provides them more satisfaction. In job oriented

supervision, there is more emphasis on the performance of the

job and people become secondary. This situation decreases

job satisfaction

.

3. Equitable rewards:

The type of linkage that is provided between job performance

and rewards determines the degree of job satisfaction. If the

reward is perceived to be based on the job performance and

equitable, it offers higher satisfaction. If the reward is

perceived to be based on considerations other than the job

performance, it affects job satisfaction adversely.



16/108

4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the

context of job nature and work environment by they also

attach importance to opportunities for promotion that these

job offer. If the present job offers opportunity of promotion is

lacking, it reduces satisfaction.

1. Work group : Individuals work in group either created

formally of they develop on their own to seek

emotional satisfaction at the workplace. To the extent

such groups are cohesive; the degree of satisfaction is

high. If the group is not cohesive, job satisfaction is

low. In a cohesive group, people derive satisfaction

out of their interpersonal interaction and workplace

becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be

seen in the context of an individuals physical and mental

health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an

individuals physical and mental health. Since job satisfaction

is a type of mental feeling, its favourableness or

unfavourablesness affects the individual psychologically

which ultimately affects his physical health.



17/108

For example, Lawler has pointed out that drug abuse,

alcoholism and mental and physical health result from

psychologically harmful jobs. Further, since a job is an

important part of life, job satisfaction influences general life

satisfaction. The result is that there is spillover effect which

occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job

satisfaction and productivity

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship

between job satisfaction and productivity; when job

satisfaction increases, productivity increases; when

satisfaction decreases, productivity decreases. The basic logic

behind this is that a happy worker will put more efforts forjob performance. However, this may not be true in all cases.

For example, a worker having low expectations from his jobs

may feel satisfied but he may not put his efforts more

vigorously because of his low expectations from the job.

Therefore, this view does not explain fully the complex

relationship between job satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily

a productive worker explains the relationship between job

satisfaction and productivity. Various research studies also

support this view.



18/108

This relationship may be explained in terms of the operation

of two factors: effect of job performance on satisfaction and

organizational expectations from individuals for job

performance. 1. Job performance leads to job satisfaction and

not the other way round. The basic factor for this

phenomenon is the rewards (a source of satisfaction) attached

with performance. There are two types of rewardsintrinsic

and extrinsic. The intrinsic reward stems from the job itself

which may be in the form of growth potential, challenging

job, etc. The satisfaction on such a type of reward may help to

increase productivity. The extrinsic reward is subject to

control by management such as salary, bonus, etc. Any

increase in these factors does not hep to increase productivity

though these factors increase job satisfaction.

1. A happy worker does not necessarily contribute to

higher productivity because he has to operate under

certain technological constraints and, therefore, he

cannot go beyond certain output. Further, this

constraint affects the managements expectations

from the individual in the form of lower output.

Thus, the work situation is pegged to minimally

acceptable level of performance. However, it does

not mean that the job satisfaction has no impact o

productivity. A satisfied worker may not necessarily

lead to increased productivity but a dissatisfied

worker leads to lower productivity.


Performanc

Extrinsicreward

Perceived equityof rewards


19/108

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:

Absenteeism refers to the frequency of absence of

job holder from the workplace either unexcused absence due

to some avoidable reasons or long absence due to some

unavoidable reasons. It is the former type of absence which is

a matter of concern. This absence is due to lack of satisfaction

from the job which produces a lack of will to work and

alienate a worker form work as for as possible. Thus, jobsatisfaction is related to absenteeism.

HIGH

TURNOVER

JOB

SATISFACTION ABSENCES

LOW

LOW HIGH

TURNOVER AND ABSENCES


Intrinsicreward

Satisf


20/108

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND

ABSENCES

]

Employee turnover:

Turnover of employees is the rate at which employees leave

the organization within a given period of time. When an

individual feels dissatisfaction in the organization, he tries to

overcome this through the various ways of defense

mechanism. If he is not able to do so, he opts to leave the

organization. Thus, in general case, employee turnover is

related to job satisfaction. However, job satisfaction is not the

only cause of employee turnover, the other cause being better

opportunity elsewhere.

For example, in the present context, the rate of turnover of

computer software professionals is very high in India.

However, these professionals leave their organizations not

simply because they are not satisfied but because of the

opportunities offered from other sources particularly from

foreign companies located abroad.



21/108

DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure

objectively. The level of job satisfaction is affected by a wide

range of variables relating to individual, social, cultural,

organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL SOCIAL ORGANIZATIONAL

ENVIRONMENTAL CULTURAL

FACTORS FACTOR

FACTOR FACTOR

Individual :- Personality, education, intelligence and

abilities, age, marital status, orientation to work.

Social factors:-Relationship with co-workers, group

working and norms, opportunities for interaction,

informal relations etc.

Organizational factors:- Nature and size, formal

structure, personnel policies and procedures, industrial

relation, nature of work, technology and workorganization, supervision and styles of leadership,

management systems, working conditions.

Environmental factors:-Economic, social,

technical and governmental influences.



22/108

Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals

in a given set of circumstances but not necessarily in others.

Some workers may be satisfied with certain aspects of their

work and dissatisfied with other aspects .Thus, overall degree

of job satisfaction may differ from person to person.

IMPORTANCE TO STUDY JOB

SATISFACTION

The importance to the study of job satisfaction level is very

important for executives. Job satisfaction study importance

can be understood by the answer of the following question

1) Is there room for improvement?

2) Who is relatively more dissatisfied?

3) What contributes to the employee satisfaction?

4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job

satisfaction surveys can produce positive, neutral or negative

results. If planned properly and administered, they will

usually produce a number of important benefits, such as-

1. It gives management an indication of general levels of

satisfaction in a company. Surveys also indicate

specific areas of satisfaction or dissatisfaction as

compared to employee services and particular group

of employee.



