MEDIA FEATURES (P) LTD.

Learning Centre Code: 2017

Satisfaction Level of Employees In North Delhi Power Limited (NDPL)

A project report submitted in partial fulfillment of the requirements for the degree of Master of Business Administration of Sikkim Manipal University, India

PROJECT GUIDE BY:

Mr. Marshell Shani Poonam Gupta

SUBMITTED

Enrolment No. 520749790

Sikkim Manipal University of Health, Medical

and Technological Sciences Distance Education Wing Syndicate House, Manipal 576104

Declaration
I hereby declare that the project report entitled

Satisfaction Level of Employees In North Delhi Power Limited (NDPL)

Submitted in partial fulfillment of the requirement for the degree of Masters of Business Administration to Sikkim Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes.

Place: Gupta Date:

Poonam (520749790)

Examiners Certification
The project report of

Ms. Poonam Gupta

Satisfaction Level of Employees In North Delhi Power Limited (NDPL)

is approved and is acceptable in quality and from

Internal Examiner

External Examiners

University Study Center Certificate

This is to certify that the project report entitled

Satisfaction Level of Employees In North Delhi Power Limited (NDPL)

Submitted in partial fulfillment of the requirements for the degree of Masters of Business Administration of Sikkim Manipal University of Health, Medical and Technological Sciences.

Ms. Poonam Gupta

Has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other

degree, Diploma, fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine. (520749790) Certified

ACKNOWLEDGEMENT

A large number of people are involved in the success of completion of this project; and this success would not have been accomplished without their help. I pay my greatest sense of gratitude to Mr. Marshell Shani for his inspiring, continuous encouragement, valuable suggestions and constructive criticism.

Poonam Gupta

CONTENTS
Executive Summary Chapter 1: Introduction Chapter 2: Research Objective Chapter 3: Research Methodology Chapter 4: Results and discussion Chapter 5: Conclusion and Recommendations Chapter 6: Limitation Bibliography Annexure

EXECUTIVE SUMMARY
This dissertation was researched to find the satisfaction level of NDPL employees. The objective of this research was to analyse the employees response on different parameters in order to find where NDPL as an organization is lacking in providing best to its employees. A survey was done randomly, by selecting the sample of employees from corporate office at Hudson line and other offices located at Keshavpuram, Shalimar Bagh, Rohini, Mangolpuri and Model Town. The total of 175 respondents who have designation of officer and above were randomly selected and given questionnaire comprising 59 questions. The questions were positively framed with special reference to following 15 parameters: Leadership, Awareness and clarity about vision, mission and core values, Organizational culture, Organizational system, Communication, Role, Working condition, Senior subordinate relationship, Empowerment , Performance appraisal, Compensation & reward and recognition, Career Advancement , Learning and growth, Fun and celebration at workplace, and Pride. The feedback analysis based on above parameter shows that overall satisfaction level of NDPL employees is 68.58%. The satisfaction level specifically for corporate office is 68.87% and for other offices it is

68.29%. The organization in general has moderate satisfaction level for following parameters Fun & celebration at workplace 52.75%, Compensation & reward and recognition 57.42%, Career advancement 57.63%.

INTRODUCTION

INTRODUCTION
Although committed and loyal employees are the most influential factor to becoming an employer of choice, it's no surprise that companies and organizations face significant challenges in developing energized and engaged workforces. However, there is plenty of research to show that increased employee commitment and trust in leadership can positively impact the company's bottom line. In fact, the true potential of an organization can only be realized when the productivity level of all individuals and teams are fully aligned, committed and energized to successfully accomplish the goals of the organization. As a result, the goal of every company is to improve the desire of employees to stay in the relationship they have with the company. When companies understand and manage employee loyalty - rather than retention specifically - they can reap benefits on both sides of the balance sheet i.e., revenues and costs. On the revenue side of the balance sheet, loyal and committed employees are more likely to go "above and beyond" to meet customer needs and are highly motivated to work to the best of their ability. Both of these traits are crucial for continued customer commitment and ongoing revenue and growth for the company.
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On the cost side, loyal employees stay longer, resist competitive job offers, do not actively look for other employment and recommend the company to others as a good place to work. These four behaviors positively influence the cost side of the balance sheet because they are leading indicators of employee retention. The longer companies keep their employees, the longer they can avoid having to pay to replace them. In other words, rather than focusing only on retention (that is, trying to retain employees who have already decided to leave), organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty. The most successful organizations are those that can adapt their organizational behavior to the realities of the current work environment where success is dependent upon innovation, creativity and flexibility. Additionally, the dynamics of the work environment have to reflect a very diverse population comprised of individuals whose motivations, beliefs and value structures differ vastly from the past and from each another. Arguably, the most valuable, but also volatile, corporate asset is a stable workforce of competent, dedicated employees, since such an employee base gives companies a powerful advantage; depth of knowledge and organizational strength.

11

Why employee Research?

