JOB SATISFACTION.doc

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PREFACEThe project work entitled “ A STUDY ON JOB SATISFACTION OF

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

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

a!reement between one"s epectation of the job and the rewards that the job provides. Job

Satisfaction is a part of life satisfaction. The nature of one"s environment of job is an

important part of life as Job Satisfaction influences one"s !eneral 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 wa!es. Supervisors of employment# conditions of work# social relation on

the job# prompt settlement of !rievances and fair treatment by employer.

$owever# more comprehensive approach re%uires that many factors are to be included

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

employee"s a!e# health temperature# desire and level of aspiration should be considered.

&urther his family relationship# Social status# recreational outlets# activity in theor!ani'ations etc.

(ontribute ultimately to job satisfaction.

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(56T76T

S.6o. Topic

(hapter 4 (ompany 2rofile

(hapter 8 Introduction of Job Satisfaction

(hapter 9 5bjectives

(hapter : /esearch )ethodolo!y

(hapter ; 5bservation < &indin!s

(hapter = Su!!estions

(hapter > ,iblio!raphy

(hapter ? nneure



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Introduction of Job Satisfaction



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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 eample# be associated witha personal feelin! of achievement.

Job satisfaction is an individual"s emotional reaction to the job itself.

It is his attitude towards his job.

0efinitions@

“Job satisfaction does not seem to reduce absence# turnover and perhaps accident rates”.

-/obert A. *ahn

“Job satisfaction is a !eneral attitude towards one"s job@ the difference between the

amount of reward workers receive and the amount they believe they should receive.”

-2. /obbins

Job satisfaction defines as “The amount of over all positive affect or feelin!1 that

individuals have toward their jobs.”

-$u!h J. rnold and 0aniel (. &eldman

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“Job satisfaction is the amount of pleasure or contentment associated with a job. If you

like your job intensely# you will eperience hi!h job satisfaction. If you dislike your job

intensely# you will eperience job dissatisfaction.”

,y ndrew J 0u,rins#

The practice of supervision# 6ew 0elhi

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 one"s !eneral

life satisfaction. )ana!er may need to monitor not only the job and immediate work

environment but also their employees attitudes towards other part of life.

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$uman life has become very comple and completed in now-a-days. In modern society

the needs and re%uirements of the people are ever increasin! and ever chan!in!. Chen

the people are ever increasin! and ever chan!in!# when the peoples needs are not fulfilled

they become dissatisfied. 0issatisfied people are likely to contribute very little for any

purpose. Job satisfaction of industrial workers us very important for the industry to

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function successfully. part from mana!erial and technical aspects# employers can be

considered as backbone of any industrial development. To utili'e their contribution they

should be provided with !ood workin! conditions to boost their job satisfaction. ny

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 re%uire a social skill of understandin! human problems

and dealin! with them scientific investi!ation serves the purpose to solve the human

problems in the industry.

a1 2ay.

b1 The work itself.

c1 2romotion

d1 The work !roup.

e1 Corkin! condition.

f1 Supervision.

2B

Ca!es do play a si!nificant role in determinin! of satisfaction. 2ay is instrumental in

fulfillin! so many needs. )oney facilities the obtainin! of food# shelter# and clothin! and

provides the means to enjoy valued leisure interest outside of work. )ore over# pay canserve as symbol of achievement and a source of reco!nition. 7mployees often see pay as

a reflection of or!ani'ation. &rin!e benefits have not been found to have stron! influence

on job satisfaction as direct wa!es.

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lon! with pay# the content of the work itself plays a very major role in determinin! how

satisfied employees are with their jobs. ,y and lar!e# workers want jobs that are

challen!in!D they do want to be doin! 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 !eneral# job with a moderate amount of variety

produce the most job satisfaction. Jobs with too little variety cause workers to feel bored

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and fati!ue. Jobs with too much variety and stimulation cause workers to feel

psycholo!ically stressed and Fburnout".

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2romotional opportunities have a moderate impact on job satisfaction. promotion to a

hi!her level in an or!ani'ation typically involves positive chan!es I supervision# job

content and pay. Jobs that are at the hi!her level of an or!ani'ation usually provide

workers with more freedom# more challen!in! work assi!nments and hi!h salary.

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Two dimensions of supervisor style@

4. 7mployee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.

8. The other dimension of supervisory style influence participation in decision makin!#

employee who participates in decision that affect their job# display a much hi!her level of

satisfaction with supervisor an the overall work situation.

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$avin! friendly and co-operative co-workers is a modest source of job satisfaction to

individual employees. The workin! !roups also serve as a social support system of

employees. 2eople often used their co-workers as soundin! board for their problem of as

a source of comfort.

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The employees desire !ood workin! condition because they lead to !reater physical

comfort. The workin! conditions are important to employees because they can influence

life outside of work. If people are re%uire to work lon! hours and H or overtime# they will

have very little felt for their families# friends and recreation outside work.

0eterminants of job satisfaction@

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Chile analy'in! the various determinants of job satisfaction# we have to keep in mind

that@ all individuals do no derive the same de!ree of satisfaction thou!h 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 amon! individual variables#

nature of job# and situational variables determine the de!ree of job satisfaction. Aet us see

what these factors are.

Individual factors@

Individuals have certain epectations from their jobs. If their epectations are met from

the jobs# they feel satisfied. These epectations are based on an individual"s level of

education# a!e and other factors.

Aevel of education@

Aevel of education of an individual is a factor which determines the de!ree of job

satisfaction. &or eample# several studies have found ne!ative correlation between the

level of education# particularly hi!her level of education# and job satisfaction. The

possible reason for this phenomenon may be that hi!hly educated persons have very hi!h

epectations from their jobs which remain unsatisfied. In their case# 2eter"s principle

which su!!ests that every individual tries to reach his level of incompetence# applies

more %uickly.

!e@

Individuals eperience different de!ree of job satisfaction at different sta!es of their life.

Job satisfaction is hi!h at the initial sta!e# !ets !radually reduced# starts risin! upto

certain sta!e# and finally dips to a low de!ree. The possible reasons for this phenomenon

are like this. Chen individuals join an or!ani'ation# they may have some unrealistic

assumptions about what they are !oin! to drive from their work. These assumptions make

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them more satisfied. $owever# when these assumptions fall short of reality# job

satisfaction !oes down. It starts risin! a!ain as the people start to assess the jobs in ri!ht

perspective and correct their assumptions. t the last# particularly at the fa! end of the

career# job satisfaction !oes down because of fear of retirement and future outcome.

5ther factors@

,esides 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. 2ersonal problems associated with him may affect his

level of job satisfaction.

6ature of job@

6ature of job determines job satisfaction which is in the form of occupation level and job

content.

5ccupation level@

$i!her level jobs provide more satisfaction as compared to lower levels. This happens

because hi!h level jobs carry presti!e and status in the society which itself becomes

source of satisfaction for the job holders.

&or eample# 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 re%uirement of

skills for performin! it# and the de!ree of responsibility and !rowth it offers. hi!her

content of these factors provides hi!her satisfaction. &or eample# a routine and repetitive

lesser satisfactionD the de!ree of satisfaction pro!ressively increases in job rotation# job

enlar!ement# and job enrichment.

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Situational variables@

Situational variables related to job satisfaction lie in or!ani'ational contet formal and

informal. &ormal or!ani'ation emer!es out of the interaction of individuals in the

or!ani'ation. Some of the important factors which affect job important factors which

affect job satisfaction are !iven below@

4. Corkin! conditions@

Corkin! conditions# particularly physical work environment# like conditions of

workplace and associated facilities for performin! the job determine job satisfaction.

These work in two ways. &irst# these provide means job performance. Second# provision

of these conditions affects the individual"s perception about the or!ani'ation. If these

factors are favourable# individuals eperience hi!her level of job satisfaction.

