Você está na página 1de 88

G.N.

A INSTITUTE OF MANAGEMENT AND TECHNOLOGY


PROJECT REPORT ON

JOB SATISFACTION OF EMPLOYEES (NATIONAL HYDROELECTRIC POWER CO. LTD.)

SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT FOR THE AWARD OF THE DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION


Submitted by
AMIT ATTRI

Under the Guidance of


Mr. SANJESH BANJARE

PREFACE
The project work entitled A STUDY ON JOB SATISFACTION OF EMPLOYEES OF NHPC CHAMERA-1 KHAIRI Job Satisfaction is the favorableness or un-favorableness with which the 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

A large number of individuals have contributed to project. This project is a humble attempt to sketch done the contribution of all those persons who have directly or indirectly given their precious time and help along with proper guidance for making this report in the following shape. First of all I would like to thank Mr.SANJESH BANJARE, project coordinater (manager H.R.D), NHPC CHAMERA-1,KHAIRI without whose permission project of NHPC,CHAMERA-1,KHAIRI would have been castle in the air. Who always helped me and provided me relevant books and data in the subject to enable to prepare the project. And also I would like to give thank to Mr.PARTAPRA RAM, MANAGER (H.R) whos supported to me, and my HOD Mr. Akhil bajaj Lastly but not the least, I pay my gratitude to my parents, family members, friends, faculty members of GNA-IMT and all executives of NHPC CHAMERA-1,KHAIRI for their morel support and whole hearted co-operation in drafting this report.

AMIT ATTRI

DECLARATION

I, Amit Attri student of fifth SEM G.N.A-I.M.T College have completed the Project on job satisfaction For the Academic Year 2008-10. The information given in this project is true to the best of my knowledge.

CONTENT
Sr.No. Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Topic Company Profile Job satisfaction Objectives Research Methodology Observation & Findings 4

Chapter 7 Chapter 8 Chapter 9

Suggestions Bibliography Annexure

PART 1

COMPANY PROFILE

NATIONAL HYDROELECTRIC POWER CO. LTD


An OverviewNHPC Limited (Formerly known as National Hydroelectric Power Corporation Ltd.), A Govt. of India Enterprise, was incorporated in the year 1975 with an authorised capital of Rs. 2000 million and with an objective to plan, promote and organise an integrated and efficient development of hydroelectric power in all aspects. Later on NHPC expanded its objects to include other sources of energy like Geothermal, Tidal, Wind etc. At present, NHPC is a schedule 'A' Enterprise of the Govt. of India with an authorised share capital of Rs. 1,50,000 Million . With an investment base of over Rs. 2,85,350 Million Approx. , NHPC is among the TOP TEN companies in the country in terms of investment. The basic philosophy is to use training as an effective tool for performance improvement of the individual, the team and the organization and in transforming NHPC into a learning organization

Corporate social responsibility is applicable for all power stations. It is not mandatory and carries no fixed budget. It was first implemented in NHPC on 1st April, 2006. CSR is carried out through a need assessment survey done by the department. During the construction of any project, nearby localities are taken care of in concern with any harm caused to them due to the project through community welfare schemes on which the department is required to present a detailed project report to the HOD. Whereas, at operational level various other schemes are applicable. The oragnisation had not been paying incentives to its employees, until this pay commission. Incentives in this company are also given for motivational purposes which further improve the productivity of the employee and leads to the fulfilment of the organisational objectives. Being a PSU, it uses a lot of negative approach as far as performance appraisal is concerned. one

of the most efficient enterprises in the industrial sector as per with international standards of efficiency

Certificates:
NHPC has already attained ISO 9001 and all the major units/ division of NHPC have been upgraded to the latest SA 8000 version of quality management. NHPC has secured ISO 14001 certification for environmental management systems and OHSAS 18001 certification for occupational health and safety management systems for its major units/ divisions. Public sector enterprises (PSEs), which are to be supported by the government of India in their endeavor to become future global players.

VISION, MISSION & VALUES OF NATIONAL HYDROELECTRIC POWER CO. LTD.