Employee satisfaction research is an important communication tool because it stresses that: Employee satisfaction is important. Employees are valued. As frontline deliverers of the brand, employees views are vital and integral to the development of the organization. The company is listening and employee suggestions for improvement will be considered. The company recognizes the need for improvement Employee satisfaction survey is designed to measure organizational present satisfaction level for various parameters like Leadership, Culture, Organizational system, Senior subordinate relationship, Learning and growth, Compensation, rewards and recognition, Working condition; Communication; Performance appraisal, Career advancement,

Empowerment in decision making, Role etc. It also helps to analyze success of various HR activities as satisfaction is direct result of these activities. The result of employee satisfaction survey shows the strong
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and weak areas in overall atmosphere in organization. This gives the inputs for action plan needed for improving the satisfaction in organization. The more satisfied employees improve the productivity resulting in higher revenues. It also helps to check attrition and cost associated with new recruitment. The employee satisfaction survey is not an isolated event, but rather the beginning of a continual improvement cycle. Employee satisfaction survey process provides one of the quickest and actionable feedbacks.

13

ORGANIZATION PROFILE
North Delhi Power Limited (NDPL) distributes electricity in the North areas of Delhi. NDPL is a Joint Venture between Tata Power and Govt. of NCT as a result of the privatization of electricity distribution in Delhi. Tata Power Company Limited acquired 51% stake in NDPL and took control of the management from July 1, 2002. NDPL caters to a population of approximately 5 million spread over 510 square kms with a turn over of Rs 1587 crores and serves a consumer base of about 9.1 lakh consumers. NDPL has been the frontrunner in implementing power distribution reforms in the Capital City and is acknowledged for its consumer friendly practices. Since privatization, the AT&C losses in NDPL areas have shown a record decline. The Company has embarked upon a plan to implement high-tech automated systems for its entire distribution network. Systems such as SCADA, GIS and OTS are the cornerstone of the companys distribution automation project. To fight the menace of power theft, NDPL has adopted modern techniques like High Voltage Distribution (HVDS) System and LT Arial Bunch Conductor. NDPL is the first distribution utility in the country to provide on-line information on consumption, billing and payment to all its consumers.
14

World-class Consumer Care and Cash Collection Centers have been set up to ensure excellence in consumer care. NDPL believes that learning is the key to sustenance. With this philosophy in mind, the company has set up Centre for Power Efficiency in Distribution (CENPEID), the first institute for skill accreditation and certification in the power distribution sector in India. To make children ambassadors who spread the message of energy conservation, the company has launched a unique initiative called NDPL Energy Club. 15000 children from 25 schools are covered under this initiative. NDPLs focus on technology has bagged the company the Intelligent Enterprise Award 2004 & 2005 instituted by the Indian Express group for exemplary use of IT in its operations. The NDPL area of distribution in Delhi has been organized into the following districts of Delhi: North area: City Circle encompassing Moti Nagar, Keshav Puram & Pitampura Districts. Town Circle encompassing Civil Lines , Shakti Nagar & Model Town Districts. North West area: Urban Circle encompassing Shalimar Bagh & Badli Districts, Metro circle encompassing Rohini & Mangol Puri Districts, Suburban Circle encompassing Bawana & Narela Districts.

15

Functions in North Delhi Power Limited (NDPL) Operations: Circles including districts & zones Stores Systems Inspection & Quality Street Lighting Corporate Operation Services Technical services & projects Engineering Projects Information Technology & Systems ISO & TBEM Commercial

16

 Corporate Commercial High Revenue Base & Metering High Consumer Base & Commercial back office Finance Revenue Accounts Expenditure Control & Accounts Payable Stores & Projects Accounting Company Secretary Legal Cell

17

Special projects group Human resources PMS & Resourcing Personnel Management & Industrial Relations Cenpeid Administration Corporate Communication Administration Services Security & Disaster Mitigation Health Services Business Ethics & Vigilance

18

ORGANIZATIONAL STRUCTURE

While

NDPL

represents

part

of

Tata Power Companys

(TPCs)

power

distribution business, it functions as an independent subsidiary. NDPL reports to its own Board of Directors for its various business support functions. The Board

consists of nominees from the Government and TPC. The Managing Director (MD) is the operating head of NDPL, various functions reporting to the MD are as under:

19

Managing Director (MD)

Executive Office Entrepreneurship & Knowledge Management Group Corporate Monitoring Generation & Power Trading

Sr. Advisor (Operations) Advisor (Govt. Affairs & Franchisee) Advisor (Technical) / PEO Advisor (Commercial) Advisor (Human Resource)

CENPEID (Centre of Power Efficiency In Distribution)

Special Project Group

HOD (Internal Audit & Risk Analysis)

CFO GM/HOD (Operations)

Head (Corporate Human Resource)

GM (Commercial)

GM/HOD (RDM/M)

GM/HOD (TS&P)

DGM (Administration & Commercial Human Resource)

20

HUMAN RESOURCE DEPARTMENT

NDPL has the challenge of managing Organization change through a workforce which consists of a mix of employees with polarized cultural inequalities inherited joined cultural inequalities the employees

from erstwhile DVB and the employees who have NDPL post privatization. NDPL makes every effort to through skill &

ensure value additions to each employee competency development

and transparent sharing of information

focused towards consolidation of its value system and cultural integration of the workforce. NDPL has deployed the HR Action

Plan to meet the following objectives.

