BHALCHANDRA INSTITUTE OF EDUCATION

AND MANAGEMENT
PROJECT REPORT
ON

JOB SATISFACTION OF EMPLOYEES

(BHARAT HEAVY ELECTRICAL LIMITED
IP JAGDISHPUR)

SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT

FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Submitted by

Under the Guidance of

RICHA DIXIT

Mr. S.N. TIWARI

PREFACE
The project work entitled A STUDY ON JOB SATISFACTION OF
EMPLOYEES

OF

BHARAT

HEAVY

ELECTRICAL

LIMITED

IP

JAGDISHPUR 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. S.N. Tiwari, project co-ordinater
(manager H.R), B.H.E.L., .P Jagdishpur without whose permission project of B.H.E.L., I.P
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.Janmejay sing, Asst.
Engineer (H.R) whos supported to me, and my teacher Ms Shikha.
Lastly but not the least, I pay my gratitude to my parents, family members, friends,
faculty members of B.I.E.M and all executives of B.H.E.L., I.P Jagdishpur for their morel
support and whole hearted co-operation in drafting this report.

Richa Dixit

DECLARATION

I, shalini verma student of third SEM B.I.E.M 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.

Topic

Chapter 1

Company Profile

Chapter 2

Job satisfaction

Chapter 3

Objectives

Chapter 4

Research Methodology

Chapter 5

Observation & Findings

Chapter 7

Suggestions

Chapter 8

Bibliography

Chapter 9

Annexure

PART 1

COMPANY PROFILE

BHARAT HEAVY ELECTRICAL LIMITED

An OverviewThe first plant of what is known as BHEL was established nearly 51 Years ago at Bhopal and was the
genesis of the heavy electrical Equipment industry in India. BHEL is, today the largest engineering
Enterprise of it kind in India with a well recognized track record of performance making earning
profits continuously since 1971-72 and achieved a sales turnover of Rs.21608 crores with a profit
before tax of more than Rs. 4000 in 2008-09.
BHEL caters to core sectors of the Indian Economy VI. Power generation &
transmission, industry, transportation, telecommunication, Renewal energy, defense,

etc. The wide network of BHELs 14 manufacturing divisions (working) & 2

manufacturing units under construction, 4 power sector regional centers, 8 service
centers, and 18 regional offices and large number of project sites spread all over India
and abroad enable the company to promptly serve its customers and provide them
with suitable products, systems and services efficiently and at competitive rates.
The World Bank in its report on the Indian public sector has described BHEL as
one

of the most efficient enterprises in the industrial sector as

per with international standards of efficiency

Certificates:
BHEL has already attained ISO 9000 and all the major units/ division of BHEL have been
upgraded to the latest ISO 9000:2000 version of quality management. BHEL 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.
The companys inherent potential coupled with its strong performance over the years, has
resulted in it being chosen as one of theNAVRATNA
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
BHARAT HEAVY ELECTRICALS LTD.
BHEL defines its vision, mission, values and objectives as follow:
VISSION To become a world class, innovative, competitive and profitable
engineering enterprise providing total business solutions.
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- BHEL defines its objectives as follows: Growth To ensure a steady growth by enhancing the competitive edge of BHEL in
existing business, new area and international operations so as to fulfill national
expectation for BHEL.
10

 Profitability To provide a reasonable and adequate return on capital employed,

primarily through improvements in operational efficiency, capacity utilization
and 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 BHEL.

11

POLICIES OF BHEL
QUALITY POLICY:
To acquire and maintain a leading position as a supplier of Quality products to national
/International standards and to meet the requirements of customers.

ENVIRONMENTAL POLICIES
Compliance with applicable Environmental Legislation / Regulation.
Continuous improvement in environment management system to protect our
natural environment and control pollution.

Promotion of activities for conservation of resources by Environmental

management.

Enhancement of environment awareness among employees, customers and

suppliers.