23/108

2. It leads to valuable communication brought by a job

satisfaction survey. Communication flow in all

direction as people plan the survey, take it and discuss

the result. Upward communication is especially

fruitful when employee are encouraged to comment

about what is on their minds instead of merely

answering questions about topics important to

management.

3. as a survey is safety value, an emotional release. A

chance to things gets off. The survey is an intangible

expression of managements interest in employee

welfare, which gives employees a reason to feel better

towards management.

4. Job satisfaction surveys are a useful way to determine

certain training needs.

5. Job satisfaction surveys are useful for identifying

problem that may arise, comparing the response to

several alternatives and encouraging manager to

modify their original plans. Follow up surveys allows

management to evaluate the actual response to a

change and study its success or failure.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while

unemployment lowers self-worth and produces anxiety. At the same

time, monotonousjobs can erode a worker's initiative and enthusiasm

and can lead to absenteeism and unnecessary turnover. Job

satisfaction and occupational success are major factors in

personal satisfaction, self-respect, self-esteem, and self-

http://www.answers.com/topic/anxietyhttp://www.answers.com/topic/monotonoushttp://www.answers.com/topic/monotonoushttp://www.answers.com/topic/absenteeismhttp://www.answers.com/topic/monotonoushttp://www.answers.com/topic/absenteeismhttp://www.answers.com/topic/anxiety


24/108

development. To the worker, job satisfaction brings a

pleasurable emotional state that often leads to a positive work

attitude. A satisfied worker is more likely to be creative, flexible,

innovative, and loyal.

For the organization, job satisfaction of its workers means a

work force that is motivated and committed to high quality

performance. Increased productivity the quantity and quality of

output per hour worked seems to be a byproduct of improved

quality of working life. It is important to note that the literature

on the relationship between job satisfaction and productivity is

neither conclusive nor consistent.. Unhappy employees, who aremotivated by fear of job loss, will not give 100 percent of their

effort for very long. Though fear is a powerful motivator, it is

also a temporary one, and as soon as the threat is lifted

performance will decline.

Tangible ways in which job satisfaction benefits the organization

include reduction in complaints and grievances, absenteeism,

turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked to a more healthy

work force and has been found to be a good indicator of

longevity. And although only little correlation has been found

between job satisfaction and productivity, Brown (1996) notes

that some employers have found that satisfying or delighting

employees is a prerequisite to satisfying or delighting customers,

thus protecting the "bottom line." No wonder Andrew Carnegie

is quoted as saying: "Take away my people, but leave my

factories, and soon grass will grow on the factory floors. Take

away my factories, but leave my people, and soon we will have a

new and better factory"

http://www.answers.com/topic/punctuality-2http://www.answers.com/topic/longevityhttp://www.answers.com/topic/prerequisitehttp://www.answers.com/topic/punctuality-2http://www.answers.com/topic/longevityhttp://www.answers.com/topic/prerequisite


25/108

SATISFIED EMPLOYEE



26/108

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job

that create job satisfaction? Organizations can help to create job

satisfaction by putting systems in place that will ensure that workers

are challenged and then rewarded for being successful. Organizations

that aspire to creating a work environment that enhances job

satisfaction need to incorporate the following:

Flexible work arrangements, possibly including

telecommuting

Training and other professional growth opportunities Interesting work that offers variety and challenge and

allows the worker opportunities to "put his or her signature" on the

finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own

work

A stable, secure work environment that includes job

security/continuity

An environment in which workers are supported by an

accessible supervisor who provides timely feedback as well as

congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering

job satisfaction is that there are many factors that affect job

satisfaction and that what makes workers happy with their jobs varies

from one worker to another and from day to day. Apart from the

factors mentioned above, job satisfaction is also influenced by the

http://www.answers.com/topic/aspirehttp://www.answers.com/topic/aspirehttp://www.answers.com/topic/aspirehttp://www.answers.com/topic/congenialhttp://www.answers.com/topic/aspirehttp://www.answers.com/topic/congenial


27/108

employee's personal characteristics, the manager's personal

characteristics and management style, and the nature of the work

itself. Managers who want to maintain a high level of job satisfaction

in the work force must try to understand the needs of each member of

the work force.

For example, when creating work teams, managers can enhance

worker satisfaction by placing people with similar backgrounds,

experiences, or needs in the same workgroup. Also, managers can

enhance job satisfaction by carefully matching workers with the type

of work.

For example, a person who does not pay attention to detail would

hardly make a good inspector, and a shy worker is unlikely to be a

good salesperson. As much as possible, managers should match job

tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can

also take other deliberate steps to create a stimulating work

environment. One such step is job enrichment. Job enrichment is adeliberate upgrading of responsibility, scope, and challenge in the

work itself. Job enrichment usually includes increased responsibility,

recognition, and opportunities for growth, learning, and achievement.

Large companies that have used job-enrichment programs to increase

employee motivation and job satisfaction.

Good management has the potential for creating high morale, high

productivity, and a sense of purpose and meaning for the

organization and its employees. Empirical findings show that job

characteristics such as pay, promotional opportunity, task clarity and

significance, and skills utilization, as well as organizational

characteristics such as commitment and relationship with supervisors

http://www.answers.com/topic/salespersonhttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/clarityhttp://www.answers.com/topic/salespersonhttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/clarity


28/108

and co-workers, have significant effects on job satisfaction. These

job characteristics can be carefully managed to enhance job

satisfaction.

Of course, a worker who takes some responsibility for his or her job

satisfaction will probably find many more satisfying elements in the

work environment. Everett (1995) suggests that employees ask

themselves the following questions:

When have I come closest to expressing my full potential

in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be

applied to the present situation?

http://www.answers.com/topic/workplacehttp://www.answers.com/topic/workplace


29/108



30/108

Workers' Roles in Job Satisfaction

1. Develop excellent communication skills. Employers value

and reward excellent reading, listening, writing, and

speaking skills.