HR Objectives: Talent Management Employee Development

Creating Performance oriented culture Career Progression Organization wide dissemination Integration of diverse workforces Institutionalize Ethics

HR Action Plan:21

Induction of Fresh Graduates from premier institutes Lateral recruitment dependent on domain specific expertise Training Need Identification; Formulation of Training Policy Institutional Strengthening of CENPEID (Centre Power

Efficiency in Distribution) Clear JDs, KRAs, alignment with Organizational &

Departmental PMS Succession Planning, Fast track Plan for Achievers Knowledge Management, Relationship Building JIF, LGIE, Team based work culture, benefits of NDPL pay

structure wherever beneficial to FRSR employees to be extended to them NDPL Code to Conduct, Strengthening of Ethics structure HR been

NDPLs Human Resource philosophy can be captured in its Vision. And to achieve this, formulated a Training Policy has

which provides for a minimum 6 Mondays training.

22

 HR VISION:To create a learning organization, which nurtures talent,

innovation and provides competitive environment that makes NDPL the favored company to work for. NDPL is using Balance Score Card (BSS) to bridge the gap The Tata Business

between organization strategy and actions.

Excellence Model (TBEM) has also been deployed in NDPL to drive consistent corporate leadership in enhancing the within the company. Tata Brand Equity

23

OFFICE AUTOMATION
Automation refers to the use of different equipments provided in office for the fulfillment of daily official work. NDPL is fully equipped with latest and advanced machines to cater to the needs of the official environment. I have learnt in the office how to operate them and it has

given me a sense of confidence in performing day-to-day administration work. The machines which are provided in NDPL are as follows:-

Printers

Printers are used to get copies directly through one command given to computer. Which helps in getting copies of hand made

documents in the computer memory. In recent uses it produce

24

scanned copies also it can colored as well as black and white copies. It needs to be connected to server of Library and than it

facilitates fast and easy working in receiving print outs of the documents. In NDPL both inkjet and laser printers are used.

Xerox Machine

Xerox machine are used as photocopier machines.

These machines

work on basis of electricity and produce duplicate copies in less than 15 seconds. In our organization we use Xerox 5365 which provide mechanism to get all size of copies in less time and also provide

Automatic Document Reader for making sets of 50 copies at one time. It is known as ADC for 50 copies at one chance. NDPL has been provided with latest Xerox machines in each department.
25

Computerization

Now-a-days Computers are used in almost every field whether in Shops, Banks, Offices or for personal use. It has helped us in advancing and expanding our business. Computer plays a vital role in day-to-day work. It has made us able to get our work done in an easier and quickly manner. For smooth transaction of our business it has proved to

be very useful we can make presentations, maintain records with the help of Computers and save the data.

NDPL has fully computerized office environment with lasted hardware and software. All the latest Computers are available in NDPL & Laptops are provided to all Executives in the Company. It has fully

fledged computer department to look after all the modern automation

26

needs of the company. All the information providing available on www.ndpl.com.

to

NDPL

is

As per our department all work depends upon computers.

To

gain

information and help others to get this valuable information can only be done with the help of computer networks. It helps to remove us from the monotony of the work.

27

Fax Machine

Fax is a machine, which is used to send the copy of the

papers

to

anybody in the world; which sends the photocopy of the document to another Fax situated at any distance. Fax machine is provided to all the HODs (Head of Departments) in NDPL. Process involved, in operating Fax Machine:Step 1: - First of all feed the pages in the machine, the face of the paper should be down as in photocopy machine. Step 2: - Dial the number of the Fax has to be sent. Step 3: - When the sound of beep comes, press the start button. It scans the paper insert in it and sends the copy to another device. Note: - It is important that when we are dialing the number, machine should be free from other work. Machine where the document

28

Telephone

Telephone has proved to be a boon or modern office

procedures

it

helps us in giving and receiving information at fast pace rather acquiring information in a written form.

than

NDPL is equipped with latest and advanced telephone instruments with intercom facilities.

29

Intranet
Intranet is a network based on Internet technology that is designed to meet the internal needs of sharing information within a single organization or company. It avoids the information to be available to everyone on the Internet. Although Intranet pages may link to Internet, an Intranet is not a site accessed by the general public. It works very much like the Internet.

In NDPL, all the Circulars and necessary information / data are available on the Intranet. The same is utilized by the employees of the the

organization . It helps in making paperless office work within organization.

Internet
In todays dynamic business environment, Internet plays a crucial role in terms of providing necessary information / data for completing

important tasks assigned to different levels of employees as it helps to ascertain what is happening around the globe on just a click. The desired information is available to you within seconds. Internet has

become a part and parcel of any kind of business whether it is related to small scale or medium / large scale industry.
30

It saves lot of time and

money which was earlier required in collection of information. 21 st century is dedicated to era of Information and Technology (IT) and

familiarity with Internet and it uses are must for anybody who wants to survive in this competitive business world.