NHPC defines its vision, mission, values and objectives as follow: VISION A world class, diversified & transnational organization for sustainable development of hydro power and water resources with strong environment conscience. MISSION To be the leading Indian engineering enterprise providing quality products, systems and services in the field of energy, transportation, industry, infrastructure and the potential areas. VALUES Meeting commitments makes to internal and external customers. Fostering learning, creativity and speed of response. Respect of dignity and potential of individuals. Loyalty and pride in the company. Team playing. Zeal to excel. Integrity and fairness in all matters. OBJECTIVES- NHPC defines its objectives as follows: Growth To ensure a steady growth by enhancing the competitive edge of NHPC in existing business, new area and international operations so as to fulfill national expectation for NHPC. Profitability To provide a reasonable and adequate return on capital employed, primarily through improvements in operational efficiency, capacity utilization and

10

productivity, and generates adequate, internal resources to finance the companys growth. Customer focus To build a high degree of customer confidence by providing increased value for his money through international standards of product quality, performance and superior customer services. People orientation To enable each employee to achieve his potential, improve his capabilities, perceive his role and responsibilities and participate and contribute positively to the growth and success of the company. To invest in human resource continuously and be alive to their needs. Technology To achieve technological excellence in operation by development of indigenous technologies and efficient absorption and adaptation of imported technologies to sustain needs and priorities, and provide a competitive advantage to the company. Image To fulfill the expectation which shareholders like government as owner, employees, customers and the country at large have from NHPC.

11

On-going Work
Presently NHPC is engaged in the construction of 11 projects aggregating to a total installed capacity of 4622 MW . NHPC has planned to add 5322 MW during 11th Plan period. 10 projects of 9981 MW are awaiting clearances/Govt. approval for their implementation. Detailed Projects report or Feasibility Report are being prepared for 7 projects of 5755 MW. Since its inception in 1975, NHPC has grown to become one of the largest organizations in the field of hydro power development in the country. With its present capabilities, NHPC can undertake all activities from concept to commissioning of hydroelectric projects.

12

Hydro Power Stations


Total - 5175 MW S.no. Power Plant 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Commissioned Capacity (MW) Baira siul Himachal Pradesh 180 Loktak Manipur 105 Jammu & Salal-I 345 Kashmir Tanakpur Uttarakhand 120 Chamera-I Himachal Pradesh 540 Jammu & Salal-II 345 Kashmir Jammu & Uri-I 480 Kashmir Rangit Sikkim 60 Chamera-II Himachal Pradesh 300 Indira sagar Madhya Pradesh 1000 Dhauliganga-I Uttarakhand 280 Jammu & Dul Hasti 390 Kashmir Omkareshwar Madhya Pradesh 520 Teesta-V Sikkim 510 State year of commission 1981 1983 1987 1992 1994 1996 1997 1999 2004 2005 2005 2007 2007 2008

13

Hydro Power Stations Under construction


Total - 4622 MW S.no. 1 2 3 4 5 6 7 8 9 10 11 Power Plant Sewa-II State Total Capacity (MW) 120 132 800 2000 231 160 520 45 44 240 330 Completion Schedule 2011 2011 2013 2012 2010 2011 2010 2010 2011 2011 2016

Jammu & Kashmir Teesta Low Dam-III West Bengal Parbati-II Himachal Pradesh Subansiri (Lower) Assam Chamera-III Himachal Pradesh Teesta Low Dam-IV West Bengal Parbati-III Himachal Pradesh Jammu & Nimmo-Bazgo Kashmir Jammu & Chutak Kashmir Jammu & Uri-II Kashmir Jammu & Kishenganga Kashmir

Hydro Power Stations constructed on Deposit/Turnkey Basis


Total - 89.3 MW S.no. 1 2 3 4 5 Power Plant Devighat Kurichu Kalpong Sippi Kambang Country/State Nepal Bhutan Andaman and Nicobar Islands Arunachal Pradesh Arunachal Pradesh Total Capacity (MW) 14.1 60 5.25 4 6 Year of Commissioning 1984 2002 2001 2007 2008

NHPCs CONTRIBUTION TO INDUSTRY


14

NHPC Limited (Formerly known as National Hydroelectric Power Corporation Ltd.), A Govt. of India Enterprise, was incorporated in the year 1975 with an authorised capital of Rs. 2000 million and with an objective to plan, promote and organise an integrated and efficient development of hydroelectric power in all aspects. Later on NHPC expanded its objects to include other sources of energy like Geothermal, Tidal, and Wind etc. At present, NHPC is a schedule 'A' Enterprise of the Govt. of India with an authorised share capital of Rs. 1,50,000 Million . With an investment base of over Rs. 2,85,350 Million Approx. , NHPC is among the TOP TEN companies in the country in terms of investment. Initially, on incorporation, NHPC took over the execution of Salal Stage-I, Bairasiul and Loktak Hydro-electric Projects from Central Hydroelectric Project Construction and Control Board. Since then, it has executed 13 projects with an installed capacity of 5175 MW on ownership basis including projects taken up in joint venture. NHPC has also executed 5 projects with an installed capacity of 89.35 MW on turnkey basis. Two of these projects have been commissioned in neighbouring countries i.e. Nepal and Bhutan.