2. Know more. Acquire new job-related knowledge that

helps you to perform tasks more efficiently and

effectively. This will relieveboredom and often gets one

noticed.

3. Demonstrate creativity and initiative. Qualities like

these are valued by most organizations and often

result in recognition as well as in increased

responsibilities and rewards.

4. Develop teamwork and people skills. A large part of

job success is the ability to work well with others to get

the job done.

5. Accept the diversity in people. Accept people with

their differences and their imperfections and learn

how to give and receive criticism constructively.

6. See the value in your work. Appreciating the

significance of what one does can lead to satisfaction

with the work itself. This helps to give meaning to

one's existence, thus playing a vital role in job

satisfaction.

7. Learn to de-stress. Plan to avoid burnout by

developing healthy stress-management techniques.

http://www.answers.com/topic/boredomhttp://www.answers.com/topic/boredomhttp://www.answers.com/topic/burnouthttp://www.answers.com/topic/boredomhttp://www.answers.com/topic/burnout


31/108

Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful

planning and effort both by management and by workers. Managers

are encouraged to consider such theories as Herzberg's(1957) and

Maslow's (1943) Creating a good blend of factors that contribute to a

stimulating, challenging, supportive, and rewarding work

environment is vital. Because of the relative prominence of pay in the

reward system, it is very important that salaries be tied to job

responsibilities and that pay increases be tied to performance rather

than seniority.

So, in essence, job satisfaction is a product of the events and

conditions that people experience on their jobs. Brief (1998) wrote:

"If a person's work is interesting, her pay is fair, her promotional

opportunities are good, her supervisor is supportive, and her

coworkers are friendly, then a situational approach leads one to

predict she is satisfied with her job" (p. 91). Very simply put, if the

pleasures associated with one's job outweigh the pains, there is

some level of job satisfaction

http://www.answers.com/topic/outweighhttp://www.answers.com/topic/outweighhttp://www.answers.com/topic/outweigh


32/108

MODEL OF JOB SATISFACTION



33/108

THEORIES OF JOB SATISFACTION

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably

the most famous job satisfaction model. The main premise of

this theory is that satisfaction is determined by a discrepancy

between what one wants in a job and what one has in a job.

Further, the theory states that how much one values a given

facet of work (e.g. the degree of autonomy in a position)

moderates how satisfied/dissatisfied one becomes when

expectations are/arent met. When a person values a particular

facet of a job, his satisfaction is more greatly impacted both

positively (when expectations are met) and negatively (when

expectations are not met), compared to one who doesnt value

that facet. To illustrate, if Employee A values autonomy in

the workplace and Employee B is indifferent about autonomy,

then Employee A would be more satisfied in a position thatoffers a high degree of autonomy and less satisfied in a

position with little or no autonomy compared to Employee B.

This theory also states that too much of a particular facet will

produce stronger feelings of dissatisfaction the more a worker

values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the

Dispositional Theory]. It is a very general theory that suggests

that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of

ones job. This approach became a notable explanation of job



34/108

satisfaction in light of evidence that job satisfaction tends to

be stable over time and across careers and jobs. Research also

indicates that identical twins have similar levels of job

satisfaction.

A significant model that narrowed the scope of the

Dispositional Theory was the Core Self-evaluations Model,

proposed by Timothy A. Judge in 1998. Judge argued that

there are four Core Self-evaluations that determine ones

disposition towards job satisfaction: self-esteem, general self-

efficacy, locus of control, andneuroticism. This model states

that higher levels of self-esteem (the value one places onhis/her self) and general self-efficacy (the belief in ones own

competence) lead to higher work satisfaction. Having an

internallocus of control (believing one has control over

her\his own life, as opposed to outside forces having control)

leads to higher job satisfaction. Finally, lower levels of

neuroticism lead to higher job satisfaction[].

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs Two factor theory (also known as

Motivator Hygiene Theory) attempts to explain satisfaction

and motivation in the workplace This theory states that

satisfaction and dissatisfaction are driven by different factors

motivation and hygiene factors, respectively. An

employees motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an

inner force that drives individuals to attain personal and

organization goals (Hoskinson, Porter, & Wrench, p.133).

Motivating factors are those aspects of the job that make

people want to perform, and provide people with satisfaction,

http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theory


35/108

for example achievement in work, recognition, promotion

opportunities. These motivating factors are considered to be

intrinsic to the job, or the work carried out. Hygiene factors

include aspects of the working environment such as pay,

company policies, supervisory practices, and other working

conditions

While Hertzberg's model has stimulated much research,

researchers have been unable to reliably empirically prove the

model, with Hack man & Oldham suggesting that Hertzberg's

original formulation of the model may have been a

methodological artifact. Furthermore, the theory does notconsider individual differences, conversely predicting all

employees will react in an identical manner to changes in

motivating/hygiene factors.] Finally, the model has been

criticized in that it does not specify how motivating/hygiene

factors are to be measured.

According to Herzberg following factors acts as motivators:

Achievement,

Recognition,

Advancement,

Work itself,

http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4


36/108

Possibility of growth, &

Responsibility.

Hygiene factors are :

Company policy & administration,

Technical supervision,

Inter-personal relations with supervisors, peers & Subordinates,

Salary.

Job security,

Personal life,

Working Conditions, &

Status.

Need Fulfillment Theory :

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

is satisfied if he gets what he wants & the more he wants

something or the more important it is to him, the more

satisfied he is when he gets it & the more dissatisfied he is



37/108

when he does not get it. Needs may be need for personal

achievement, social achievement & for influence.

a) Need for personal achievement :

Desires for personal career development, improvement in

one's own life standards, better education & prospects for

children & desire for improving one's own work performance.

b)Need for social achievement :

A drive for some kind of collective success is relation to some

standards of excellence. It is indexed in terms of desires to

increase overall productivity, increased national prosperity,

better life community & safety for everyone.

c)Need for influence :

A desire to influence other people & surroundings

environment. In the works situation, it means to have power

status & being important as reflected in initiative taking and

participation in decision making.