Expert Choice Award for Most Admired Organization in Private / Joint Sector

TATA Power / NDPL won the award in a survey

conducted

by Power line, a leading Power Sector magazine, across a carefully selected group of professionals and sector experts.

31

Asian Power Awards 2006

NDPL won the Excellence in Service Enhancement

award

in Mr.

recognition for outstanding achievement throughout the year.

Anil Kumar Sardana, Managing Director (MD), NDPL was chosen as the

Asian Power SPL CEO of the Year 2006 for his contribution to Asias developing power supply industries.

32

CII EXIM Bank Business Excellence Award

NDPL won the Strong commitment to Excel award conferred the Confederation of Indian Industry.

by

Achievers Award for Settling 10,000 Cases

NDPL won Achievers Award

from

Delhi Legal creating

Services by

Authority and Delhi High Court for

history

successfully setting 10,000 cases through the ADR System.

33

SWOT ANALYSIS

STRENGTH

Tata Brand is very true and transparent in its business practices

Solid management team

Good working environment even to low levels employees

Young and enthusiastic employees

Experience and senior management

Ready to invest in new technologies e.g. SCADA, GIS and

SAP etc.

Geographically located in capital city

Sensitive to employees

34

Lots of non-monitory rewards and appreciation letters

Lots of capacity building and training programmes

Reasonable salary

WEAKNESS

Company value is increasing but

human

resource

value

doesnt see to increase.

Non defined company and no forcable future growth in

distribution business.

No transparency in yearly performance evaluation.

Need to improve their compensation structure.

OPPORTUNITIES & THREAT

35

As per the existing industry structure and applicable regulations, NDPL has no major competition at present and is the sole service provider in its licensed area of supply. However, the end of the Transition period (FY 2007) might leas to a change in the competitive and opportunity scenario.

36

RESEARCH OBJECTIVE

37

RESEARCH OBJECTIVE
To know the satisfaction level of employees in NDPL. To find the exact parameter on which employees are not satisfied.

38

RESEARCH METHODOLOGY

39

RESEARCH METHODOLOGY
The basic procedure used in this survey was to get the employees feedback satisfaction on 4 point scale with reference to the different parameters that fulfills satisfaction. This chapter describes the various processes involved in study.

Research Design
The research was carried out by recording feedback in satisfaction questionnaire. The questionnaire consists of total 59 questions each related to various satisfaction parameter. All questions were direct and positive, asking about specific parameter. There was one descriptive question asking for suggestion for improvement. The response for each

question was taken on 5 point attitude scale as follow: Strongly disagree Somewhat disagree Neither agree nor disagree Agree Strongly agree 1 2 3 4 5

40

The employee satisfaction survey focuses on measuring the following 15 key parameters of employee satisfaction:

Leadership Pride Performance Appraisal Compensation, Reward and Recognition Promotions/Career Advancement Organizational Culture Organizational System Senior subordinate relationship Communication Learning & Development Working Conditions Role Empowerment in decision making

41

Fun and celebration Awareness and clarity about vision mission and core values

Selection of the study area

The study area comprises of corporate office (including N1, N2, N3, N4 buildings) located at Hudson line and other offices situated in Shalimar Bagh, Keshavpuram, Rohini, Mangolpuri and Model town.

Sampling procedure
There were total 175 responses recorded during the survey from NDPL employees. The target population is employees with designation of officer and above. The respondents were selected by stratified random sampling depending on convenience and availability of the respondents. The respondents from other offices were considered mainly on the availability at the time of survey. This survey has covered more than 20% of total population.

Nature and sources of data

42

Both primary and secondary sources of data were utilized. The primary data were based on information gained through survey and observation in the selected offices whereas the secondary source was based on reviewing books, articles and journals, reports and browsing of global net. Collection of Data Primary data was collected through questionnaires while secondary data were gathered through desk study. The questionnaire was prepared in such a way that it provides quantitative and qualitative information like compensation, leadership, working condition, organizational culture, organizational system etc. The collection of primary data was done by personal interview based on designed questionnaire. Friendly atmosphere of trust and confidence was created where the employees felt ease while responding to questions. Data processing and editing The collected data were noted in the questionnaire prepared and those data were checked and verified manually through field editing and central editing. The collected data was examined to detect errors and omissions.

43

Data analysis and interpretation

After editing, tabulation and classification data was entered in excel sheet in a tabular form and analyzed by using statistical tools. Simple statistical tools like average, percentage and central tendency were used to systematically analyze the data through Excel. The score for each parameter was calculated after considering score of all respective questions under that parameter.