15

S- STRENTH W- WEAKNESS O- OPPORUNITY T- THEARTS

SWOT ANALYSIS

16

SWOT ANALYSIS

STRENGTHS:

World-wide Network

Government Support. Grand Financial Sources of the Organization. Easy Availability of Labour. No Direct Marketing to Individuals. Production at large scale.
Fewer Competitors in the Private Sector.

WEAKNESSES:

Lack of Quick Availability of Raw Materials at the work place. High Sensitivity of some products (like insulators) Inherent weakness of public sector undertakings. Political interference. 17

Remote Locations. Limited Capacity of Plants.

OPPORTUNITIES:

Managing Working Capital and Financial Sources. Managing Human Resource (Main Power). Expansion of Plant. Increasing Workers Participation in Management. Compete to Private Sector Firms. Provide better Quality Products to the Industry. To enhance better work culture. Increasing Net Profit.

THREATS:
Government Policies of Globalization and Privatization.

18

Government Intention to Create New PSOs for Power Project.

Production of

Increasing Labour Cost (Market Price).

Increasing Political Interference in Internal matters of Company.

19

PART 2

20

JOB SATISFACTION AN OVERVIEW

JOB SATISFACTION INTRODUCTION


21

Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the person concerned. It could, for example, be associated with a personal feeling of achievement. Job satisfaction is an individuals emotional reaction to the job itself. It is his attitude towards his job.

Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.
-Robert L. Kahn

Job satisfaction is a general attitude towards ones job: the difference between the amount of reward workers receive and the amount they believe they should receive. -P. Robbins

Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals have toward their jobs. -Hugh J. Arnold and Daniel C. Feldman

Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. 22

By Andrew J DuBrins, The practice of supervision, New Delhi Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly, since a job is important part of life, job satisfaction influences ones general life satisfaction. Manager may need to monitor not only the job and immediate work environment but also their employees attitudes towards other part of life.

JOB

FAMILY

POLITICS

LIFE

LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to function 23

successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. Any business can achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism labour

turnover require a social skill of understanding human problems and dealing with them scientific investigation serves the purpose to solve the human problems in the industry. a) Pay. b) The work itself. c) Promotion d) The work group. e) Working condition. f) Supervision.

PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. More over, pay can serve as symbol of achievement and a source of recognition. Employees often see pay as a 24

reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction as direct wages.

THE WORK ITSELF


Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, workers want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place. In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout.

PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes I supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary.

SUPERVISION
Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them.

25

2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation.

WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort.

WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require to work long hours and / or overtime, they will have very little felt for their families, friends and recreation outside work.

Determinants of job satisfaction:


While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same 26

job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction. Let us see what these factors are.

Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors.

Level of education:
Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly.

Age:
Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain 27

stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an organization, they may have some unrealistic assumptions about what they are going to drive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome.

Other factors:
Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the workplace. Similarly, other personal problems associated with him may affect his level of job satisfaction. Personal problems associated with him may affect his level of job satisfaction.

Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job content.

Occupation level:

28

Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people: factory workers are least satisfied.

Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

Situational variables:
Situational variables related to job satisfaction lie in organizational context formal and informal. Formal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job important factors which affect job satisfaction are given below:

1. Working conditions: Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means job performance. Second, provision of these

29

conditions affects the individuals perception about the organization. If these factors are favourable, individuals experience higher level of job satisfaction. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there is more concern for people which is perceived favourably by them and provides them more satisfaction. In job oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction . 3. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment by they also attach importance to opportunities for promotion that these job offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.

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 30

interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction


Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:


The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.

Productivity:
There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker, 31

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

The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view.

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. 32

1. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact o productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity Extrinsic reward Performanc e Intrinsic reward
THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Perceived equity of rewards

Satisfaction

Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.
HIGH

33

TURNOVER

JOB SATISFACTION

ABSENCES

LOW LOW HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere.