OCCUPATIONAL HEALTH AND SAFETY POLICY:

Compliance with applicable legislation and Regulations.

Setting objectives and targets to eliminate / minimize risk due to occupational

safety hazards.

12

 Appropriate structure training to employees on occupational health and

safety

(OH&S) aspects.

Formulation and maintenance of OH&S management programmes for continual

improvement.

Periodic review of OH&S management system to ensure its continuing suitability,

adequacy and effectiveness.

PARTECIPATION IN THE GLOBAL COMPACT TO

THE UNITED NATIONS
The Global Compact is a partnership between the UNITED NATIONS, the
business community, international labour and NGOs. It provides a forum for them to
work together and improve corporate practices through co-operation rather then
confrontation.
BHEL has joined the GLOBAL COMPACT of United Nations and has committed
to support it and the set of core values enshrined in its nine principles.

PRINCIPLES OF GLOBAL COMPACT

Human Rights
Business should support and respect the protection of internationally proclaimed human
rights.
Make sure they are not complicit in human rights abuses.
13

Labour Standards
Business should uphold the freedom of association and the effective recognition of the
right to collective bargaining.
The elimination of all forms of forces and compulsory labour.
The effective abolition of child labour.
Eliminate discrimination.

ENVIRONMENT
Businesses should support a precautionary approach to environmental challenges.
Undertake initiative to promote greater environmental responsibility.
Encourage the development and diffusion of environment-friendly technologies. By
joining the Global Compact, BHEL would get a unique opportunity of networking with
corporate with sharing experience relating to social responsibility on global basis.

BHEL IN INDIA
RIGIONAL OFFICES (POWER SECTORS)
1.

New Delhi (Northern Region)

14

2.

Kolkata (Eastern Region)

3.

Nagpur (Western Region)

4.

Chennai (Southern Region)

BUSINESS OFFICES
1. Bangalore
2.

Bhubaneshwar

3.

Chandigarh

4.

Chennai

5.

Guwahati

6.

Jabalpur

7.

Jaipur

8.

Kolkata

9.

Lucknow

10.

Mumbai

11.

New Delhi

12.

Patna

13. Ranchi
14.

Secunderabad

15.

Vadodara

BHELs MANUFACTURING UNITS

15

1. Bangalore

A. Electronic Division

B. Industrial systems group

C. Electro porcelains Division

2. Bhopal:

Heavy Electrical Plant

3. Gowindwal:

Industrial valves plant

4. Haridwar:

Heavy electrical Equipment Plants

5. Hyderabad:

Heavy Power Equipment Plant

6. Jagdishpur:

Insulator Division

7. Jhansi:
8. Rudrapur:

Transformer Plant
Component Fabrication Plant

9. Ranipet:

Boiler Auxiliaries Plant

10. Tiruchirapally:

A. High pressure Boiler Plant

B. SSTP & Magneto-Hydrodynamics

11.Varanasi:

Heavy Equipment Repair Plant

SERVICE CENTERS

16

1. Banglore
2. Chandigarh
3. kolkata
4. Nagpur
5. New Delhi
6. Patna
7. Secunderabad
8. Vadodara
9. Varanasi

OTHER UNITS
Project Engineering Division, New Delhi.
1. Research & Development Division, Hyderabad.
2. Oil Rigs Division, New Delhi.
3. Regional Operation Division, New Delhi.
4. Market & Sales Division, New Delhi.
5. Power Project Division, New Delhi.

BHELs CONTRIBUTION TO INDUSTRY

17

Since inception in 1982 the industry sector business has grown at an impressiveRate and
today contributes over half of BHELs turnover.BHEL, today, supplies all
major equipment for the industries: AC/DC Machines, alternators, centrifugal
compressors, special reactor columns, heat Exchangers, pressure vessels, gas
turbine based cogenerations plants, steam Generators, complete range of
steam generators for process industries, dieselPower plants, solar water
heating systems, photo-voltaic systems,etc.
In the transportation field BHEL range covers AC locomotives, AC/DC dual Voltage locos,
traction motors & transformers, electrics for AC, DC and dual Voltage Emus diesel power car
and diesel electric locos.BHEL is the leader in the power transmission field with equipment up
to the Highest system voltage: power and instrument Transformers, shunt reactor, Insulators,
energy meters, substations, static compensation schemes as well as High voltage DC
transmission systems (HVDC).