44

RESULTS AND DISCUSSION

45

RESULTS AND DISCUSSION

This chapter presents the results obtained through study and its discussion with the help of graphical presentation, tables, diagrams etc as per the nature of data. The comparative study for satisfaction level under each parameter between corporate office and other offices presents following results:

Table 1: Employee satisfaction OTHER OFFICES % 69.11

PARAMETERS Leadership Awareness & Clarity about vision, mission &core values Organizational Culture Organizational System Communication Role Working Condition Senior Subordinate relationship

CORPORATE OVERALL % OFFICE % 70.96 72.05

78.44 67.28 67.08 71.63 76.13 74.25 79.25

80.56 66.83 66.40 70.24 79.56 79.76 80.40

74.83 68.04 68.24 73.99 70.27 64.86 77.30

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Empowerment in decision making Performance Appraisal Compensation, Reward &Recognition Learning & Growth Fun and celebration at workplace Pride Career Advancement Overall Satisfaction

66.50 63.50 57.42 67.65 52.75 73.56 57.63 68.58

66.67 62.30 56.94 66.90 51.39 74.40 55.75 68.87

66.22 65.54 58.22 68.92 55.07 72.13 60.81 68.29

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3.1 Overall satisfaction Figure 1: Overall satisfaction

Overall Satisfaction
70.00 65.00 60.00 55.00 50.00 OVERALL % CORPORATE DIST/ZONAL OFFICE % OFFICES %

68.58

68.87

68.29
OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

The perusal of data (figure 1) reveals that overall satisfaction of employees in NDPL including all the parameters is 68.58%. Further the overall satisfaction level in corporate offices is 68.87% whereas in district/zone offices it is 68.29%.

48

Table 2: Overall satisfaction of employees on the basis of parameters:

PARAMETERS Leadership Awareness & Clarity Organizational Culture Organizational System Communication Role Working Condition Senior Subordinate relationship Empowerment in decision making Performance Appraisal Compensation, Reward &Recognition Learning & Growth Fun and celebration at workplace Pride Career Advancement Overall Satisfaction OVERALL % 70.96 78.44 67.28 67.08 71.63 76.13 74.25 79.25 66.50 63.50 57.42 67.65 52.75 73.56 57.63 68.58

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1 0.0 0

2 0.0 0

3 0.0 0

4 0.0 0

5 0.0 0

6 0.0 0

7 0.0 0

8 0.0 0

9 0.0 0

0.0 0 Leadership Awareness & Clarity Organizational Culture Organizational System Communication Role Working Condition Senior Subordinate relationship Performance Appraisal Compensation, Reward Learning & Growth Pride Career Advancement Overall Satisfaction

parameters:

Figure 2: Overall satisfaction of employees on the basis of

3.2 Employee satisfaction and parameters:

OVERALL % of satisfaction and param e te rs

50

Empowerment in decision making

Fun and celebration at workplace

3.2.1

SATISFACTION

LEVEL

ACCORDING

TO

DESIGNATION:
DESIGNATION EXECUTIVE OFFICER ASSISTANT MANAGER MANAGER OVERALL % 58.72 64.32 75.04 76.24

51

DESIGNATION WISE ANALYSIS

90 PERCENTAGE 80 70 60 50 40
E R U TI V E A AG M A N IC ER M

75.04 58.72 64.32

76.24

XE

O FF

DESIGNATION

52

Above shown data reveals about the satisfaction level of different cadre of employees. It shows that satisfaction level is increasing with the seniority.

53

3.2.2 Satisfaction level of the employees according to number of years spent in the organization:
NUMBER OF YEARS 1-2 YEARS 2-5 YEARS REST
90

OVERALL % 62.64 66.36 76.74

ACCORDING TO TIME SPENT

80 PERCENTAGE 66.36 62.64

76.74

70

60

50

40 0-2 YEARS 2-5 YEARS NUM BER OF Y EARS > 5 YEARS

Result according to time spent in the organization some how validates the earlier findings. Employees who had more time in organization, holding higher position seems to be more satisfied with the policies of the organization.

3.2.3 Gender wise level of satisfaction of the employees:

54

SEX MALE FEMALE

OVERALL % 66.40 72.64

GENDER WISE ANALYSIS

90

80 PERCENTAGE 72.64 70 66.4

60

50

40 MALE SEX FEM ALE

Data shown above clearly suggest that female is more satisfied than their male partners. Better working condition, employee friendly approach and brand value of TATA might be the some of the reason for high females satisfaction level.

3.2.4 Leadership

55

Leadership

75.00 70.00 65.00 60.00 55.00 50.00 OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %
OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

70.96%

72.05% 69.11

The perusal of data reveals that overall satisfaction of employees in NDPL on leadership is 70.96 %. Further, the data shows that the corporate office has 72.05% of satisfaction regarding leadership whereas in district/zones it is 69.11%. The above data shows that the leadership role played in district/zones (other offices) has comparatively same score as corporate offices with the quality given by top/senior management, understanding and resolving grass root issues, promoting legal and ethical behavior and the effort made by top/seniors management to encourage good performance.

3.2.5 Awareness and Clarity about vision, mission and core values

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Awarene ss & Clarity

85.00 80.00 75.00 70.00 65.00 60.00 55.00 50.00 OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %
OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

80.56 78.44 74.83

The perusal of data (figure 5) reveals that overall satisfaction of employees in NDPL regarding awareness and clarity about vision, mission and core values is 78.44%. Further, the data being processed under corporate and other district/zones shows that the corporate office has 80.56% whereas in district/zones it is 74.83%. The above data shows that the awareness about vision, mission and core values in corporate offices are more satisfying than other district/zones offices. Moreover, employees are aware about organizations vision, mission, departments goal, objectives and action plans and demonstrate professed core values in their day to day behavior.