In summary, this theory tell us that job satisfaction is a

function of, or is positively related to the degree to which

one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory :

It takes into account the point of view & opinions of the

group to whom the individual looks for the guidance. Such

groups are defined as the 'reference-group' for the individual



38/108

in that they define the way in which he should look at the

world and evaluate various phenomena in the environment

(including himself). It would be predicted, according to this

theory that if a job meets the interest, desires and

requirements of a person's reference group, he will like it & if

it does not, he will not like it.

A good example of this theory has been given by C.L. Hulin.

He measures the effects of community characteristics on job

satisfaction of female clerical workers employed in 300

different catalogue order offices. He found that with job

conditions held constant job satisfaction was less amongpersons living in a well-to-do neighborhood than among those

whose neighborhood was poor. Hulin, thus provides strong

evidence that such frames of reference for evaluation may be

provided by one's social groups and general social

environment.



39/108

INDUSTRIAL PROFILE

HISTORY OF POWER SECTOR DEVELOPMENT

IN INDIA

Power Development :

The electric power generation in India on a commercial basis

is almost a century old, substantial power development

efforts began only after independence. At the launch of the

First Five Year plan in 1951, power generation was

recognized as a major input for the countrys economic

development and was accorded high priority. Power sector

outlays have among the highest in successive Five Year

Plans ever since. The two plans focused on hydropower (as

component of multi-purpose projects). Subsequent plans

emphasized on rapid installations of thermal power stations.

As a result of plan efforts, Indias installed power generation



40/108


41/108

JOURNEY TOWARDS EXCELLENCE established in 1975,

NTPC Limited, a premier Public Sector Enterprise, is Indias

largest power utility with an installed capacity of 27,904 MW

through 26 power stations including stations operated under

Joint Venture Companies. NTPC has emerged as an

Integrated Power Major with presence in Hydro Power, Coal

mining, Oil & Gas exploration, Power Distribution & Trading

and also plans to enter into Nuclear Power Development.

NTPC plans to become a 50,000 MW Company by 2012 and

75,000 MW plus company by 2017. The Company

contributed 29.25% of the total electricity generated in the

country during 2006-07 with 20.71% share of the total

installed

capacity of the nation including capacity and generation of

Joint Venture Companies.

STRATEGIC INITIATIVES :

NTPC has acquired 44.6% equity stake in Transformers &

Electrical Kerala Ltd. (TELK) for manufacturing of

Transformers. As part of globalization initiatives, NTPC plans

to construct and operate thermal power plants in overseas

market. NTPC has signed an MOU with Nigeria for supply of

LNG. NTPC in turn shall set & operate 500 MW coal based

and 700 MW gas based power plant in Nigeria. The company

has also signed an MOU for setting up of a 500 MW coal based

power plant in SriLanka.

POWER PERFORMANCE (2006-07):



42/108

A dividend of 32%. Highest ever generation of

188.674 billion units.

Highest ever capacity utilization (PLF) of 89.43% in

coal based power plants.

Net profit after tax of Rs. 68.647 million.

New national record559 days of uninterrupted running

set by Unit #3 of Vindhyachal

Super Thermal Power Station.

Paid

INTEGRATED POWER MAJOR:

NTPC Electricity Supply Company Ltd., (NESCL)

formed as a subsidiary company to take up power

distribution activities. NESCL has started the process

of implementation of Accelerated Rural Electrification

Programme in West Bengal.

NTPC Vidyut Vyapar Nigam Ltd. has been formed as

a subsidiary company for power trading. NVVN

transacted business of 2664 MUs in 2006-07.

Entered the coal mining business and has been allotted

8 coal mining blocks.



43/108

NTPC has got the approval for Mining Plan of 15

MTPA for its first coal mining project at Pakri

Barwadih. It is the largest ever capacity planned, in

the very first phase, in a single mine in the country.

NTPC has also signed a MOU with CIL and SCCL for

formation of Joint Ventures to undertake

development, Operation & Maintenance of coal

blocks and integrated coal-based power plants.

MOU signed with BEML for joint business

development in the field of contractcoal mining.

Consortium comprising NTPC, Canoro and Geopetrol

has been allotted an oil exploration block in

Arunachal Pradesh.

MOU signed with Ministry of Railway for setting up

power plant of 1000 MW at Nabinagar in Bihar.

Project approved by CCEA.

MOU signed with ADB for establishment of power

generation of about 500 MW through Renewable

Energy Sources.

MOU signed with BHEL for taking up EPC jobs

together.



44/108

FOARY INTO HYDRO SECTOR:

NTPC has been giving increased thrust to hydro

development for a balanced portfolio for long term

sustainability, 1920 MW under implementation at

Koldam (800 MW), Loharinag Pala (600 MW) and

Tapovan Vishnugad (520 MW).

NTPC Hydro Ltd. Incorporated as a subsidiary

company to take up small hydro projects. Presently

the projects planned for implementation are Lata

Tapovan(171 MW), Uttarakhand & Rammam III (120

MW), West Bengal.

MOU signed with Arunachal Pradesh for

implementation of two Hydro Projects Etalin (4000

MW) and Attunli (500 MW).

AWARDS & ACCOLADES:

Ranked No.1 in the category of Independent PowerProducer under Top Asian Performance by Industry

in the 2007 Platts Top 250 Global Energy Companies

in Asia.



45/108

NTPC bagged SCOPE Meritorious Award for Good

Corporate Governance for 2005-06.

Simhadri has been awarded with the prestigious

International Project Management Award (IPMA) for

the year 2005 for excellence in Project Management.