AWARDS WON BY BHEL: International Awards

Shri R.S. Babu, GM, BAP-Ranipat received the prestigious Keith Hartley memorial medallion
for the year 2000 at the international welding conference organized by the international
institute of welding for his outstanding contribution to welding technology in the country.

National Awards
PMs Shram Awards
National Productivity councils productivity performance awards

18

 Vihswakarma Rahtriya Puruskars

National Safety Awards
Golden Peacock National Quality Awards
Engineering Export Promotion Councils (EEPC) Award
Inssan Awards
Value engineering Awards
Energy conservation Awards
Ecological Awards
Best Executive Awards
Samman Patra
Best employer for physically handicapped
Best Physically Handicapped employee Award
Information Technology Professional Award
Seven employees of Tiruchirapally unit won the govt. of Tamil Nadu award for
outstanding workers, Tamilaga Arasin Uyarntha uzhaipalar viruthu. For the year
1997.

19

BHELs CLIENTS BHELS STRENGTH

Major Clients
POWER
State Electricity Boards / Power corporations (SEBs/ PCs)
National Thermal Power Corporation (NTPC)
National Hydroelectric power corporation Ltd. (NHPC)
Nuclear Power Corporation
Damodar valley corporation (DVC)
Ahmedabad Electricity Co.
Tata Electric Company
Neyveli Lignite Corporation
Durgapur Projects Limited
Kolkata Electric Supply Co.
Gujarat Industries Power Co.

20

 Power &Development Department (J&K)

North Eastern Electric Power Corporation
Bombay sub urban Electric supply Co. (BSES)
Independent Power Producers (IPPs)

TRNSMISSION
State Electricity Boards / Power Corporations (SEBs/PCs)
West Bengal Power Development Corporation Ltd.
Temigjat vidyut Nigam Ltd.

National Thermal Power Corporation (NTPC)

Rashtriya Ispat Nigam Ltd.
Indian Organic & Chemicals Ltd.
National Fertilizer Ltd.
INDUSTRY
National Aluminum Co. (NALCO)
Hindustan Aluminum Co. (HINDALCO)
21

 Steel Authority of India Ltd. (SAIL)

BALCO
Tata Iron & steel Co. (TISCO)
Hindustan Copper Ltd. (HCL)
Hindustan Zinc Ltd.
JP Rewa cement
L&T Cement
Raymond Cement
Rajshree Cement
Cement Corporation of India
Hindustan Fertilizers &Chemical Ltd.
Indian Farmer & Fertilizers Cooperative (IFFCO)
Hindustan paper Corporation
JK paper mill
Grasim Industries
Hindustan sugar
Mysore Sugar
Indian Oil Corporation (IOC)
IPCL
22

 HPCL
Reliance Industries
Oil and Natural Gas Corporation (ONGC)
Gas authority of India Ltd. (GAIL)
Defense Ministry