3.2.6 Organizational culture

57

Organizational Culture 70.00 67.28 65.00 68.04

OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

66.83

60.00

OVERALL %

CORPORATE OFFICE %

DIST/ZONAL OFFICES %

The data depicted in figure 4 illumine that the overall satisfaction of employees in NDPL regarding organizational culture is 67.28%. Further, in corporate office it is 66.83 % whereas in district/zones it is 68.04%. This clearly reveals that the organizational culture in district/zones is comparatively better than corporate offices. Organizational culture includes the inter-departmental teamwork; effective grievance handling procedures; impartiality on the basis of gender, caste, region, and religion etc; encouragement and improvement for innovation, pro-activeness, learning, and agility; performance orientation and career growth; less bureaucracy; and quality orientation in work and services of employees. So, it shows that the above ingredients of organizational culture are more or less same in district/zones and corporate offices.

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3.2.7 Organization system

Organizational System
70.00 68.24 66.40

65.00

67.08

60.00

55.00

50.00 OVERALL % CORPORATE OFFICE DIST/ZONAL OFFICES % %

OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

The data depicted in figure illumine that the overall satisfaction of employees in NDPL regarding organization system is 67.08%. Further, in corporate office it is 66.40% where as in district/zones offices it is 68.24%. The organization system includes favorable organizational system for deployment of strategies and action plans which is necessary to achieve short and long term goals; adequate systems and processes to drive performance at workplace; and awareness and implementation of various initiatives like Integrated management system in the organization. So, it

59

shows that the above ingredients of organizational system are more or less same in district/zones and corporate offices.

3.2.8 Communication

Communication
80.00 75.00 73.99 70.00 65.00 60.00 71.63 70.24

OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

OVERALL %

CORPORATE OFFICE %

DIST/ZONAL OFFICES %

The perusal of figure reveals that overall satisfaction of employees in NDPL regarding communication is 71.63%. Further, in corporate offices the level of satisfaction regarding communication is 70.24% whereas in district/zones it is 73.99%. The ingredients of communication that was considered are the system that allows employees to communicate their views and suggestions to the management regularly; the free discussions without boss fear between superiors and subordinates. These are seen to be more or less same in district/zone offices than corporate offices.

60

3.2.9 Role
Figure 7: Role

Role
80.00 75.00 70.00 65.00 60.00 OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES % 76.13

79.56

70.27

OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

From the study it is found that the overall satisfaction for role is 76.13%. Further, in corporate office it is 79.56% and in district/zone offices it is 70.27%. The depicted data on the aspects of role such as, awareness about responsibilities and contribution toward organizational goals; adequate opportunities to utilize the competencies to make job more challenging is comparatively better in corporate offices than in district/zones offices.

3.2.10 Working condition

61

Working Condition
85.00 80.00 75.00 74.25 70.00 65.00 60.00 64.86 OVERALL % CORPORATE DIST/ZONAL OFFICE % OFFICES % 79.76 OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

The perusal of data reveals that overall satisfaction of employees in NDPL regarding working condition is 74.25%. Further in corporate office, it is 79.76% and in district/zones it is 64.86%. Working conditions like adequate infrastructures (water, power, table, chairs, toilet, etc) and resources like computer, phone, tools, instrument, stationeries, are comparatively much better in corporate offices than in district/zone offices.

3.2.11 Senior subordinate relationship

62

Senior Subordinate relationship

85.00 80.00 79.25 75.00 70.00

80.40 77.30

OVERALL %

CORPORATE OFFICE %

DIST/ZONAL OFFICES %

OVE RALL % CORPORATEOFFICE% DIST/ZONAL OFFICE % S

The study shows that the overall satisfaction regarding senior subordinate relationship is 79.25%. Further, in corporate offices it is 80.40% and in district/zone offices it is 77.30%. Therefore, it shows that the senior subordinate relationship in corporate and other offices are strong in terms of trust, open discussions and feedback for improvement, involvement in goal setting; and appreciation for good work.

3.2.12 Empowerment in decision making

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Empowerment in decision making

75.00 70.00 65.00 60.00 55.00 50.00 OVERALL % CORPORATE OFFICE % DIST/Z ONAL OFFICES % OVERALL % CORPORATE OFFICE % DIST/Z ONAL OFFICES % 66.50 66.67 66.22

From the study it is found that the overall satisfaction regarding empowerment in decision making is 66.50%. Further, in corporate office it is 66.67% and in district/zone offices it is 66.22%. The study shows that constituents of empowerment in decision making like freedom to take decisions in work areas and satisfaction regarding various participative systems and processes in decision making process is similar in both the corporate and district/zones offices.