Unchahar station of NTPC received coveted Asian

Power Plant of the year Award, 2006 for Efficiency,

Environment, Operational

Characteristics and Business Management.

NTPC bagged 7 National Award for Meritorious

performance.

Ranked Top Awardee for MoU Award for Excellence

in Performance by Govt. Of India.

NTPC has been ranked as per total income in the

Power Generation, Transmission, Distribution Sector

among Indias Top 500 Companies for the year 2006

by Dun & Bradstreet.

Ranked among top 10 Great place to Work for in the

country in the Business World survey.

4 NTPC stations received the CII Exim Bank

Excellence Award 2006.



46/108

PMI, NTPC has bagged the prestigious Golden

Peacock National Training Award, 2006, for 4th year

in succession.

NTPC won the Golden Peacock National Award for

Corporate Social Responsibility in Emerging

Economics (Public Sector), 2007.

Won the SCOPE Meritorious Award for Best

Practices in Human Resource Management.

Performance during the first quarter of 2006-07

45061million units of electricity was generated compared to

41406 million units in the first quarter of the previous year,

registering a growth of 8.83% .Coal based station operated at

plant load factor of 87.76% as compared to 87.26% during

the same quarter in the previous year. Gross revenues earned

for the quarter was Rs 77.905 million as compared to Rs

66,095 million in the first-quarter of the previous year ,

registering a growth of 17.87% profit after tax of the quarter

was Rs 15,528 million as compared to Rs 13,086 million in

the previous year thus growing by 18.65%. with the addition

of the 500 MW unit at Vindhyachal in august 2006, the new

capacity added during the 10th plan has gone up to 4500 MW.



47/108

INTRODUCTION TO NTPC

VINDHYACHAL

NTPC/VSTPS Vindhyachal Super Thermal Power

Station is the largest power plant of the India. It installed in

three stages. Stage-I have six units. Each unit has capacity of

210MW. Stage-II&III have two units of 500 MW. So total

capacity of the ten units is 3260MW stage-I is installed with

the help of USSR engineers and machinery but stage-II& III

are installed by Indian machines of BHEL,L&T,CG,ABB etc.

details of this project is given below in table:



48/108

Project name: Vindhyachal Super Thermal Power

Station

Address: P.O.vindhyanagar-486585,

Distt. Singrauli, Madhya Pradesh

Approved capacity: 3260 MW (Stage-I 260X6MW,

Stage-II

500X2MW, Stage-III 500X2MW)

Coal source: Nigahi, Mines, Dudhichua

Water source: Discharge Canal Of Singrauli

VSTPS Super Thermal Power Station

Beneficiary States: Madhyapradesh, Chattisgarh,

Maharashtra, Gujrat,

Goa, Daman & Diu and Dadar Nagar

Haveli

Approved investment: Stage-I & II Rs 4053.42

crores,

stage-III Rs 4201.5 crores

Unit I : 210MW

October 1987

Unit I : 500MW July

1988

Unit III : 210MW

February 1989

Unit IV : 210MW

December 1989



49/108

Unit V : 210MW

March 1990

Unit Commissioned

Unit VI : 210MW

February 1991

Unit VII : 500MW

March 1999

Unit VIII: 500MW

February 2000

Unit IX : 500MW July

2006

Unit X : 500MW March

2007

International assistance USSR-stage-I

World Bank under Time Slice

Loan Stage-II

NTPC VINDHYACHAL STAGE III

Vindhyachal stage-III (2X500MW) is a further

expansion project identified for the benefit of the western

region states/union territories. The project is scheduled to be

implemented in 34 months from the date of LOA.



50/108

Standing linkage committee has accorded coal linkage

of 4.41MT/annum to the project from singrauli coal fields.

Concurrence on water availability has been conveyed by

ministry of water resources/CWC in February/March 2002

NOC from state pollution control board is available. MOEF

environmental clearance and CEA techno economic

clearance have been obtained. All the major packages have

been awarded. Vindhyachal schedule for unit 10 shall have a

time lag of 06 months with the schedule for unit 9.

IMPORTANT VINDHYACHAL STAGE III

Capacity: 1000MW (2X500MW)

Approved cost: Rs 4125 Cr. +WCM 76.5 Cr.

Land: No additional land was required (6178 acres

available)

Water: rihand reservoir thru singrauli discharge canal (40

Cusec)

Coal: nigahi mines of NCl (4.8MMT)

NTPC VINDHYACHAL STAGE IV

The stage iv in under construction 1000MW)

BENEFICIAL STATES

1. Madhya Pradesh

2. Chhattisgarh

3. Maharastra

4. Gujarat



51/108

5. Daman & Div and Dader & Nagerhaveli

Power allocation:

Madhya Pradesh 23.1%,

Chattisgarh 4.2%,

Maharashtra 31.9%,

Gujrat 23.9%,

Goa, Daman & Diu and Dadar Nagar Haveli 1.9%

Unallocated 15%

COAL SOURCE

Northern coal field ltd. (NCL) mines

Project Distance

Dudhichua 7KM

Nigahi 10KM

Jayant 5KM

FUEL OIL SORCE

Indian oil corporation (IOC) COLD (customer operated

lubricant and oil deposit) at jayant (5KM).

WATER SOURCE

Discharge canal of Singrauli Super Thermal Power Station

(SSTPS).



52/108

NTPC MISSION

Develop and provide reliable

power, related products and

services at competitive prices,

integrating multiple energy

sources with innovative and



53/108

eco-friendly technologies and

contributed to society

NTPC VISION

A World Class Integrated power

major, powering Indias growth,

with increasing global

presence

VINDHYACHAL VISION



54/108

To be one of the largest, best

and most efficient Power

Station of India

CORE VALUE

Business Ethics

Customer Focus

Organizational &

Professional

Pride

o Mutual

Respect and

Trust



55/108

Innovati

on and

Speed

Total

Quali

ty

for

Exce

llenc

e

NTPC OBJECTIVES

1. To add generating capacity with prescribe time and cost.

2. To operate and maintain power stations at high availability

ensuring minimum cost of generation.