TRANSPORTATION
Indian railways
Port Trusts
Steel Plants
Cement Plants

INTRODUCTION

23

BHARAT HEAVY ELECTRICALS LIMITED IP

JAGDISHPUR

INTRODUCTION
BHEL JAGDISPUR UNIT AN INSIDE VIEW
24

BHEL 11th manufacturing unit located at Jagdishpur U.P in Sultanpur district is North
Indias first integrated insulator plant. It is located on the Lucknow Sultanpur national
highway 78 k.m. From Lucknow.
The land (150 acres for factory and 50 acres for township) for the establishment
of Jagdishpur unit was purchased in November 1981 and the foundation stone of this
plant was laid down by MR.RAJIV GANDHI on 10th February,1982 and was
inaugurated by prime minister of India SMT.INDIRA GANDHI on 3rd March,1984 .
BHELs previous experience in ceramic field blended with that of NKG, Japan
worlds Leader in insulator technology set the pace for commissioning of this plant. This
unit has been provided with the most modern and sophisticated facilities, and was
commissioned in record time of 18 months.
The plant is geared to produce 19 thousand tons of disc insulator annually and one
thousand tons of Ly. Of insulators. Over the year lot of technological innovation have
taken place in the plant, which has streamlining of manufacturing processes and has taken
it in to the level of best industry.
New type of disc insulator has also been introduced periodically and today it
manufactures disc insulators up to 160-KN strength ranging from normal to anti-fog type.
Since 1994 low-tension types of insulators are also been introduced in the product range
in addition to supplies to domestic market quantity have also been exported to countries
like UK and South Africa.

The Plant has till date executed many prestigious export contrac5t and has supplied these
insulators to Turkey, Malaysia, Tobago, Ghana and Nigeria etc.

25

In present era of liberalization the company has not only gone for diversification
but also has taken concrete measures or organizational and product improvement
adopting the TQM (Total Quality Management) approach.
In present world an attempt has been made to system erotically analyze the export
market requirements of insulators and identify the product forming bulk
Exports. The world market scenario of insulators imports has been presented with a view
to provide strategic global market information for insulators exports.
BHELs Jagdishpur insulator plant has developed into one of the Indias biggest
disc insulator manufacturing centers with the most stream lined layout and modern
technology it has provisions to cope up with latest technological advances in the ceramic
need.

26

PRODUCTS OF BHEL,IP
JAGDISHPUR

PRODUCTS
27

This unit of BHEL was setup for the production of insulators, but at
present, it is also manufacturing one more product i.e. Ceramic Liner
(ceralin). Thus, there are two products
1.

Insulator (main Product)

2. Ceralin

PRODUCTS

INSULATOR

CERALIN

28

INSULATOR

INSULAOR AND ELECTICITY PYLON

29

INTRODUCTION OF INSULATORS
The insulators for overhead lines provide insulation to power conductors
from ground. The insulators are connected to cross arms conductors pass through the
clamp of the insulators. The insulators are mainly made up of either glazed porcelain or
toughened glass. The materials used for porcelain are silica-20% feldspar 30% and clay
50%. The porcelain should be ivory white, sound and free from defects. It should be
vitrified because the presence of air lowers the dielectric strength of the porcelain. It is
therefore desirable that porcelain to be used for insulator should be air free and
impervious to the entrance of liquid and gases. The dielectric strength of porcelain
should be 15 to 17 KV for every 1/10th inch thickness. Normally it is difficult to
manufacture homogenous porcelain, therefore for an operating voltage two or more
piece construction is adopted in which each piece is glazed separately and then they are
cemented together. Porcelain is mechanically strong, less by temperature and has
minimum leakage problem.
Toughened glass is also sometimes used for insulators because it has higher
dielectric strength (53 for 1/10th inch thickness), which makes it possible to make use of
single piece construction The unit was established for manufacturing the Disk
Insulators of different ratings (45 KN to 160 KN) for high voltage transmission line (up
to 400 KV). The production volume has been continuously stepped up to 6190 CMT
whereas installed capacity is of 6050 CMT.

30

The unit is Indias manufacture of High-Tension Porcelain Disk Insulator and

Distribution Line insulator like Hobbin/ Shackle, pin guy/ stay/ strain, cap and pin type
insulators.
This unit is equipped with highly sophisticated plant and machinery. The unit
also offers wear resistant high- Alumna Ceramic lining material for power steel,
Cement and mining industries, as well as a wide range of industrial Ceramics.