3.2.13 Performance Appraisal

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Performance Appraisal
75.00 70.00 65.00 60.00 55.00 50.00 OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES % 63.50 62.30 65.54
OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

The perusal of data reveals that overall satisfaction of employees in NDPL regarding Performance Appraisal is 63.5%. Further, in corporate office it is 62.30% whereas in district/zones it is 65.54%. It includes whether the performance appraisal is objective, structured, transparent and frequent feedback for employee improvement. Here, the data reveals that Performance Appraisal system in district/zone offices and corporate offices is quite similar.

3.2.14 Compensation, Reward and recognition

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Compensation, Reward &Recognition

65.00 60.00 57.42 55.00 50.00 56.94 58.22

OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

OVERALL %

CORPORATE OFFICE %

DIST/ZONAL OFFICES %

The perusal of data reveals that overall satisfaction of employees in NDPL regarding compensation, reward and recognition is 57.42% which is moderate comparing to other parameters of satisfaction. Compensation comprises equity in salaries, allowances and perquisites both internally and externally and Reward and recognition includes the appreciation for employee who is honest, sincere, hard working, and productive for the organization where data shows that in corporate office, it is 56.94% whereas in district/zones it is 58.22%.

3.2.15 Learning and growth

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Learning & Growth

75.00 70.00 65.00 60.00 55.00 50.00 O VERALL % C O RPO RATE O FFIC E % DIS T/ZO NAL O FFIC ES % 67.65 66.90 68.92 Le arn i n g & Growth

The data depicted in Table 1 illumine that the overall satisfaction of employees in NDPL regarding learning and growth is 67.65%. Learning and growth includes the opportunities to get necessary trainings, knowledge, exposure, and new ideas while working with seniors, colleagues and business associates in the organization where data shows that in corporate offices it is 66.90% whereas in district offices it is 68.92%.

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3.2.16 Fun and celebration at workplace

Fun and celebration at workplace

56.00 55.00 54.00 53.00 52.00 51.00 50.00 49.00 OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES % 52.75 51.39
OVERALL % CORPORATE OFFICE % DIST/ZONAL OFFICES %

55.07

The data depicted in Table 1 illumine that the overall satisfaction of employees in NDPL regarding fun and celebration at workplace is 52.75% which is the lowest among all the parameters of satisfaction. Further, in corporate offices it is 51.39% whereas in district/zone offices it is 55.07%. Fun and celebration is one of the most important factor that helps to increase satisfaction level of employees. The fun and celebration at workplace includes celebration of special events and informal get -together at workplace.

3.2.17 Pride

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Pride
80.00 75.00 70.00 65.00 60.00 55.00 50.00
O E A L% VR L C R R T O PO A E O F E% F IC D /Z N L IST O A OF E % F IC S

73.56

74.40

72.13

O E L % V RA L C RPO T O RA E O FFIC % E DIST O L /Z NA O FFIC S % E

The data depicted in Table 1 illumine that the overall satisfaction of employees in NDPL regarding pride is 73.56%. Further, in corporate offices it is 74.40% and in district/zones offices it is 72.13%. Pride includes the sense of pride as a NDPL employee, contribution to the society/nation; and recommending others to work in NDPL. The data shows that sense of pride among the employees of district/zones is quite similar with corporate offices.

3.2.18 Career Advancement

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Career Advancement
62.00 60.00 58.00 56.00 54.00 52.00
OVE RALL % CORPORATE OFFICE% DIST/ZONAL OFFICE % S

60.81 57.63 55.75

OVERALL % CORPORATE OFFICE % DIST/Z ONAL OFFICES %

The data depicted in Table 1 illumine that the overall satisfaction of employees in NDPL regarding career advancement is 57.63%. Further, in corporate offices it is 55.75% whereas in district office it is 60.81%. Career advancement includes well designed policy for career advancement; and identification of individual development needs for employees where the study shows that employees of district/Zone offices are comparatively more satisfied regarding career growth comparing with corporate offices.

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CONCLUSION AND RECOMMENDATION

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CONCLUSION
Overall, the response for the survey has been good. But there are some points for concern also. The percentage level of satisfaction for each calculated from the survey are more inclined to 60% than being 80% or 90%. Moreover, there are some chances of bias in the survey, as there is ample chance for manipulation of responses by the respondents for fear or various other factors. Else the results of the survey are very encouraging. The main reasons contributing to lower satisfaction level at NDPL are:

Lack of transparency in performance evaluation and promotion process.

Compensation related issues Lack of growth opportunity and career advancement in the organization

Lack of fun at work

In a nutshell, People are very happy with their leader, boss and organization culture. Employees have very well appreciated the effective

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communication channel that is placed in the NDPL. Corporate communication department gets full marks for speedy and clear dissemination of information across the organization and making employee aware of organization vision, mission and goals. But there are some serious factors that NDPL has to address. Performance Evaluation - 63.50% people believe that Performance evaluation is transparent in NDPL, while rest thinks otherwise. Almost same is the case reward system. Fun and celebration at work place- Data shows only 52.75%.of employees are satisfied with existing system of Fun and celebration. Fun and celebration at work place in special events like achievement of goal helps employees to be more enthusiastic and creative in their work which finally results in better performance of employees. The other area to concentrate is compensation, reward and recognition where the study shows that it is only 57.42% level of overall satisfaction. The study also shows that the employees are less satisfied regarding career growth where the data reveals only 57.63% level of overall satisfaction. Only 58.72% of executives are satisfied with the

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organization, this validates the fact that NDPL some how is not able to meet the expectations of its young executives. The above data clearly shows that the steps taken by NDPL to retain, grow, satisfy, motivate and engage its employees are appreciable but not enough. In todays hyper-competitive environment, organizations that nurture, develop and retain their employees are the ones that are the most successful. People-led strategic advantage is the most sustainable advantage over competitors. Also, in service industry ( i.e NDPL), it has been found that external customer satisfaction has a direct correlation with internal customer satisfaction. Happy Employees lead to happy customers and thereby, meeting the business goals.