34

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.

35

DIMENSIONS OF JOB SATIFACTION


Job satisfaction is a complex concept and difficult to measure objectively. The level of job satisfaction is affected by a wide range of variables relating to individual, social, cultural, organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL

SOCIAL FACTORS

ORGANIZATIONAL FACTOR

ENVIRONMENTAL FACTOR

CULTURAL FACTOR

Individual:- Personality, education, intelligence and abilities, age, marital status, orientation to work.

Social factors:-Relationship with co-workers, group working and norms, opportunities for interaction, informal relations etc.

Organizational factors:- Nature and size, formal structure, personnel policies and procedures, industrial relation, nature of work, technology and work organization, supervision and styles of leadership, management systems, working conditions.

Environmental factors:-Economic, social, technical and governmental influences.

36

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.

37

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?

38

Benefits of job satisfaction study


Job satisfaction surveys can produce positive, neutral or negative results. If planned properly and administered, they will usually produce a number of important benefits, such as1. It gives management an indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to employee services and particular group of employee. 2. It leads to valuable communication brought by a job satisfaction survey. Communication flow in all direction as people plan the survey, take it and discuss the result. Upward communication is especially fruitful when employee are encouraged to comment about what is on their minds instead of merely answering questions about topics important to management. 3. as a survey is safety value, an emotional release. A chance to things gets off. The survey is an intangible expression of managements interest in employee welfare, which gives employees a reason to feel better towards management. 4. Job satisfaction surveys are a useful way to determine certain training needs. 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.

39

Importance to Worker and Organization


Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and selfdevelopment. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but 40

leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"

SATISFIED EMPLOYEE

41

Creating Job Satisfaction


So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities

to "put his or her signature" on the finished product


Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members


Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who

42

want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction. Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction.

43

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?

44

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks more

efficiently and effectively. This will relieve boredom and often gets one noticed.

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.

Develop teamwork and people skills. A large part of job success is the ability to work

well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

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.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

45

46

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

47

MODEL OF JOB SATISFACTION

48

THEORIES OF JOB SATISFACTION


Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory]. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.

49

A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: selfesteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general 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, 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 50

Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. ] Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured. According to Herzberg following factors acts as motivators: Achievement, Recognition, Advancement, Work itself, Possibility of growth, & Responsibility.

Hygiene factors are : Company policy & administration, Technical supervision, Inter-personal relations with supervisors, peers & Subordinates,

51

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 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.

52

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 in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including himself). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a well-to-do neighborhood than among those whose neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment.

53

OBJECTIVE OF THE STUDY

54

OBJECTIVES
The objective of the study is to find out the satisfaction level of employee in NHPC,CHAMERA-1, KHAIRI

To find that whether the employees are satisfied or not.

To analyse the companys working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To study the relationship between the personal factors of the Employee (Income, Designation, Educational qualification, Gender, etc.,)

55

RESEARCH METHODOLOGY

56

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method.

Meaning of Research

Research is defined as a scientific & systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new facts in any branch of knowledge. The search for knowledge through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data.

57

The design is such studies must be rigid and not flexible and most focus attention on the following 2;

Research Design can be categorized as:

TYPES OF RESEARCH DESIGN

EXPLORATORY RESEARCH DESIGN

DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN

EXPERIMENTAL RESEARCH DESIGN

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new relationship. Research design is flexible enough to provide opportunity for considering different aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management.

58

DATA COLLECTION For any study there must be data for analysis purpose. Without data there is no means of study. Data collection plays an important role in any study. It can be collected from various sources. I have collected the data from two sources which are given below: 1. 2. etc. Unpublished Sources such as Company Internal reports prepare by them given to their Primary Data Personal Investigation Observation Method Information from correspondents Information from superiors of the organization Secondary Data Published Sources such as Journals, Government Reports, Newspapers and Magazines

analyst & trainees for investigation. Websites like NHPCINDIA official site, some other sites are also searched to find data.

59

Scope Of The Study

The scope of the study is very vital. Not only the Human Resource department can use the facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study.

Scope for the sales department The sales department can have fairly good idea about their employees,tat they are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel department can use the information to make efforts to avoid such complaints.

60

Sample Size :Questionnaire is filled by 100 employees of NHPC, CHAMERA -1,KHAIRI

The questionnaire was filled in the office and vital information was collected which was then subjects to:-

A pilot survey was conducted before finalizing the questionnaire. 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.