8. Supervision@

The type of supervision affects job satisfaction as in each type of supervisionD the de!ree

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

. 9. 7%uitable rewards@

The type of linka!e that is provided between job performance and rewards determines the

de!ree of job satisfaction. If the reward is perceived to be based on the job performance

and e%uitable# it offers hi!her satisfaction. If the reward is perceived to be based on

considerations other than the job performance# it affects job satisfaction adversely.

:. 5pportunity@

It is true that individuals seek satisfaction in their jobs in the contet 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 lackin!# it reduces

satisfaction.



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4. Cork !roup@ Individuals work in !roup either created formally of they develop on

their own to seek emotional satisfaction at the workplace. To the etent such

!roups are cohesiveD the de!ree of satisfaction is hi!h. If the !roup is not

cohesive# job satisfaction is low. In a cohesive !roup# people derive satisfaction

out of their interpersonal interaction and workplace becomes satisfyin! leadin! to

job satisfaction.

7ffect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the contet of an

individual"s physical and mental health# productivity# absenteeism# and turnover.

2hysical and )ental $ealth@

The de!ree of job satisfaction affects an individual"s physical and

mental health. Since job satisfaction is a type of mental feelin!# its favourableness or

unfavourablesness affects the individual psycholo!ically which ultimately affects his

physical health.

&or eample# Aawler has pointed out that dru! abuse# alcoholism and mental and physical

health result from psycholo!ically harmful jobs. &urther# since a job is an important part

of life# job satisfaction influences !eneral life satisfaction. The result is that there is

spillover effect which occurs in both directions between job and life satisfaction.

2roductivity@There are two views about the relationship between job satisfaction and

productivity

4. happy worker is a productive worker#

8. happy worker is not necessarily a productive worker.



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The first view establishes a direct cause-effect relationship between job satisfaction and

productivityD when job satisfaction increases# productivity increasesD when satisfaction

decreases# productivity decreases. The basic lo!ic behind this is that a happy worker will

put more efforts for job performance. $owever# this may not be true in all cases.

&or eample# a worker havin! low epectations from his jobs may feel satisfied but he

may not put his efforts more vi!orously because of his low epectations from the job.

Therefore# this view does not eplain fully the comple relationship between job

satisfaction and productivity.

The another view@ That is a satisfied worker is not necessarily a productive worker

eplains the relationship between job satisfaction and productivity. +arious research

studies also support this view.

This relationship may be eplained in terms of the operation of two factors@ effect of job

performance on satisfaction and or!ani'ational epectations from individuals for job

performance. 4. Job performance leads to job satisfaction and not the other way round.

The basic factor for this phenomenon is the rewards a source of satisfaction1 attached

with performance. There are two types of rewardsintrinsic and etrinsic. The intrinsic

reward stems from the job itself which may be in the form of !rowth potential#

challen!in! job# etc. The satisfaction on such a type of reward may help to increase

productivity. The etrinsic reward is subject to control by mana!ement such as salary#

bonus# etc. ny increase in these factors does not hep to increase productivity thou!h

these factors increase job satisfaction.

4. happy worker does not necessarily contribute to hi!her productivity because

he has to operate under certain technolo!ical constraints and# therefore# he cannot

!o beyond certain output. &urther# this constraint affects the mana!ement"s

epectations from the individual in the form of lower output. Thus# the work

situation is pe!!ed to minimally acceptable level of performance. $owever# it

does not mean that the job satisfaction has no impact o productivity. satisfied



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worker may not necessarily lead to increased productivity but a dissatisfied

worker leads to lower productivity.

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bsenteeism@

bsenteeism refers to the fre%uency of absence of job holder from the

workplace either unecused absence due to some avoidable reasons or lon! 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 Flack

of will to work" and alienate a worker form work as for as possible. Thus# job satisfaction

is related to absenteeism.


2erformanc

7trinsicreward

Intrinsicreward

Satisfaction

2erceived e%uityof rewards


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7mployee turnover@

Turnover of employees is the rate at which employees leave the or!ani'ation within a

!iven period of time. Chen an individual feels dissatisfaction in the or!ani'ation# he tries

to overcome this throu!h the various ways of defense mechanism. If he is not able to do

so# he opts to leave the or!ani'ation. Thus# in !eneral case# employee turnover is relatedto job satisfaction. $owever# job satisfaction is not the only cause of employee turnover#

the other cause bein! better opportunity elsewhere.

&or eample# in the present contet# the rate of turnover of computer software

professionals is very hi!h in India. $owever# these professionals leave their or!ani'ations

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not simply because they are not satisfied but because of the opportunities offered from

other sources particularly from forei!n companies located abroad.

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Job satisfaction is a comple concept and difficult to measure objectively. The level of

job satisfaction is affected by a wide ran!e of variables relatin! to individual# social#

cultural# or!ani'ational factors as stated below@-

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Individual@- 2ersonality# education# intelli!ence and abilities# a!e# marital status#

orientation to work.

Social factors@-/elationship with co-workers# !roup workin! and norms#

opportunities for interaction# informal relations etc.

5r!ani'ational factors@- 6ature and si'e# formal structure# personnel policies

and procedures# industrial relation# nature of work# technolo!y and work

or!ani'ation# supervision and styles of leadership# mana!ement systems# workin!

conditions.

7nvironmental factors@-7conomic# social# technical and !overnmental

influences.

(ultural factors@-ttitudes# beliefs and values.

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These factors affect job satisfaction of certain individuals in a !iven 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 de!ree of job satisfaction may

differ from person to person.

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The importance to the study of job satisfaction level is very important for eecutives. Job

satisfaction study importance can be understood by the answer of the followin! %uestion

41 Is there room for improvementL

81 Cho is relatively more dissatisfiedL

91 Chat contributes to the employee satisfactionL

:1 Chat are the effects of ne!ative employee attitudesL

,enefits of job satisfaction study

Job satisfaction surveys can produce positive# neutral or ne!ative results. If

planned properly and administered# they will usually produce a number of important

benefits# such as-

4. It !ives mana!ement an indication of !eneral levels of satisfaction in a company.

Surveys also indicate specific areas of satisfaction or dissatisfaction as compared

to employee services and particular !roup of employee.

8. It leads to valuable communication brou!ht by a job satisfaction survey.

(ommunication flow in all direction as people plan the survey# take it and discuss

the result. 3pward communication is especially fruitful when employee are

encoura!ed to comment about what is on their minds instead of merely answerin!

%uestions about topics important to mana!ement.

9. as a survey is safety value# an emotional release. chance to thin!s !ets off. The

survey is an intan!ible epression of mana!ement"s interest in employee welfare#

which !ives employees a reason to feel better towards mana!ement.

:. Job satisfaction surveys are a useful way to determine certain trainin! needs.

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;. Job satisfaction surveys are useful for identifyin! problem that may arise#

comparin! the response to several alternatives and encoura!in! mana!er to

modify their ori!inal plans. &ollow up surveys allows mana!ement to evaluate the

actual response to a chan!e and study its success or failure.

Importance to Corker and 5r!ani'ation

&re%uently# work underlies self-esteem and identity while unemployment lowers self-worth and

produces aniety. t the same time# monotonous jobs can erode a workerMs initiative and

enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and

occupational success are major factors in personal satisfaction# self-respect# self-esteem# and self-development. To the worker# job satisfaction brin!s a pleasurable emotional state that often leads

to a positive work attitude. satisfied worker is more likely to be creative# fleible# innovative#

and loyal.

&or the or!ani'ation# job satisfaction of its workers means a work force that is motivated and

committed to hi!h %uality performance. Increased productivity the %uantity and %uality of output

per hour worked seems to be a byproduct of improved %uality of workin! life. It is important to

note that the literature on the relationship between job satisfaction and productivity is neither

conclusive nor consistent.. 3nhappy employees# who are motivated by fear of job loss# will not

!ive 4 percent of their effort for very lon!. Thou!h fear is a powerful motivator# it is also a

temporary one# and as soon as the threat is lifted performance will decline.