3. To maintain the financial operation in accordance with

good commercial utility practice.

4. To develop appropriate commercial policy leading to

remunerative tariffs and minimum receivables.



56/108

5. To function as a responsible corporate citizen and

discharge social responsibility, in respect of environment

protection and rehabilitation.

The corporation will strive to utilize the ash produced

at its stations to the maximum extent possible through

production of ash bricks buildings materials etc.

To adopt appropriate human resources development

policy leading to creation of team of motivated and

competent power professionals.

To introduce, assimilate and attain self-sufficiency in

technology, acquire expertise in utility management

practices and to disseminate knowledge essentially as

a contribution to other constituents of the power sector

in the country.

To develop Research & Development (R&D) for

achieving improved plant reliability.

To expand the consultancy operations and to

participate in ventures abroad.

The Ten principle of globalcompact

HUMAN RIGHTS:-



57/108

Principle1. Business should support and respect theprotection of internationally proclaimed human rights.

Principle2. Make sure that they are not complicit in humanrights abuses.

LABOUR:-

Principle3. Business should uphold freedom of associationand the effective recognition of the right to collectivebargaining

Principle4. The elimination of all forms of forced andcompulsory labour.

Principle5. The effective abolition of child labour.

Principle6. The elimination of discrimination in respect ofemployment and occupation environment.

Principle7. Business should support a precautionary approachto environmental challenges.

Principle8. Undertake initiatives to promote greaterenvironmental responsibility.

Principle9. Encourage the development and diffusion ofenvironment friendly technologies.

ANTI-CORRUPTION;-

Principle10. Business should work against corruption in allits forms, including extortion and broidery.

HUMAN RESOURCES AT NTPC

Powering Indias Growth: - through people



58/108

NTPC strongly believes in achieving organizational

excellence through HumanResources and follows People

First approach to leverage the potential of its 23,500

employees to fulfill its business plans. Human Resources

Function has formulated an integrated HR strategy, which is

rests on four building blocks of HR viz. competence building,

commitment building, culture building and system building.

All HR initiates are undertaken within this broad framework

to actualize the HR vision of enabling the employees to be a

family of commitment world class professionals making

NTPC a learning organization. To induct talent and groom

them into dedicated cadre of power professionals Executive

Trainee Scheme was introduced in the year 1977 for

recruitment in the discipline of Mechanical, Civil, Electrical,

Control &Instrumentation and now encompasses Computer

Science, Chemistry, HR and Finance disciplines also. Besides

a comprehensive one-year training comprising theoretical

inputs as well as on the- job training, the new circuits are

attached with Senior Executives under a systematic and

formal Mentoring System of the company to integrate them

into the culture of company. As part of the post employment

training and development opportunities, a systematic training

plan has been formulated for ensuring minimum seven man

days training per employee per year and includes level-wise

planned intervention designed to groom people for assuming

positions of higher responsibility, as well as specific needs

based interventions based on Scientific Training Needs

Analysis. NTPC has created 15 project-training centers, 2

simulator training centers and an apex institute namely

Power Management Institute (PMI). While the project

training centers(Employee Development Centers) have



59/108

specialized in imparting technical skills and knowledge, PMI

places emphasis on management development. Besides

opportunities for long term education are also provided

through tie-ups with reputed institutions like IIT Delhi,

(M.Tech in Power Generation Technology), MDI Gurgaon

(Executive MBA programmes), BITS Pilani (B.Tech) etc. in

order to realize the HR vision of making NTPC a learning

organization by providing opportunities to continually learn

new capabilities a number of initiatives have been taken.

NTPC open competition for Executives Talent (NOCET) is

organized every year in which teams of executives compete

annually through oral and written presentation on a topical

theme. Similarly Professional Circle has been formed

department wise where Executives of the department meet

every fortnight to share their knowledge and experiences and

discuss topical issues. In order to tap the latent talent among

non- executives and make use of theyre potential for

creativity and innovation, Quality Circles have been set up in

various units/ offices in NTPC. Besides a management

journal called Horizon is published quarterly to enable the

employees to share their ideas and experiences across the

organization. Demonstrating its high concern for people,

NTPC has developed strong employee welfare, health

&wellbeing and social security systems leading to high level

of commitment. NTPC offers best quality of life through

beautiful township with all amenities such as educational,

medical and recreational opportunities for employees and

their family members. The motivational to perform and excel

is further enhanced through a comprehensive NTPC Rewards

and Recognition System. In order to institutional a strong

culture based on values a number of initiatives are taken to



60/108

actualize the vision and core values (B-COMIT) across the

company. A culture of celebrating achievements and a strong

focus on performance are a way of life in a NTPC. NTPC has

institutionalized Development Centers in the company to

systematically diagnose the current and potential competency

requirements of the employees with the objective of

enhancing their development in a planned manner. These

centers give a good insight to the employees about their

strengths and weakness, the gaps in their competencies,

which they can bridge through suitable support from

company. Due to innovative people management practices

there is a high level of pride and commitment amongst

employees as reflected in the Best Employees in India-

2003 survey by Hewitt Associates in which NTPC bagged

coveted third rank. Further continuous efforts are being made

by HR function to leverage the potential of its

employees and become a strategic business partner.

HR FUNCTIONS AT NTPC

The entire gamut of functions relating to HR in NTPC has

been organized under three levels, viz. Corporate, Regional

and Project levels. The responsibilities vary from level to

level depending on the tasks assigned, accountability and

implementation criteria. An overview of these functions is

hereby given in this section.