TYPE OF INSULATORS
There are there types of insulators for overhead lines. They are: (1) Pin tube
(2) Suspension type
(3) Strain type

PIN TYPE
The pin type insulators are normally used up to 33 KV. In any case it is not
desirable to use them beyond 50 KV as the cost of the insulators become very high.

SUSPENSION TYPE
Suspension insulators in addition to being economical as compared to pin type for
voltages more than 33 KV have the following further advantage: -

31

(1) Each insulator is designed for 11 KV and hence for any operating voltage a string
of insulators can be used.
(2) In case of failure of one of the units in the string, only that particular unit needs
replacements.
(3) Adding suitable number of discs can increase the operating voltage of existing
transmission.

STARIN TYPE
Strain insulators are placed in horizontal plane than the vertical plane as in case of
suspension. These are used to take the tension of conductors at the line terminals, angle
towers, road crossings and the junction of the overhead lines with cables. For low
voltages of the order of 11 KV, the shackle insulators are used.

32

CERALIN

Ceralin is a brand name of Ceramic Lining. Ceralin the ceramic wear resistant
material is designed and developed to resist wear for optimum performance of such
industries in most arduous conditions.

33

Ceralin is special Aluminum Oxide Ceramic developed specifically as resistant material

with most modern facilities to product undue abrasion and erosion of material handling
equipments to avoid wasteful downtime of industry.
Ceralin has hoster resistant characteristics compared to conventional materials like alloy
steel, Bassett. Rubber and polymers due to its extreme hardness coupled with a strong
tough matrix that holds the Alumna wide crystals in place.
Ceralin is the best economical choice to protect the undue wear of abrasive
handing equipments of industry and application of Ceralin results in better operation and
maintenance.

PRODUCT OF CERALIN
Ceralin is manufactured in the form of tiles, which can be assembled as lining on to
surface to be protested against wear. Depending on geometry and functional
requirements, these are made in various shapes, listed below:

Curved plain tiles

Curved weld on tiles
Flat plain Tiles
Flat weld on tiles
Other shapes based on Application.

34

AREAS OF APPLICATION
Ceralin has a very wide range of applications in all industries handing with abrasive
and erosive materials due to its superior wear resistant characteristics coupled with
chemically inert and high temperatures characteristics as explained above. The few
applications are as below:

POWER SECTOR
Pulverized fuel bends, classifier cones of bowl mills, mill discharge valve, multiple
port outlet, fuel inlet elbows, mill outlet, ore hopper, coke oven plant (chutes, coke
bunkers).

COAL SECTOR
Feed chutes, centrifuge bowl, screw conveyor, lauders, slurry pipes, Hoppers.

STEEL SECTOR

35

Sinter plants (cyclone chutes, Hoppers), Blast furnace (venture scrubber from ore
discharge chute, ore hopper), coke oven plant (chute, coke bunkers).

CEMENT SECTOR

Feed chutes, dust collectors, cyclones air separators.

REFINERIES
Pump boxes, chutes, centrifuge bowls, ceramic nozzles.

QUALITY CHECKS
A series of quality and process checks, ensure a high degree of quality of ceralin.
Periodic checks both and sample basis are made to maintain the process parameters
within limits and to eliminate directs.

MAN POWER OF BHEL- IP JAGDISHPUR

Total manpower of unit isExecutive:

55

Worker & supervisors:

479

Total manpower is:

524

AWARDS

36

BHEL, Jagdishpur unit has also won the award of safety for many years. The award
known by the name of average frequency rate have been won for the year, 1986-87,1990,
1992, 1994.

The jagdishpur unit has got certification of ISO: 9001 on December 1993 which which
certifies this unit for Design and manufacturing of porcelain insulators, Abrasion
resistant ceramic lines, and steel casing lined with ceramic liners.
This plant has also achieved ISO: 14001 and OHSAS 18001 certification.
BHEL sets up new Centralized Stamping Unit at Jagdishpur; Sh. Rahul Gandhi, MP,
dedicates the new plant to the Nation.
BHEL has been committed to the nations power development programmed and has
reaffirmed its commitment to the Indian Power Sector by equipping itself for the future,
by way of technology, facilities and trained manpower to meet the countrys power
forecast for the 11th Plan and beyond. For this, it has already enhanced its manufacturing
capacity to 10,000 MW per annum and is further augmenting it to 15,000 MW per annum
which is proceeding apace and plans are afoot to hike it further to 20,000 MW by 201112.