Tan!ible ways in which job satisfaction benefits the or!ani'ation include reduction in complaints

and !rievances# absenteeism# turnover# and terminationD 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 !ood indicator of lon!evity. nd althou!h only little correlation has been found between job

satisfaction and productivity# ,rown 4??E1 notes that some employers have found that satisfyin!

or deli!htin! employees is a prere%uisite to satisfyin! or deli!htin! customers# thus protectin!

the Nbottom line.N

)ukesh *umar +ishwakarma ), $/01 .2.S.3niversity /ewa ).2.1 4>

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6o wonder ndrew (arne!ie is %uoted as sayin!@ NTake away my people# but leave my

factories# and soon !rass will !row on the factory floors. Take away my factories# but leave my

people# and soon we will have a new and better factoryN

SATISFIED EMPLOYEE

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(reatin! Job Satisfaction

So# how is job satisfaction createdL Chat are the elements of a job that create job satisfactionL

5r!ani'ations can help to create job satisfaction by puttin! systems in place that will ensure that

workers are challen!ed and then rewarded for bein! successful. 5r!ani'ations that aspire to

creatin! a work environment that enhances job satisfaction need to incorporate the followin!@

• &leible work arran!ements# possibly includin! telecommutin!

• Trainin! and other professional !rowth opportunities

• Interestin! work that offers variety and challen!e and allows the worker opportunities

to Nput his or her si!natureN on the finished product

•

5pportunities to use oneMs talents and to be creative• 5pportunities to take responsibility and direct oneMs own work

• stable# secure work environment that includes job securityHcontinuity

• n environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as con!enial team members

• &leible benefits# such as child-care and eercise facilities

• 3p-to-date technolo!y

• (ompetitive salary and opportunities for promotion

2robably the most important point to bear in mind when considerin! 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. part from the factors mentioned above#

job satisfaction is also influenced by the employeeMs personal characteristics# the mana!erMs

personal characteristics and mana!ement style# and the nature of the work itself. )ana!ers who

want to maintain a hi!h level of job satisfaction in the work force must try to understand the

needs of each member of the work force.

&or eample# when creatin! work teams# mana!ers can enhance worker satisfaction by placin!

people with similar back!rounds# eperiences# or needs in the same work!roup. lso# mana!ers

can enhance job satisfaction by carefully matchin! workers with the type of work.


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&or eample# a person who does not pay attention to detail would hardly make a !ood inspector#

and a shy worker is unlikely to be a !ood salesperson. s much as possible# mana!ers should

match job tasks to employeesM personalities.

)ana!ers who are serious about the job satisfaction of workers can also take other deliberate

steps to create a stimulatin! work environment. 5ne such step is job enrichment. Job enrichment

is a deliberate up!radin! of responsibility# scope# and challen!e in the work itself. Job

enrichment usually includes increased responsibility# reco!nition# and opportunities for !rowth#

learnin!# and achievement. Aar!e companies that have used job-enrichment pro!rams to increase

employee motivation and job satisfaction.

Good mana!ement has the potential for creatin! hi!h morale# hi!h productivity# and a sense of

purpose and meanin! for the or!ani'ation and its employees. 7mpirical findin!s show that job

characteristics such as pay# promotional opportunity# task clarity and si!nificance# and skills

utili'ation# as well as or!ani'ational characteristics such as commitment and relationship with

supervisors and co-workers# have si!nificant effects on job satisfaction. These job characteristics

can be carefully mana!ed to enhance job satisfaction.

5f course# a worker who takes some responsibility for his or her job satisfaction will probably

find many more satisfyin! elements in the work environment. 7verett 4??;1 su!!ests that

employees ask themselves the followin! %uestions@

• Chen have I come closest to epressin! my full potential in a work situationL

• Chat did it look likeL

• Chat aspects of the workplace were most supportiveL

• Chat aspects of the work itself were most satisfyin!L

• Chat did I learn from that eperience that could be applied to the present situationL


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CorkersM /oles in Job Satisfaction

4. 0evelop ecellent communication skills. 7mployers value and reward ecellent

readin!# listenin!# writin!# and speakin! skills.

8. *now more. c%uire new job-related knowled!e that helps you to perform tasks more

efficiently and effectively. This will relieve boredom and often !ets one noticed.

9. 0emonstrate creativity and initiative. Oualities like these are valued by most

or!ani'ations and often result in reco!nition as well as in increased responsibilities

and rewards.

:. 0evelop teamwork and people skills. lar!e part of job success is the ability to work

well with others to !et the job done.

;. ccept the diversity in people. ccept people with their differences and their

imperfections and learn how to !ive and receive criticism constructively.

E. See the value in your work. ppreciatin! the si!nificance of what one does can lead

to satisfaction with the work itself. This helps to !ive meanin! to oneMs eistence# thus

playin! a vital role in job satisfaction.

=. Aearn to de-stress. 2lan to avoid burnout by developin! healthy stress-mana!ement

techni%ues.


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ssurin! Job Satisfaction

ssurin! job satisfaction# over the lon!term# re%uires careful plannin! and effort both by

mana!ement and by workers. )ana!ers are encoura!ed to consider such theories as

$er'ber!Ms4?;=1 and )aslowMs 4?:91 (reatin! a !ood blend of factors that contribute to a

stimulatin!# challen!in!# supportive# and rewardin! work environment is vital. ,ecause 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 eperience

on their jobs. ,rief 4??>1 wrote@ NIf a personMs work is interestin!# her pay is fair# her

promotional opportunities are !ood# her supervisor is supportive# and her coworkers are friendly#then a situational approach leads one to predict she is satisfied with her jobN p. ?41. +ery simply

put# if the pleasures associated with oneMs job outwei!h the pains# there is some level of job

satisfaction


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


25/89

)507A 5& J5, STIS&(TI56



26/89

T$75/I7S 5& J5, STIS&(TI56

Affect Theory

7dwin . Aocke"s /an!e of ffect Theory 4?=E1 is ar!uably 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. &urther# the

theory states that how much one values a !iven facet of work e.!. the de!ree of

autonomy in a position1 moderates how satisfiedHdissatisfied one becomes when

epectations areHaren"t met. Chen a person values a particular facet of a job# his

satisfaction is more !reatly impacted both positively when epectations are met1 and

ne!atively when epectations are not met1# compared to one who doesn"t value that

facet. To illustrate# if 7mployee values autonomy in the workplace and 7mployee , is

indifferent about autonomy# then 7mployee would be more satisfied in a position that

offers a hi!h de!ree of autonomy and less satisfied in a position with little or no

autonomy compared to 7mployee ,. This theory also states that too much of a particular

facet will produce stron!er feelin!s of dissatisfaction the more a worker values that facet.

Dispositional Theory

nother well-known job satisfaction theory is the 0ispositional Theory P. It is a very

!eneral theory that su!!ests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction# re!ardless of one"s job. This approach

became a notable eplanation of job satisfaction in li!ht of evidence that job satisfaction

tends to be stable over time and across careers and jobs. /esearch also indicates that

identical twins have similar levels of job satisfaction.

si!nificant model that narrowed the scope of the 0ispositional Theory was the (ore

Self-evaluations )odel# proposed by Timothy . Jud!e in 4??>. Jud!e ar!ued that there



27/89

are four (ore Self-evaluations that determine one"s disposition towards job satisfaction@

self-esteem# !eneral self-efficacy# locus of control# and neuroticism. This model states

that hi!her levels of self-esteem the value one places on hisHher self1 and !eneral self-

efficacy the belief in one"s own competence1 lead to hi!her work satisfaction. $avin! an

internallocus of control believin! one has control over herQhis own life# as opposed to

outside forces havin! control1 leads to hi!her job satisfaction. &inally# lower levels of

neuroticism lead to hi!her job satisfactionRP.