2.1 Corporate Level



61/108

Major functions under this level are:

(a) Industrial Engineering

(b) Employment and Placement

(c) Training

(d) Management Development, Organizational

Development and Human Resource research

(e) Employee Benefits

(f) Policies and Rules

(g) Employee Relation and Welfare Policies

(h) HRD-Promotion, Performance Appraisal System

and Employee Development

(i) Employee Services

(j) Corporate Office administration

(k) Public Relations.

2.2 Regional level

At the regional level the functions undertaken by HR

department are

(a) Employee Benefits(b) Recruitment

(c) Employee Services

2.3 Project level

The major functions covered by this level are

(a)Employee Benefits:

This area covers the activities pertaining to

joining, posting & transfers, confirmation /

absorption, promotion and seniority, processing

of resignation, retirement cases pertaining to the



62/108

non-executive employees of the project apart

from the employee entitlements of all the staff

posted in projects as per the policies laid down.

Industrial Engineering & Recruitment:

The activities include manpower planning,

budgeting, organization structure,

incentive/reward scheme, preparation of personal

data bank and computerization, job evaluation

and development of job

specification/descriptions. Recruitment deals

with the various activities pertaining to

recruitment of non-executive manpower required

for the project as per the manpower budgets laid

down.

(b)Employee Relations and welfare

This function deals with the implementation of

various industrial relations and welfare policies

apart from the day-to-day problem solving and

shop floor IR.

(c) Employee Services

The activities under this are the development and

maintenance of office facilities and

administration of township like house allotments,

SC/ST horticulture, issuance of personal issueitems, leave encashment etc. communication,

receipt and dispatch and all such other activities

required at the project level are taken care by this

function.



63/108

(d)Employee Development Centre

The center looks after the conduct of long

duration training programmes under the

executive / Diploma / ITI trainee schemes apart

from short-term skill / worker / supervisory

development program. The development and

maintenance of workshops, hostels and other

training facilities form a part of this function.

(e) Public Relations:

Establishment of constant liaison with the public,

regional press and other media, publication of

house journals etc. form the major components of

this function.

(f) Law cell:

The responsibility of this function spans the

various activities relating to the representation of

the organization in various cases in the labourand other courts on land acquisition, labour

dispute cases etc,.

(g) Corporate Social Responsibility:

This cell looks after various activities, which are

related to the development of society as a whole.

Resettlement and rehabilitation of land ousties,

community development activities in nearby

villages, providing infrastructure like that for

schools, primary health etc., planting trees etc.

One of the major contributions of this section is



64/108

the plantation of about 14 lakhs trees across the

nation.

NTPC SAFETY POLICY

NTPC recognize, and accept its responsibility for

establishing and maintaining a safe working environment

for all its employees. This responsibility arises from:

Companys moral responsibilities to its employees, to

provide the best practicable conditions of work from

the point of view of health and safety.

The obligation to consult with its staff and their

representatives to implement policies and procedures

developed as a result of discussions.

Statutory responsibility in respect of health, safety

and welfare of employees emanating from relevant

legislations such as the factories act. The Indian

electricity act, the explosive act, the boiler act etc.

Environment, Safety, Health & Quality Policy

NTPC Ltd. Vindhyachal is committed to:

Generated reliable, economical and quality

electric power in eco-friendly, healthy & safe



65/108

working environment in accordance with

statutory requirements & norms with continual

improvement in performance.

Focus On Customer Satisfaction, Total Quality,

Teamwork, Human Resource Development And

Initiative For new Technologies.

Promoting innovation, speed & efficient

operating practices and prevention of pollution &

hazards.

Compliance with relevant legislation, regulation

and other requirements as applicable.

Waste minimization, ash utilization

maximization, developing & maintaining

greenery and conservation of natural resources.

Effective implementation of well recognized

management systems.

E-Mail Policy

NTPCs EOP & communication department is making

every effort to provide its employees with best technology

available to conduct the companys official business. In this



66/108

regard the company has installed, equipments, computers

and advanced technological systems such as E-mail for use to

conduct its official business. This document was created to

advise all users regarding the access to and the use of the

internet and other computer systems. For purposes of these

policies and guidelines the information system so not include

those standalone computer systems designed to be

confidential, so long as they are not put on the LAN/Internet

or web. There is no expectation of personal privacy on the use

of the internet and E-mail.

AN OVERVIEW

Project No of

projects

Commissioned

capacity

(MW)NTPC OWNED

COAL 15 22,895

GAS/LIQ.FUEL 07 3,955

TOTAL 22 26,850

OWNED BY JVs



67/108

COAL 03 314*

GAS/LIQ.FUEL 01 740**

GRAND

TOTAL

26 27,904

*captive power plant under JVs with SAIL

** power plant under JV with GAIL,FLs&

MSEB

PROJECT PROFILE

Coal based power stations

Coal based State

Commissioned

Capacity

(MW)

1. Singrauli Uttar Pradesh 2,000

2. Korba Chattisgarh 2,100

3. Ramagunda

m

Andhara

Pradesh

2,600

4. Farakka West Bengal 1,600



68/108

5. Vindhyachal Madhya Pradesh 3,260

6. Rihand Uttar Pradesh 2,000

7. Kahalgaon Bihar 1,340

8. Ntcpp Uttar Pradesh 840



69/108

Projects under implementation

Coal/hydro State Fuel

Additional

capacity under

implementation(MW)

1. Kahalgaon stage II

(phase I) (phase II)

Bihar Coal 500

500

2. Sipat (stage I)

(stage II)

Chattisgarh Coal 1980

500

3. Barh Bihar Coal 1980

4. Bhilai (exp.power

project-JV with SAIL)

Chattisgarh Coal 500

5. Korba (stage III) Chattisgarh Coal 500

6. Farakka (stage III) West Bengal Coal 500

7. NCTPP (stage II) Uttar Pradesh Coal 980

8. Simhadri

(stageII)

Andhara

Pradesh

Coal 1000

9. Koldam (HEPP) Himachal

Pradesh

hydro 800

10. Loharinag pala (HEPP) Uttarakhand hydro 60011. Tapovan

vishungad(HEPP)

Uttrakhand hydro 520

Total (coal +hydro) 10,860



70/108

PART -3

OBJECTIVE OF THE

STUDY

OBJECTIVES



71/108

The objective of the study is to find out the satisfaction

level of employee in NTPC Vindhyachal.