61

DATA ANALYSIS & INTERPRETATION

62

Table No: 1
Working hours are convenient for me Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 34 32 18 13 3 100

CHART 1
100 80 60 40 20 0 PERCENT strongly agree agree neither agree nor disagree disagree strongly disagree Total

Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly agree that working hours are convenient from them and 32% agree with that and 18% neither agree nor disagree and 13% disagree with the working hours and 3% are strongly against working hours.

Table No: 2
I'm happy with my work place 63

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

PERCENT 30 39 18 8 5 100

Chart 2

100 80 60 40 20 0

Strongly agree Agree neither agree nor disagree Disagree strongly disagree percent Total

Interpretation:
From the above table it is clear that 30% respondents strongly agree and 39% respondents agree that they are happy with their work place only 13% disagreed and 18% have no idea towards their work place.

Table No: 3
I feel i have too much work to do PERCENT 7 64

strongly agree

Agree Neither agree nor disagree Disagree Strongly disagree

9 25 37 22 100

Chart 3
strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

100 80 60 40 20 0

Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents disagreed with the question I feel I have too much work and another 22% strongly disagreed, 18% admits they have too much work and 23% have no idea towards this question.

Table No: 4
Safety measures provided by the company PERCENT 28 31 24 11 65

strongly agree Agree Neither agree nor disagree Disagree

Strongly disagree TOTAL

6 100

CHART 4
100 80 60 40 20 0 strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is evident that the safety measures provided by the organizations are good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24% neither agreed nor disagreed.

TABLE NO. 5
My relationship with my supervisor is cordial PERCENT 30 41 16 6 7 66

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

TOTAL

100

CHART 5
100 80 60 40 20 0 strongly agree Agree ne ither agree nor disagre e Disagre e strongly disagree PERCENT Total

Interpretation:
From the above table it is clear that relationship between employees and their supervisors are cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13% disagreed and 16% of respondents have neither agreed nor disagreed.

TABLE NO 6
My supervisor is not partial PERCENT 18 30 15 19 18 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 6

67

100 80 60 40 20 0

3-D Column 1 Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18% strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly disagreed this level is quite high compared to other questions.

TABLE NO 7
My supervisor considers my idea too while taking decision PERCENT 26 43 26 2 3 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL CHART 7

68

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors consider their employees ideas also and only 5% disagreed and 26% neither agreed nor disagreed.

TABLE NO 8
I'm satisfied with the support from my co-workers PERCENT 21 47 16 9 7 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 8

69

100 80 60 40 20 0 PERCENT

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of the respondents agree that they are satisfied with support from co-workers and only 15% disagreed and 16% have no answer to this.

TABLE NO 9
People here have concern from one another and tend to help one another PERCENT 26 41 19 9 5 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 9

70

100 80 60 40 20 0 PERCENT

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that in this organization people have concern over each other as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities PERCENT 26 20 30 15 9 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 10

71

100 80 60 40 20 0

strongly agree Agree ne ither agree nor disagre e Disagre e strongly disagree PERCENT Total

Interpretation:
From the above table it is clear that 26% employees are strongly satisfied with the refreshment facilities offered by the company as 15% of respondents disagreed and 9% strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

TABLE NO 11
We are provided with the rest and lunch room and they are good

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 16 34 22 20 8 100

CHART 11

72

100 80 60 40 20 0 PERCENT

strongly agree Agree ne ither agree nor disagre e Disagre e strongly disagree Total

Interpretation:
From the above table it is quite evident that 8% strongly disagreed and 20% of the respondents disagreed and 22% neither agreed nor disagreed and only 50% of the respondents are satisfied with the rest and lunch room provided.

TABLE NO 12
The parking space for our vehicles are satisfactory PERCENT 4 9 24 32 31 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 12

73

100 80 60 40 20 0 PERCENT

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities provided by the company as 31% of respondents strongly disagreed and 32% of respondents disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have neither agreed nor disagreed.

Table no 13
I fell I'm paid a fair amount for the work i do strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 15 39 25 13 8 100

Chart 13

74

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree perce nt Total

Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39% agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither agree nor disagree.

Table no 14
I'm satisfied with the chances for my promotion

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 27 43 13 9 8 100

75

Chart 14
100 80 60 40 20 0 strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

percent

Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree, 13% neither agree nor disagree.