Two-Factor Theory Mot!"ator-Hy#!e$e Theory)

&rederick $er'ber!"s Two factor theory also known as )otivator $y!iene Theory1

attempts to eplain satisfaction and motivation in the workplace This theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hy!iene

factors# respectively. n employee"s motivation to work is continually related to job

satisfaction of a subordinate. )otivation can be seen as an inner force that drives

individuals to attain personal and or!ani'ation !oals $oskinson# 2orter# < Crench#

p.4991. )otivatin! factors are those aspects of the job that make people want to perform#

and provide people with satisfaction# for eample achievement in work# reco!nition# promotion opportunities. These motivatin! factors are considered to be intrinsic to the

job# or the work carried out. $y!iene factors include aspects of the workin! environment

such as pay# company policies# supervisory practices# and other workin! conditions

Chile $ert'ber!Ms model has stimulated much research# researchers have been unable to

reliably empirically prove the model# with $ack man < 5ldham su!!estin! that

$ert'ber!Ms ori!inal formulation of the model may have been a methodolo!ical artifact.

&urthermore# the theory does not consider individual differences# conversely predictin!

all employees will react in an identical manner to chan!es in motivatin!Hhy!iene factors.P

&inally# the model has been critici'ed in that it does not specify how motivatin!Hhy!iene

factors are to be measured.


http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4


28/89

ccordin! to $er'ber! followin! factors acts as motivators@

chievement#

/eco!nition#

dvancement#

Cork itself#

2ossibility of !rowth# <

/esponsibility.

$y!iene factors are @

(ompany policy < administration#

Technical supervision#

Inter-personal relations with supervisors# peers < Subordinates#

Salary.

Job security#

2ersonal life#

Corkin! (onditions# <

Status.



29/89

6eed &ulfillment Theory @

3nder the need-fulfillment theory it is believed that a person is satisfied if he !ets what

he wants < the more he wants somethin! or the more important it is to him# the more

satisfied he is when he !ets it < the more dissatisfied he is when he does not !et it. 6eeds

may be need for personal achievement# social achievement < for influence.

a1 6eed for personal achievement @

0esires for personal career development# improvement in oneMs own life standards# better

education < prospects for children < desire for improvin! oneMs own work performance.

b) 6eed for social achievement :

drive for some kind of collective success is relation to some standards of ecellence. It

is indeed in terms of desires to increase overall productivity# increased national

prosperity# better life community < safety for everyone.

c) 6eed for influence :

desire to influence other people < surroundin!s environment. In the works situation# it

means to have power status < bein! important as reflected in initiative takin! and

participation in decision makin!.

In summary# this theory tell us that job satisfaction is a function of# or is positively relatedto the de!ree to which oneMs personal < social needs are fulfilled in the job situation.



30/89

Social /eferences - Group Theory @

It takes into account the point of view < opinions of the !roup to whom the individual

looks for the !uidance. Such !roups are defined as the Mreference-!roupM for the individual

in that they define the way in which he should look at the world and evaluate various

phenomena in the environment includin! himself1. It would be predicted# accordin! to

this theory that if a job meets the interest# desires and re%uirements of a personMs reference

!roup# he will like it < if it does not# he will not like it.

!ood eample of this theory has been !iven by (.A. $ulin. $e measures the effects of

community characteristics on job satisfaction of female clerical workers employed in 9

different catalo!ue order offices. $e found that with job conditions held constant job

satisfaction was less amon! persons livin! in a well-to-do nei!hborhood than amon!

those whose nei!hborhood was poor. $ulin# thus provides stron! evidence that such

frames of reference for evaluation may be provided by oneMs social !roups and !eneral

social environment.



31/89

INDUSTRIAL PROFILE

“HISTORY OF POWER SECTOR DEVELOPMENT IN INDIA ”

Power Deveo!"e#$ :

The electric power !eneration in India on a commercial basis is almost a century old#

substantial power development efforts be!an only after independence. t the launch of

the &irst &ive Bear plan in 4?;4# power !eneration was reco!ni'ed as a major input for

the country"s economic development and was accorded hi!h priority. 2ower sector

outlays have amon! the hi!hest in successive &ive Bear 2lans ever since. The two plans

focused on hydropower as component of multi-purpose projects1. Subse%uent plans

emphasi'ed on rapid installations of thermal power stations. s a result of plan efforts#

India"s installed power !eneration capacity !rew to 4E#EE: )C in 4?=:. $owever#

assessment of the planned !rowth since 4?;4 indicated that with the uneven distribution

of resources# power development with only states as spatial units would and !reater

capacity addition# led the Government 5f India to assume a leadin! role in lar!e-scale

power !eneration as a matter of policy and# throu!h an amendment of the 7lectricitySupply1 ct# 6ational Thermal 2ower (orporation Atd. 6T2(1 and 6ational

$ydroelectric 2ower (orporation Atd. 6$2(1 were set in the central sector to

supplement the efforts of the states. (onse%uently# total installed capacity of power

utilities has increased from 4#9E8 )C in 4?:= to 4#:?4>)C in )arch 88.

7lectricity !eneration# which was only about :.4 billion units in 4?:=# has risen to ;4;

billion units in 84-8. s on )arch 88# the total installed capacity of utilities stood

at 4:?4> )C. )ost of this installed capacity is under !overnment control nearly E

of the power !eneration capacity. (urrently# the central !overnment owns about 9 of

the power !eneration capacity in the country# the majority of which is in the thermal

sector. 5f the total installed thermal capacity of 8;9EE.;)C in central sector# 6T2("s

share is 8?8)C =E.E41.



32/89

(5)26B 2/5&IA7

“6T2(- n Inte!rated 2ower )ajor”

J53/67B T5C/0S 7U(7AA76(7 established in 4?=;# 6T2( Aimited# a premier

2ublic Sector 7nterprise# is India"s lar!est power utility with an installed capacity of

8=#?: )C throu!h 8E power stations includin! stations operated under Joint +enture

(ompanies. 6T2( has emer!ed as an Inte!rated 2ower )ajor with presence in $ydro

2ower# (oal minin!# 5il < Gas eploration# 2ower 0istribution < Tradin! and also plans

to enter into 6uclear 2ower 0evelopment. 6T2( plans to become a ;# )C

(ompany by 848 and =;# )C plus company by 84=. The (ompany contributed

8?.8; of the total electricity !enerated in the country durin! 8E-= with 8.=4

share of the total installed

capacity of the nation includin! capacity and !eneration of Joint +enture (ompanies.

STRATE%IC INITIATIVES &

6T2( has ac%uired ::.E e%uity stake in Transformers < 7lectrical *erala Atd. T7A*1

for manufacturin! of Transformers. s part of !lobali'ation initiatives# 6T2( plans to

construct and operate thermal power plants in overseas market. 6T2( has si!ned an )53

with 6i!eria for supply of A6G. 6T2( in turn shall set < operate ; )C coal based and

= )C !as based power plant in 6i!eria. The company has also si!ned an )53 for

settin! up of a ; )C coal based power plant in SriAanka.



33/89

PO'ER PERFORMANCE ())*-)+,&

dividend of 98. $i!hest ever !eneration of 4>>.E=: billion units.

$i!hest ever capacity utili'ation 2A&1 of >?.:9 in coal based power plants.

6et profit after ta of /s. E>.E:= million.

6ew national record;;? days of uninterrupted runnin! set by 3nit V9 of

+indhyachal

Super Thermal 2ower Station.

2aid

INTE%RATED PO'ER MAJOR&

6T2( 7lectricity Supply (ompany Atd.# 67S(A1 formed as a subsidiary

company to take up power distribution activities. 67S(A has started the process

of implementation of ccelerated /ural 7lectrification 2ro!ramme in Cest

,en!al.

6T2( +idyut +yapar 6i!am Atd. has been formed as a subsidiary company for

power tradin!. 6++6 transacted business of 8EE: )3s in 8E-=.

7ntered the coal minin! business and has been allotted > coal minin! blocks.