Seeking collaboration in human resource development

BHEL's Human Resource Development Institute (HRDI) has skills in the areas of
Management training, Research, Consultancy, Organizational Development and

37

Manpower Planning. Over the years, the institute has acquired proficiency in imparting
training to professionals in the field of Strategic management, Contract management,
Marketing management, Project management, Human Resource management, Activity
based costing, Performance management, Emotional Intelligence, Values Laboratory,
Human-process Laboratory, Leadership Development, Team Building, Trainer
Development, and other functional and behavioral areas of management.
The institute has acquired core competency in consultancy services specifically in the
field of Contract management, Performance management, Human Resource management
and Organization Development, and being an experimentation ground for innovations in
Human Resource management, has set a number of benchmarks. Further, in order to
enable the Human Resource Development strategies and interventions to extend more
support to enhance the self-renewal capability of individuals and to optimize the use of
emerging information techniques in management, initiatives have been taken to constitute
three areas of excellence viz.

Business development
Organization development
Technology development
BHEL's Human Resource Development Institute, with its standing of a respectable
center of learning, seeks collaboration in the above activities with other Management
Institutes and in-house
Human Resource Development institutes of national and international repute with a
prime objective of mutually sharing the resources and expertise for competency building

38

in various areas by jointly conducting training programmers, seminars, workshops,

conferences, consultancy, action research, case-study development and academic
activities to achieve greater heights.
The main focus of such collaborative ventures would be to bridge the gaps and overcome
the barriers, which are likely to emerge in the turbulent future.
BHEL's Human Resource Development Institute is extending its invitation and intends to
collaborate with leading Management Institutes and in-house Human Resource
Development Institutes in India and abroad to identify and work together on new
frontiers of Human Resource Development.

39

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

SWOT ANALYSIS
40

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.

41

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.
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.
42

 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.
Government Intention to Create New PSOs for Production of
Power Project.

Increasing Labour Cost (Market Price).

Increasing Political Interference in Internal matters of

Company.

43

44

Organizational
Chart

45

46

PART 2

47

JOB SATISFACTION
AN OVERVIEW

JOB SATISFACTION

48

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

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

49

Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction.
By Andrew J DuBrins,
The practice of supervision, New Delhi
Job satisfaction is one part of life satisfaction. The environment influences the job.
Similarly, since a job is important part of life, job satisfaction influences ones general
life satisfaction. Manager may need to monitor not only the job and immediate work
environment but also their employees attitudes towards other part of life.

JOB

POLITICS

FAMILY

LIFE

LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

50

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 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

51

Wages do play a significant role in determining of satisfaction. Pay is instrumental in

fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can
serve as symbol of achievement and a source of recognition. Employees often see pay as
a reflection of organization. Fringe benefits have not been found to have strong influence
on job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after day. The two most
important aspect of the work itself that 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.

52

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
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:

53

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.

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:

54

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 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:
55

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

56

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.

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.

6. 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

57

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.
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:

58

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

1. A happy worker is a productive worker,

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

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

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

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.

59

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.
3. 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.

Perceived equity
of rewards

Extrinsic
reward

Performanc
e

Satisfaction
Intrinsic
reward

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:

60

Absenteeism refers to the frequency of absence of job holder from the

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

TURNOVER

ABSENCES

JOB
SATISFACTION

LOW
LOW

HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:

61

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.

62

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.

63

 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.

64

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?

65

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.

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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,

67

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"

SATISFIED EMPLOYEE

68

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

69

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

70

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?

71

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.

72

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

techniques.