Table no 15
I'm satisfied with the allowances provided by the organization strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 19 42 21 11 7 100

Chart 15
76

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other benefits provided by the organization as 42% agree and 19% strongly agree. Only 11% disagree and 7% strongly disagree, 21% neither agree nor disagree.

TABLE NO 16
I feel my boss motivate me to achieve the organizational goals PERCENT 11 33 25 22 9 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 16

77

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

PERCE3NT

Interpretation:
From the above table it is evident that employees boss are motivating to achieve organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite high compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 18 44 18 13 7 100

CHART 17

78

100 80 60 40 20 0

strongly agree Agre e neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is evident that employees boss motivates the employee when he is unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7% strongly disagree and 7% disagree, 18% neither agree nor disagree. .

TABLE NO 18
I feel that my job has little impact on the success of the company strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 35 40 10 9 6 100

Chart 18

79

100 80 60 40 20 0

strongly agree Agre e neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the success of a company, 9% respondent disagree from the statement and 6% respondent strongly disagree from the question.

Table no 19
Overall I'm satisfied with my job PERCENT 28 35 20 12 5 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

Chart 19

80

100 80 60 40 20 0 perce nt

strongly agree Agree ne ither agree nor disagre e Disagre e strongly disagree Total

Interpretation:
From the above table it is evident that Overall satisfactions of the respondents are good as 35% agree and 28% strongly agree. Only 5% strongly disagree and 12% disagree and 20% neither agree nor disagree.

FINDINGS
From the study, the researcher has come to know that most of the respondents have job satisfaction; the management has taken the best efforts to maintain cordial relationship with the employees. Due to the working conditions prevailing in this company, job satisfaction of each respondent seems to be the maximum. From the study, I have come to know that most of the employees were satisfied with the welfare measures provided by NHPC. The employees of NHPC get more benefits compare to other companies. The respondents are satisfied with the environment and nature of work factors .

The respondents relationship with the superiors and colleagues are quite 81

good .

The Respondents are not provided with proper welfare facilities.

The communication and motivation of employees by their superiors in this organization is reasonable.

The Pay and promotion activities in this organization is also good . The Respondents are overall satisfied with their job The Parking facilities provided by the organization are not good thats why most respondents disagree with this question.

The refreshment facilities are also need to be improved

SUGGESTION AND RECOMANDATION


In the organization most of employees are satisfied with all the facilities provided by company. But there are some employees also who are not satisfied with the company. Management should try to convert unsatisfied employees in to satisfied employees. Because if employee is not satisfied than the he is not able to give his 100% to his work and the productivity of employee decrease. So management should try to satisfied his employees because employees are the assets of the company not a liabilities.

82

LIMITATIONS OF THE STUDY


Limitation are as follows Data collected is based on questionnaire. The number of employees in NHPC,CHAMERA-1,KHAIRI is more, so sample size is limited by 100. The information collected by the observation method is very limited. The result would be varying according to the individuals as well as time. Some respondents hesitated to give the actual situation; they feared that management would take any action against them

83

The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias.

BIBLIOGRAPHY
BOOKS:
Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill Publication Company Ltd.

Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth edition. 84

Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition.

Web-Site: www.google.co.in NHPC office www.nhpcindia.com

85

ANNEXURE

Questionnaire
A study on Job Satisfaction of Employees in NHPC,CHAMERA-1,KHAIRI 1. Name: 2. Age: 3. Gender: Male Female 4. Designation.. Ques1- Working hours are convenient for me1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree

86

Ques2- I am happy with my work place1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques3- I feel I have too much work to do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques4- Safety measures provided by the company are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques5- My relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques6- My supervisor is not partial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques7- My supervisor consider my ideas while taking decision1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques8- I am satisfied with the support from my coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques9- People here have concern from one another and tend to help1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques10- I am satisfied with the refreshment facility1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques11- We are provided with the rest and lunch room and they are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques12- The parking spaces for vehicles are satisfactory1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree 87

Ques13- I feel I am paid a fair amount for the work I do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques14- I am satisfied with the chances for my promotion1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques15- I am satisfied with the allowances provided by the organization1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques16- I feel my boss motivate me to achieve the organizational goals1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques17- My supervisor motivate me to increase my efficiency at a time when I am not1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques18- I feel my job little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques19- Overall I am satisfied with my present job1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

88