34/89

6T2( has !ot the approval for )inin! 2lan of 4; )T2 for its first coal minin!

project at 2akri ,arwadih. It is the lar!est ever capacity planned# in the very first

phase# in a sin!le mine in the country.

6T2( has also si!ned a )53 with (IA and S((A for formation of Joint

+entures to undertake development# 5peration < )aintenance of coal blocks and

inte!rated coal-based power plants.

)53 si!ned with ,7)A for joint business development in the field of

contractcoal minin!.

(onsortium comprisin! 6T2(# (anoro and Geopetrol has been allotted an oil

eploration block in runachal 2radesh.

)53 si!ned with )inistry of /ailway for settin! up power plant of 4 )C at

6abina!ar in ,ihar. 2roject approved by ((7.

)53 si!ned with 0, for establishment of power !eneration of about ; )C

throu!h /enewable 7ner!y Sources.

)53 si!ned with ,$7A for takin! up 72( jobs to!ether.



35/89

FOARY INTO HYDRO SECTOR&

6T2( has been !ivin! increased thrust to hydro development for a balanced

portfolio for lon! term sustainability# 4?8 )C under implementation at *oldam

> )C1# Aoharina! 2ala E )C1 and Tapovan +ishnu!ad ;8 )C1.

6T2( $ydro Atd. Incorporated as a subsidiary company to take up small hydro

projects. 2resently the projects planned for implementation are Aata Tapovan4=4

)C1# 3ttarakhand < /ammam III 48 )C1# Cest ,en!al.

)53 si!ned with runachal 2radesh for implementation of two $ydro 2rojects

7talin : )C1 and ttunli ; )C1.

A'ARDS ACCOLADES&

/anked 6o.4 in the cate!ory of Independent 2ower 2roducer under “Top sian

2erformance by Industry” in the 8= 2latts Top 8; Global 7ner!y (ompanies in

sia.

6T2( ba!!ed S(527 )eritorious ward for Good (orporate Governance for

8;-E.

Simhadri has been awarded with the presti!ious International 2roject

)ana!ement ward I2)1 for the year 8; for ecellence in 2roject

)ana!ement.

3nchahar station of 6T2( received coveted sian 2ower 2lant of the year ward#

8E for 7fficiency# 7nvironment# 5perational



36/89

(haracteristics and ,usiness )ana!ement.

6T2( ba!!ed = 6ational ward for )eritorious performance.

/anked Top wardee for )o3 ward for 7cellence in 2erformance by Govt. 5f

India.

6T2( has been ranked as per total income in the 2ower Generation#

Transmission# 0istribution Sector amon! India"s Top ; (ompanies for the year

8E by 0un < ,radstreet.

/anked amon! top 4 Great place to Cork for in the country in the ,usiness

Corld survey.

: 6T2( stations received the (II 7im ,ank 7cellence ward 8E.

2)I# 6T2( has ba!!ed the presti!ious Golden 2eacock 6ational Trainin! ward#

8E# for :th year in succession.

6T2( won the Golden 2eacock 6ational ward for (orporate Social

/esponsibility in 7mer!in! 7conomics 2ublic Sector1# 8=.

Con the S(527 )eritorious ward for ,est 2ractices in $uman /esource)ana!ement.



37/89

Per.or/a$ce 01r!$# the .!r2t 31arter o. ())*-)+

:;E4million units of electricity was !enerated compared to :4:E million units in the

first %uarter of the previous year# re!isterin! a !rowth of >.>9 .(oal based station

operated at plant load factor of >=.=E as compared to >=.8E durin! the same %uarter

in the previous year. Gross revenues earned for the %uarter was /s ==.?; million as

compared to /s EE#?; million in the first-%uarter of the previous year # re!isterin! a!rowth of 4=.>= profit after ta of the %uarter was /s 4;#;8> million as compared to /s

49#>E million in the previous year thus !rowin! by 4>.E;. with the addition of the ;

)C unit at +indhyachal in au!ust 8E# the new capacity added durin! the 4th plan has

!one up to :; )C.



38/89

INTRODUCTION TO NTPC VINDHYACHAL

6T2(H+ST2S +indhyachal Super Thermal 2ower Station is the lar!est power plant

of the India. It installed in three sta!es. Sta!e-I have si units. 7ach unit has capacity of

84)C. Sta!e-II;#

0istt. Sin!rauli# )adhya 2radesh

A55ro"e0 ca5ac!ty& 98E )C Sta!e-I 8EUE)C# Sta!e-II

;U8)C# Sta!e-III ;U8)C1

Coa6 2o1rce@ 6i!ahi# )ines# 0udhichua

'ater 2o1rce& 0ischar!e (anal 5f Sin!rauli

+ST2S Super Thermal 2ower Station

Be$e.!c!ary State2& )adhyapradesh# (hattis!arh# )aharashtra# Gujrat#

Goa# 0aman < 0iu and 0adar 6a!ar $aveli



39/89

A55ro"e0 !$"e2t/e$t& Sta!e-I < II /s :;9.:8 crores#

sta!e-III /s :84.; crores

3nit I @ 84)C 5ctober 4?>=

3nit I @ ;)C July 4?>>

3nit III @ 84)C &ebruary 4?>?

3nit I+ @ 84)C 0ecember 4?>?

3nit + @ 84)C )arch 4??

U$!t Co//!22!o$e0

3nit +I @ 84)C &ebruary 4??4

3nit +II @ ;)C )arch 4???

3nit +III@ ;)C &ebruary 8

3nit IU @ ;)C July 8E

3nit U @ ;)C )arch 8=

I$ter$at!o$a6 a22!2ta$ce 3SS/-sta!e-I

Corld ,ank under Time Slice Aoan Sta!e-II



40/89

NTPC VINDHYACHAL STA%E III

+indhyachal sta!e-III 8U;)C1 is a further epansion project identified for

the benefit of the western re!ion statesHunion territories. The project is scheduled to be

implemented in 9: months from the date of A5.

Standin! linka!e committee has accorded coal linka!e of :.:4)THannum to the

project from sin!rauli coal fields. (oncurrence on water availability has been conveyed

by ministry of water resourcesH(C( in &ebruaryH)arch 88 65( from state pollution

control board is available. )57&" environmental clearance and (7" techno economic

clearance have been obtained. ll the major packa!es have been awarded. +indhyachal

schedule for unit 4 shall have a time la! of E months with the schedule for unit ?.

IMPORTANT VINDHYACHAL STA%E III

• (apacity@ 4)C 8U;)C1

• pproved cost@ /s :48; (r. WC() =E.; (r.

• Aand@ 6o additional land was re%uired E4=> acres available1

• Cater@ rihand reservoir thru sin!rauli dischar!e canal : (usec1

(oal@ ni!ahi mines of 6(l :.>))T1

NTPC VINDHYACHAL STA%E IV

• The sta!e iv in under construction 4)C1

BENEFICIAL STATES

)ukesh *umar +ishwakarma ), $/01 .2.S.3niversity /ewa ).2.1 :


41/89

4. )adhya 2radesh

8. (hhattis!arh

9. )aharastra

:. Gujarat

;. 0aman < 0iv and 0ader < 6a!erhaveli

2ower allocation@

)adhya 2radesh 89.4#

(hattis!arh :.8#

)aharashtra 94.?#

Gujrat 89.?#

Goa# 0aman < 0iu and 0adar 6a!ar $aveli 4.?

3nallocated 4;

COAL SOURCE

6orthern coal field ltd. 6(A1 mines

2roject 0istance

0udhichua =*)

6i!ahi 4*)

Jayant ;*)

FUEL OIL SORCE

Indian oil corporation I5(1 (5A0 customer operated lubricant and oil deposit1 at

jayant ;*)1.

'ATER SOURCE

0ischar!e canal of Sin!rauli Super Thermal 2ower Station SST2S1.