To study the functions related to

of job satisfaction among

employees at NTPC

Vindhyachal.

Work environment in the

organization.

To know about job satisfaction at

NTPC.

To know whether the

employees/workers are satisfied

with their job or not.

To know about the effectiveness

of occupational health scheme at

NTPC.

To study the relationship between

competency of the employees and

satisfaction level.



72/108

To identify the basic employees

facility at the company premises.



73/108



74/108

RESEARCH

METHODOLOGY



75/108

DATA COLLECTION

For any study there must be data for analysis

purpose. Without data there is no means of study. Data

collection plays an important role in any study. It can be

collected from various sources. I have collected the data

from two sources which are given below:

1. Primary Data

Personal Investigation Observation Method

Information from correspondents

Information from superiors of the organization

2. Secondary Data

Published Sources such as Journals, Government

Reports, Newspapers and Magazines etc.

Unpublished Sources such as Company Internal

reports prepare by them given to their analyst & trainees

for investigation.

Websites like NTPC official site, some other

sites are also searched to find data.



76/108

Sample Size :-

Questionnaire is filled by 100 employees of NTPC

(VSTPS).

The questionnaire was filled in the office and vital

information was collected which was then subjects to:-

Data collection was also done with the help of

personal observation.

After completion of survey the data was analyzed

and conclusion was drawn.

At the end all information was compiled to

complete the project report.



77/108

DATA ANALYSIS

&INTERPRETATION

Table No: 1

Working hours are convenient for me.

1 Strongly Disagree 2

2 Disagree 1



78/108

3 Neither Agree Nor Disagree 14

4 Agree 61

5 strongly Agree 22

Total 100

CHART1

Interpretation:

From the above chart and table it is clearly evident

that 22% of the

respondents strongly agree that working hours are

convenient from them

and 61% agree with that and 14% neither agree nor

disagree and 1%

disagree with the working hours and 2% are strongly

against working

hours.

Table No: 2



79/108

I'm happy with my work place

Chart 2

Interpretation:

From the above table it is clear that 31% respondents

are strongly agree and

55% respondents are agree that they are happy with

their work place only

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


2 Disagree 3


4 Agree 55

5 strongly Agree 31

Total 100

79


80/108

and 10% employees are neutral with their work

place & 3% disagree and 1% strongly disagree

towards their work place.

Table No: 3

I feel i have too much work to do


2 Disagree 103 Neither Agree Nor Disagree 26

4 Agree 45

5 strongly Agree 17

Total 100

Chart 3

Interpretation:



81/108

From the above table it is quite clear that the work

load is not

high, 10% of the respondents disagreed with the

question I feel I have

too much work and another 2% strongly disagreed,

23% have no idea towards this question,45% agree

and 17% strongly agree with the question.

Table No: 4

Safety measures provided by the company


2 Disagree 7


4 Agree 58

5 strongly Agree 26

Total 100

CHART 4



82/108

Interpretation:

From the above table it is evident that the safety

measures

provided by the organizations are good as 26 and

58% of the respondents

agree with that and only 7 & 3% disagreed and 6%

neither agreed nor

disagreed.

TABLE NO. 5

My relationship with my supervisor is cordial

1 Strongly Disagree2 Disagree

3 Neither Agree Nor Disagree

4 Agree

5 strongly Agree

Total 1

CHART 5



83/108

Interpretation:From the above table it is clear that relationship

between

employees and their supervisors are cordial because

35% of respondents

strongly agreed to it and 55% agreed to it and only 2

&2 % disagreed and

6% of respondents have neither agreed nor

disagreed.

TABLE NO 6

My supervisor is not partial

1 Strongly Disagree 22 Disagree 3


4 Agree 56

5 strongly Agree 32

Total 100

CHART 6



84/108

Interpretation:

From the above table it is evident that the

supervisors are not

partial to the employees as 32% strongly agreed and

56% agreed to the

question but 3% disagreed and 2% strongly

disagreed and 7% of respondents have neither agreed

nor disagreed.

TABLE NO 7

My supervisor considers my idea too while taking

decision


2 Disagree 1


4 Agree 64

5 strongly Agree 25Total 100



85/108

CHART 7

Interpretation:

From the above table it is clear that 64 and 25% of

the

respondents agree that supervisors consider their

employees ideas also

and only 1 &2% disagreed and 8% neither agreed

nor disagreed.

TABLE NO 8

I'm satisfied with the support from my co-workers


2 Disagree 2


4 Agree 59

5 strongly Agree 30

Total 100



86/108

CHART 8

Interpretation:

From the above table it is clear that relation with co-

workers is

quite good as nearly 89% of the respondents agree

that they are satisfied

with support from co-workers and only 4% disagreed

and 7% have no

answer to this.

TABLE NO 9

People here have concern from one another

and tend to help one another1 Strongly Disagree 0

2 Disagree 5


4 Agree 66

5 strongly Agree 18

Total 100



87/108

CHART 9

Interpretation:

From the above table it is clear that in this

organization people

have concern over each other as 18% strongly agreed

and 66% agreed

and only 5% disagreed and 11% neither agreed nordisagreed.

TABLE NO 10

I'm satisfied with the refreshment facilities


2 Disagree 7


4 Agree 57



88/108

5 strongly Agree 16

Total 100

CHAR10

Interpretation:

From the above table it is

Documents

Final Project Job Satisfaction