73

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

74

MODEL OF JOB SATISFACTION

75

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

76

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, and neuroticism. This model states
that higher levels of self-esteem (the value one places on his/her self) and general selfefficacy (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

77

job, or the work carried out. Hygiene factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working conditions
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hack man & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological artifact.
Furthermore, the theory does not consider individual differences, conversely predicting
all employees will react in an identical manner to changes in motivating/hygiene factors.]
Finally, the model has been criticized in that it does not specify how motivating/hygiene
factors are to be measured.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.

Hygiene factors are :

78

 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 when he does not get it. Needs
may be need for personal achievement, social achievement & for influence.

a) Need for personal achievement :

79

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
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.

80

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.

81

OBJECTIVE OF THE
STUDY

OBJECTIVES

82

The objective of the study is to find out the satisfaction level of employee in BHEL,
JAGDISHPUR.

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.,)

83

RESEARCH METHODOLOGY

84

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

85

design includes an outline of what the researcher will do from writing the hypothesis and its
operational implication to the final analysis of data.

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.

86

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 BHEL official site, some other sites are also searched to find data.

87

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.

88

Sample Size :Questionnaire is filled by 100 employees of BHEL IP JAGDISHPUR.

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.

89

DATA ANALYSIS
&
INTERPRETATION

90

Table No: 1
Working hours are convenient for me
Strongly agree
Agree
Neither agree nor disagree

PERCENT
34
32
18

Disagree
Strongly disagree
TOTAL

13
3
100

CHART 1

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%
91

disagree with the working hours and 3% are strongly against working
hours.

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

Strongly agree

PERCENT
30
92

Agree
Neither agree nor disagree
Disagree
Strongly disagree

39
18
8
5
100

Chart 2

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

strongly agree
Agree
Neither agree nor disagree
Disagree

PERCENT
7
9
25
37
93

Strongly disagree

22
100

Chart 3

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
28
31
24
11
6
100

94

CHART 4

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
30
41
16
6
7
100

95

CHART 5

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
18
30
15
19
18
100

CHART 6
96

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
26
43
26
2
3
100

CHART 7

97

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
21
47
16
9
7
100

CHART 8

98

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
26
41
19
9
5
100

CHART 9

99

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
26
20
30
15
9
100

CHART 10

100

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

101

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

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
4
9
24
32
31
100

CHART 12

102

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

103

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
104

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
27
43
13
9
8
100

Chart 14

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

105

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

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.
106

TABLE NO 16
I feel my boss motivate me to achieve the organizational goals

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
11
33
25
22
9
100

CHART 16

107

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
108

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

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%

109

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

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

110

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
28
35
20
12
5
100

Chart 19

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.

111

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

112

know that most of the employees were satisfied with the welfare measures provided by
BHEL. The employees of BHEL get more benefits compare to other companies.

The respondents are satisfied with the environment and nature of work
factors .

The respondents relationship with the superiors and colleagues are quite
good .

The Respondents are not provided with proper welfare facilities.

The communication and motivation of employees by their superiors in

this organization is reasonable.

The Pay and promotion activities in this organization is also good .

The Respondents are overall satisfied with their job

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

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SUGGESTION AND RECAMANDATION

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.

114

Because if employee is not satisfied than the he is not able to give his 100% to his work
and the productivity of employee decrease. So management should try to satisfied his
employees because employees are the assets of the company not a liabilities.

LIMITATIONS OF THE STUDY

Limitation are as follows Data collected is based on questionnaire.
The number of employees in BHEL,IP JAGDISHPUR is more, so sample size is
limited by 100.
The information collected by the observation method is very limited.

115

 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
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.

116

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

edition.

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

Publication, second edition.

Web-Site:www.bhel.com
www.google.com

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ANNEXURE

Questionnaire
A study on Job Satisfaction of Employees in BHEL, IP JAGDISHPUR
1. Name:

2. Age:

118

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
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

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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
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

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