)ukesh *umar +ishwakarma ), $/01 .2.S.3niversity /ewa ).2.1 :4


42/89

NTPC MISSION

”Develop and provide reliable power, related

product and ervice at co!petitive price,

inte"ratin" !ultiple ener"# ource wit$

innovative and eco%&riendl# tec$nolo"ie and

contributed to ociet#”

NTPC VISION



43/89

”A 'orld (la Inte"rated power !a)or,

powerin" India* "rowt$, wit$ increain"

"lobal preence”

VINDHYACHAL VISION

”To be one o& t$e lar"et, bet and !ot

e+cient Power Station o& India”



44/89

CORE VALUE

• Business Ethics

Customer Focus

• Or!ni"!tion!# $ Pro%ession!#

Pri&e

o Mutu!# Res'ect !n& Trust

Inno(!tion !n& S'ee&

• Tot!# )u!#it* %or

E+ce##ence

6T2( 5,J7(TI+7S

4. To add !eneratin! capacity with prescribe time and cost.

8. To operate and maintain power stations at hi!h availability ensurin! minimum cost of

!eneration.

9. To maintain the financial operation in accordance with !ood commercial utility

practice.

:. To develop appropriate commercial policy leadin! to remunerative tariffs and

minimum receivables.

;. To function as a responsible corporate citi'en and dischar!e social responsibility# in

respect of environment protection and rehabilitation.

)ukesh *umar +ishwakarma ), $/01 .2.S.3niversity /ewa ).2.1 ::


45/89

The corporation will strive to utili'e the ash produced at its stations to the

maimum etent possible throu!h production of ash bricks buildin!s materials

etc.

To adopt appropriate human resources development policy leadin! to creation of

team of motivated and competent power professionals.

To introduce# assimilate and attain self-sufficiency in technolo!y# ac%uire

epertise in utility mana!ement practices and to disseminate knowled!e

essentially as a contribution to other constituents of the power sector in the

country.

To develop /esearch < 0evelopment /


46/89

Pr%#c%!e-' The elimination of all forms of forced and compulsory labour.

Pr%#c%!e.' The effective abolition of child labour.

Pr%#c%!e/ ' The elimination of discrimination in respect of employment and occupationenvironment.

Pr%#c%!e0 ' ,usiness should support a precautionary approach to environmentalchallen!es.

Pr%#c%!e1' 3ndertake initiatives to promote !reater environmental responsibility.

Pr%#c%!e2' 7ncoura!e the development and diffusion of environment friendlytechnolo!ies.

ANTI+CORR*PTION3+

Pr%#c%!e&4' ,usiness should work a!ainst corruption in all its forms# includin! etortionand broidery.

“ HUMAN RESOURCES AT NTPC”

Powering India’s Growt: - tro!g "eo"#e

6T2( stron!ly believes in achievin! or!ani'ational ecellence throu!h $uman/esources

and follows “2eople &irst” approach to levera!e the potential of its 89#; employees to

fulfill its business plans. $uman /esources &unction has formulated an inte!rated $/

strate!y# which is rests on four buildin! blocks of $/ vi'. competence buildin!#

commitment buildin!# culture buildin! and system buildin!. ll $/ initiates are

undertaken within this broad framework to actuali'e the $/ vision of “enablin! the

employees to be a family of commitment world class professionals makin! 6T2( a

learnin! or!ani'ation”. To induct talent and !room them into dedicated cadre of power

professionals “7ecutive Trainee” Scheme was introduced in the year 4?== for

recruitment in the discipline of )echanical# (ivil# 7lectrical# (ontrol


47/89

and now encompasses (omputer Science# (hemistry# $/ and &inance disciplines also.

,esides a comprehensive one-year trainin! comprisin! theoretical inputs as well as on

the- job trainin!# the new circuits are attached with Senior 7ecutives under a systematic

and formal F)entorin! System" of the company to inte!rate them into the culture of

company. s part of the post employment trainin! and development opportunities# a

systematic trainin! plan has been formulated for ensurin! minimum seven man days

trainin! per employee per year and includes level-wise planned intervention desi!ned to

!room people for assumin! positions of hi!her responsibility# as well as specific needs

based interventions based on Scientific Trainin! 6eeds nalysis. 6T2( has created 4;

project-trainin! centers# 8 simulator trainin! centers and an ape institute namely F2ower

)ana!ement Institute" 2)I1. Chile the project trainin! centers7mployee 0evelopment

(enters1 have speciali'ed in impartin! technical skills and knowled!e# 2)I places

emphasis on mana!ement development. ,esides opportunities for lon! term education

are also provided throu!h tie-ups with reputed institutions like IIT 0elhi# ).Tech in

2ower Generation Technolo!y1# )0I Gur!aon 7ecutive ), pro!rammes1# ,ITS

2ilani ,.Tech1 etc. in order to reali'e the $/ vision of makin! 6T2( a learnin!

or!ani'ation by providin! opportunities to continually learn new capabilities a number of

initiatives have been taken. 6T2( open competition for 7ecutives Talent 65(7T1 is

or!ani'ed every year in which teams of eecutives compete annually throu!h oral and

written presentation on a topical theme. Similarly “2rofessional (ircle” has been formed

department wise where 7ecutives of the department meet every fortni!ht to share their

knowled!e and eperiences and discuss topical issues. In order to tap the latent talent

amon! non- eecutives and make use of they"re potential for creativity and innovation#

Ouality (ircles have been set up in various unitsH offices in 6T2(. ,esides a

mana!ement journal called “$ori'on” is published %uarterly to enable the employees to

share their ideas and eperiences across the or!ani'ation. 0emonstratin! its hi!h concern

for people# 6T2( has developed stron! employee welfare# health


48/89

perform and ecel is further enhanced throu!h a comprehensive 6T2( /ewards and

/eco!nition System. In order to institutional a stron! culture based on values a number of

initiatives are taken to actuali'e the vision and core values ,-(5)IT1 across the

company. culture of celebratin! achievements and a stron! focus on performance are a

way of life in a 6T2(. 6T2( has institutionali'ed “0evelopment (enters” in the

company to systematically dia!nose the current and potential competency re%uirements

of the employees with the objective of enhancin! their development in a planned manner.

These centers !ive a !ood insi!ht to the employees about their stren!ths and weakness#

the !aps in their competencies# which they can brid!e throu!h suitable support from

company. 0ue to innovative people mana!ement practices there is a hi!h level of pride

and commitment amon!st employees as reflected in the “,est 7mployees in India-89”

survey by $ewitt ssociates in which 6T2( ba!!ed coveted third rank. &urther

continuous efforts are bein! made by $/ function to levera!e the potential of its

employees and become a strate!ic business partner.

HR FUNCTIONS AT NTPC

The entire !amut of functions relatin! to $/ in 6T2( has been or!ani'ed under three

levels# vi'. (orporate# /e!ional and 2roject levels. The responsibilities vary from level to

level dependin! on the tasks assi!ned# accountability and implementation criteria. n

overview of these functions is hereby !iven in this section.

(78 Cor5orate Le"e6

)ajor functions under this level are@

a1 Industrial 7n!ineerin!

b1 7mployment and 2lacement

c1 Trainin!

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d1 )ana!ement 0evelopment# 5r!ani'ational 0evelopment and $uman

/esource research

e1 7mployee ,enefits

f1 2olicies and /ules

!1 7mployee /elation and Celfare 2olicies

h1 $/0-2romotion# 2erformance ppraisal System and 7mployee

0evelopment

i1 7mployee Services

j1 (orporate 5ffice administration

k1 2ublic /elations.

(7( Re#!o$a6 6e"e6

t the re!ional level the functions undertaken by $/ department are

a1 7mployee ,enefits

b1 /ecruitment

c1 7mployee Services

(79 Pro4ect 6e"e6

The major functions covered by this level are

a,E/56oyee Be$e.!t2&

This area covers the activities pertainin! to joinin!# postin! < transfers#

confirmation H absorption# promotion and seniority# processin! of resi!nation#

retirement cases pertainin! to the non-eecutive employees of the project

apart from the employee entitlements of all the staff posted in projects as per the policies laid down.

Industrial 7n!ineerin! < /ecruitment@

The activities include manpower plannin!# bud!etin!# or!ani'ation structure#

incentiveHreward scheme# preparation of personal data bank and

computeri'ation# job evaluation and development of job

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specificationHdescriptions. /ecruitment deals with the various activities

pertainin! to recruitment of non-eecutive manpower re%uired for the project

as per the manpower bud!ets laid down.

:,E/56oyee Re6at!o$2 a$0 we6.are

This function deals with the implementation of various industrial relations

and welfare policies apart from the day-to-day problem solvin! and shop

floor I/.

c, E/56oyee Ser"!ce2

The activities under this are the development and maintenance of office

facilities and administration of township like house allotments# S(HST

horticulture# issuance of personal issue items# leave encashment etc.

communication# receipt and dispatch and all such other activities re%uired at

the project level are taken care by this function.

0,E/56oyee De"e6o5/e$t Ce$tre

The center looks after the conduct of lon! duration trainin! pro!rammes

under the eecutive H 0iploma H ITI trainee schemes apart from short-term

skill H worker H supervisory development pro!ram. The development and

maintenance of workshops# hostels and other trainin! facilities form a part of

this function.

e1 2ublic /elations@

7stablishment of constant liaison with the public# re!ional press and other

media# publication of house journals etc. form the major components of this

function.

f1 Aaw cell@

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The responsibility of this function spans the various activities relatin! to the

representation of the or!ani'ation in various cases in the labour and other

courts on land ac%uisition# labour dispute cases etc#.

!1 (orporate Social /esponsibility@

This cell looks after various activities# which are related to the development

of society as a whole. /esettlement and rehabilitation of land ousties#

community development activities in nearby villa!es# providin!

infrastructure like that for schools# primary health etc.# plantin! trees etc.

5ne of the major contributions of this section is the plantation of about 4:

lakhs trees across the nation.

NTPC SAFETY POLICY

6T2( reco!ni'e# and accept its responsibility for establishin! and maintainin! a safe

workin! environment for all its employees. This responsibility arises from@

(ompany"s moral responsibilities to its employees# to provide the best practicable

conditions of work from the point of view of health and safety.

The obli!ation to consult with its staff and their representatives to implement

policies and procedures developed as a result of discussions.

Statutory responsibility in respect of health# safety and welfare of employees

emanatin! from relevant le!islations such as the factories act. The Indian

electricity act# the eplosive act# the boiler act etc.

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E#v%ro#"e#$5 Sa6e$75 Hea$8 9 ;a%$7 Po%c7

6T2( Atd. +indhyachal is committed to@

Generated reliable# economical and %uality electric power in eco-friendly#

healthy < safe workin! environment in accordance with statutory

re%uirements < norms with continual improvement in performance.

&ocus 5n (ustomer Satisfaction# Total Ouality# Teamwork# $uman /esource

0evelopment nd Initiative &or new Technolo!ies.

2romotin! innovation# speed < efficient operatin! practices and prevention

of pollution < ha'ards.

(ompliance with relevant le!islation# re!ulation and other re%uirements as

applicable.

Caste minimi'ation# ash utili'ation maimi'ation# developin! < maintainin!

!reenery and conservation of natural resources.

7ffective implementation of well reco!ni'ed mana!ement systems.

E+Ma% Po%c7

6T2(s 752 < communication department is makin! every effort to provide its

employees with best technolo!y available to conduct the company"s official business. In

this re!ard the company has installed# e%uipment"s# computers and advanced

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technolo!ical systems such as 7-mail for use to conduct its official business. This

document was created to advise all users re!ardin! the access to and the use of the

internet and other computer systems. &or purposes of these policies and !uidelines the

information system so not include those standalone computer systems desi!ned to be

confidential# so lon! as they are not put on the A6HInternet or web. There is no

epectation of personal privacy on the use of the internet and 7-mail.

AN OVERVIEW

Pro4ect No o.

5ro4ect2

Co//!22!o$e0

ca5ac!ty

M',

NTPC O'NED

COAL 8; ((;

%AS?LI@7FUEL )+ 9;;

TOTAL (( (*


54/89

MSEB

PROJECT PROFILE

Coal based power stations

Coa6 :a2e0 State

Co//!22!o$e0

Ca5ac!tyM',

87 Singrauli Uttar Pra0e2h (


55/89

"ro#e!ts under implementation

Coa6?hy0ro State F1e6

A00!t!o$a6

ca5ac!ty 1$0er

!/56e/e$tat!o$

M',

87 aha6#ao$ 2ta#e II

5ha2e I, 5ha2e II,

B!har Coa6 ;))

;))

(7 S!5at 2ta#e I,

2ta#e II,

Chatt!2#arh Coa6 8>=)

;))

97 Barh B!har Coa6 8>=)7 Bh!6a! e575ower

5ro4ect-JV w!th SAIL,

Chatt!2#arh Coa6 ;))

;7 or:a 2ta#e III, Chatt!2#arh Coa6 ;))

*7 Faraa 2ta#e III, 'e2t Be$#a6 Coa6 ;))

+7 NCTPP 2ta#e II, Uttar Pra0e2h Coa6 >=)

=7 S!/ha0r!

2ta#eII,

A$0hara

Pra0e2h

Coa6 8)))

>7 o60a/ HEPP, H!/acha6Pra0e2h

hy0ro =))

8)7 Lohar!$a# 5a6a HEPP, Uttaraha$0 hy0ro *))

887 Ta5o"a$

"!2h1$#a0HEPP,

Uttraha$0 hy0ro ;()

Tota6 coa6 hy0ro, 8)


56/89

2/T -9

5,J7(TI+7 5& T$7 ST30B

5,J7(TI+7S

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The objective of the study is to find out the satisfaction level of employee in 6T2(

+indhyachal.

• To study the functions related to of job satisfaction

amon! employees at 6T2( +indhyachal.

• Cork environment in the or!ani'ation.

• To know about job satisfaction at 6T2(.

• To know whether the employeesHworkers are satisfied

with their job or not.

• To know about the effectiveness of occupational health

scheme at 6T2(.

• To study the relationship between competency of the

employees and satisfaction level.

• To identify the basic employee"s facility at the company

premises.

/7S7/($ )7T$505A5GB

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0T (5AA7(TI56

&or any study there must be data for analysis purpose. Cithout data there is

no means of study. 0ata 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 !iven below@

4. 2rimary 0ata

• 2ersonal Investi!ation

• 5bservation )ethod

• Information from correspondents

• Information from superiors of the or!ani'ation

8. Secondary 0ata

• 2ublished Sources such as Journals# Government /eports# 6ewspapers

and )a!a'ines etc.

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• 3npublished Sources such as (ompany Internal reports prepare by them

!iven to their analyst < trainees for investi!ation.

• Cebsites like 6T2( official site# some other sites are also searched to

find data.

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Sample Si'e @-

Ouestionnaire is filled by 4 employees of 6T2( +ST2S1.

The %uestionnaire was filled in the office and vital information was collected

which was then subjects to@-

0ata collection was also done with the help of personal observation.

fter completion of survey the data was analy'ed and conclusion was

drawn.

t the end all information was compiled to complete the project report.

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0T 6ABSIS

<

I6T7/2/7TTI56

Table 6o@ 4

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Corkin! hours are convenient for me.

1 Strongly Disagree 2

2 Disagree 1

3 Neither Agree Nor Disagree 14

4 Agree 61

5 strongly Agree 22Total 100

($/T4

Interpretation@

&rom the above chart and table it is clearly evident that 88 of the

respondents stron!ly a!ree that workin! hours are convenient from them

and E4 a!ree with that and 4: neither a!ree nor disa!ree and 4

disa!ree with the workin! hours and 8 are stron!ly a!ainst workin!

hours.

Table 6o@ 8

I'm happy ith my or! pla"e

)ukesh *umar +ishwakarma ), $/01 .2.S.3niversity /ewa ).2.1


2 Disagree 3


4 Agree 55

5 strongly Agree 31Total 100

E8


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(hart 8

Interpretation@

&rom the above table it is clear that 94 respondents are stron!ly a!ree and

;; respondents are a!ree that they are happy with their work place only

and 4 employees are neutral with their work place < 9 disa!ree and

4 stron!ly disa!ree towards their work place.

Table 6o@ 9

I feel i have too much work to do


2 Disagree 10


4 Agree 45

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5 strongly Agree 1#

Total 100

(hart 9

Interpretation@

&rom the above table it is %uite clear that the work load is not

hi!h# 4 of the respondents disa!reed with the %uestion” I feel I have

too much work” and another 8 stron!ly disa!reed# 89 have no idea

towards this %uestion#:; a!ree and 4= stron!ly a!ree with the %uestion.

Table 6o@ :

Safety measures provided by the company


2 Disagree #


4 Agree 5$

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5 strongly Agree 26

Total 100

($/T :

Interpretation%

&rom the above table it is evident that the safety measures

provided by the or!ani'ations are !ood as 8E and ;> of the respondents

a!ree with that and only = < 9 disa!reed and E neither a!reed nor

disa!reed.

T,A7 65. ;

&y relationship ith my superisor is "or(ial


2 Disagree 2

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4 Agree 55

5 strongly Agree 35

Total 100

($/T ;

Interpretation@

&rom the above table it is clear that relationship between

employees and their supervisors are cordial because 9; of respondents

stron!ly a!reed to it and ;; a!reed to it and only 8


67/89

($/T E

Interpretation@

&rom the above table it is evident that the supervisors are not

partial to the employees as 98 stron!ly a!reed and ;E a!reed to the

%uestion but 9 disa!reed and 8 stron!ly disa!reed and = of respondents

have neither a!reed nor disa!reed.

T,A7 65 =

)y supervisor considers my idea too while takin! decision


2 Disagree 1

3 Neither Agree Nor Disagree $

4 Agree 64

5 strongly Agree 25

Total 100

)*A+T #

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Interpretation@

&rom the above table it is clear that E: and 8; of the

respondents a!ree that supervisors consider their employees ideas also

and only 4 neither a!reed nor disa!reed.

T,A7 65 >

IMm satisfied with the support from my co-workers


2 Disagree 2

3 Neither Agree Nor Disagree #

4 Agree 5,

5 strongly Agree 30

Total 100

($/T >

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Interpretation@

&rom the above table it is clear that relation with co-workers is

%uite !ood as nearly >? of the respondents a!ree that they are satisfied

with support from co-workers and only : disa!reed and = have no

answer to this.

T,A7 65 ?

-eople here hae "on"ern rom one another an( ten( to help one

another


2 Disagree 5


4 Agree 66

5 strongly Agree 1$

Total 100

($/T ?

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Interpretation@

&rom the above table it is clear that in this or!ani'ation people

have concern over each other as 4> stron!ly a!reed and EE a!reed

and only ; disa!reed and 44 neither a!reed nor disa!reed.

T,A7 65 4

I'm satisie( ith the rereshment a"ilities

1 Strongly Disagree $

2 Disagree #


4 Agree 5#5 strongly Agree 16

Total 100

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($/4

Interpretation@

&rom the above table it is clear that 4E employees are stron!ly satisfied

with the refreshment facilities offered by the company as = of

respondents disa!reed and > stron!ly disa!reed and 48 neither

a!reed nor disa!reed and only ;= a!reed.

T,A7 65 44Ce are provided with the rest and lunch room and they are !ood

1 Strongly Disagree #

2 Disagree 1#


4 Agree 32

5 strongly Agree 10

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Total 100

($/T 44

Interpretation@

&rom the above table it is %uite evident that = stron!ly

disa!reed and 4= of the respondents disa!reed and 9: neither a!reed

nor disa!reed and only :8 of the respondents are satisfied with the rest

and lunch room provided.

T,A7 65 48

The parkin! space for our vehicles are satisfactory


2 Disagree 6


4 Agree 615 strongly Agree 20

Total 100

($/T 48



73/89

Interpretation@

&rom the above table it is clear that respondents are not satisfied

with the parkin! facilities provided by the company as 8 of

respondents stron!ly disa!reed and E of respondents disa!reed and

only >4 of respondents are satisfied with the parkin! facilities and 44

have neither a!reed nor disa!reed.

Table no 49

I fell IMm paid a fair amount for the work i do


2 Disagree 1


4 Agree 50

5 strongly Agree 34

Total 100

(hart 49



74/89

Interpretation@

&rom the above table it is evident that the respondents are

satisfied with their salary as ; a!ree and 9: stron!ly a!ree. 5nly

X4 disa!ree and 9 stron!ly disa!ree# 48 neither a!ree nor disa!ree.

Table no 4:

IMm satisfied with the chances for my promotion


2 Disagree #


4 Agree 43

5 strongly Agree 36

Total 100

(hart 4:

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Interpretation@

&rom the above table it is %uite clear that employees are satisfied

with their chances for promotion as :9 a!ree and 9E stron!ly a!ree.

5nly = disa!ree and 9 stron!ly disa!ree# 44 neither a!ree nor

disa!ree.

Table no 4;IMm satisfied with the allowances provided by the or!ani'ation


2 Disagree 2


4 Agree 50

5 strongly Agree 3$

Total 100

(hart 4;

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Interpretation@

&rom the above table it is clear that the employees are satisfied

with the allowances and other benefits provided by the or!ani'ation as

; a!ree and 9> stron!ly a!ree. 5nly 8 disa!ree and 8 stron!ly

disa!ree# > neither a!ree nor disa!ree.

T,A7 65 4E

I feel my boss motivate me to achieve the or!ani'ational !oals


2 Disagree 1


4 Agree 54

5 strongly Agree 33

Total 100

($/T 4E

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Interpretation@

&rom the above table it is evident that employees boss are

motivatin! to achieve or!ani'ational !oals as ;: a!ree and 99

stron!ly a!ree. 4 disa!ree this is %uite hi!h compared to other factors

and 8 stron!ly disa!ree and 4 neither a!ree nor disa!ree.

T,A7 65 4=)y supervisor motivates me to increase my efficiency at times when iMm not


2 Disagree 2


4 Agree 5#

5 strongly Agree 25

Total 100

($/T 4=

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Interpretation@

&rom the above table it is evident that employees boss motivates

the employee when he is unproductive and help him to be productive as

;= a!ree and 8; stron!ly a!ree. 5nly 8 stron!ly disa!ree and 8

disa!ree# 4: neither a!ree nor disa!ree.

.

T,A7 65 4>I feel that my job has little impact on the success of the company


2 Disagree ,


4 Agree 52

5 strongly Agree 26

Total 100

(hart 4>

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Interpretation@

&rom the above chart it is clear that => respondents are think that they

contribute in the success of a company# ? respondent disa!ree from the

statement and ; respondent stron!ly disa!ree and > neither a!ree nor

disa!ree from the %uestion.

Table no 4?

I am happy with hospital facility at 6T2(.


2 Disagree 1,


4 Agree 2#

5 strongly Agree #

Total 100

(hart 4?

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Interpretation@

&rom the above table it is clear that employees happy with hospital facility

at 6T2( as 8= a!ree and =

stron!ly a!ree. 4? disa!ree this is %uite hi!h compared to other factors

and 8E stron!ly disa!ree and 84 neither a!ree nor disa!ree.

Table no 8

I am satisfied with the sports facilities.

1 Strongly Disagree #

2 Disagree #

3 Neither Agree Nor Disagree 2#

4 Agree 50

5 strongly Agree ,

Total 100

(hart 8

)ukesh *umar +ishwak

Documents

JOB SATISFACTION.doc