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RECOMMENDATIONS
Taking in view the above results, the following steps can be taken to curb employee turnover at NDPL.

Performance management-NDPL is a part of TATA group, which is famous for its fair & transparent human resource policies. It would be good for NDPL to have references of existing performance evaluation process at different companies of TATA group and to implement the best in order to achieve the same name & fame, which others have achieved. However, short-term solution of this problem is to have effective and clear communication regarding the existing policies to the employees.

Compensation-Although compensation is the least sustainable retention strategy, it still plays a pivotal role in employee turnover. Thus, it is necessary to have comparable pay packages. NDPL should go for external equity and a compensation survey will effectively serve the purpose and will dispel the thoughts from the employee mind that they are being paid less. However, in order to make compensation policy effective it should be reinforced by the better growth, role & designation, leadership and others HR policies.
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Rewards and Recognition: NDPL can incorporate following ways of appreciating and recognizing the efforts of its employees, in turn, boosting their morale.
1. Spot Rewards-Putting a system of spot rewards is going to

boost the morale of employee and it should be in form of gift coupon, movie tickets etc (non-monetary). 2. Pat on the backs
3. Bravo Zulu award-This policy has been successfully

implemented in FedEx. In this member of a department present appreciation card whenever some one among them does something good and commendable. The employee puts the cards on his workstation. It will not only boost the morale of the particular employees, it also helps in building better relationship among fellow members.
4. Innovation reward should be introduced in NDPL. This

award should be given whenever any one finds some innovative and better ways to do work or helps in reduces the losses.

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77

LIMITATION

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LIMITATION
Although, this envisages that satisfaction level in the organization is good. It was, however, unclear whether the level of satisfaction regarding certain parameter was real or the perceived only due to possibility manipulation of responses by the respondents for fear or various other factors.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

Mello.J., Strategic Human Resource management. Dave Shaunt. Robinson. S, Organizational Behavior. Asoke K.Ghosh, Prentice hall, India http://www.ndplonline.com http://managementsearch.com http://businessresearchlab.com

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ANNEXURE

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ANNEXURE

NDPL Employee Satisfaction Survey

Age: Sex: Male Female Department: Designation: Location of work: How long have you worked for NDPL? Less than one year............................ One year to two years....................... Two years to five years.................... Five years to ten years...................... Ten years or more ............................ Read instructions carefully before responding.

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The

Employee

Satisfaction

Questionnaire

has

59

questions/statements. Please read the statements carefully. Since, there are no right or wrong responses to any question or statement feel free to respond to each of the statement by putting a ( ) against any of the five possible responses. The responses are STRONGLY DISAGREE SOMEWHAT DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE 1 2 3 4 5

We request you to use response 3 (Neither agree nor disagree) only if you are absolutely sure that the other responses will not truly reflect your feelings.

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1. Leadership No Question 1 Top/ Senior management is 1 2 3 4 5

personally committed to quality, and expects high level of quality orientation amongst employees. 2 NDPLs top/ senior management has a clear vision for the future, and energizes people to achieve the same. 3 The top/senior management in this organization makes sincere and systematic effort to understand the grass root issues and resolve them. 4 Top/senior management of NDPL promotes legal and ethical behavior in the organization 5 Top/senior management

encourages good performances and achievement of employees through various appreciation, recognitions mechanism reward of and

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No Question 6 The management understands short and long term challenges of this organization and is committed to address them in speedy manner 7 I look up to NDPLs top/senior management as role models.

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2. Awareness and Clarity of organizational vision, mission and core values No Question 1 I am aware of the organizations vision and mission 2. I am aware of my departments 1 2 3 4 5

goal, objective and action plans 3 I am aware of the organizations core values and its meaning 4 Employees day behavior here demonstrate

professed core values in their day to

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3. Organizational Culture No Question 1 There is inter-departmental and Intradepartmental teamwork an co-operation at NDPL. 2 Employees workplace and no one is harassed based on gender, caste, region or religion 3. There is an effective grievancehandling procedure here 4 In this organization, I am confident that an honest mistake will be tolerated and taken as a lesson learnt 5 Improvement, innovation, proare treated impartially at 1 2 3 4 5

activeness and agility are usually encouraged at NDPL

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No Question 6 NDPL is a performance oriented organization and I am aware that for career growth my consistent good performance is a must 7 Learning and knowledge sharing is encouraged and practiced at NDPL 8 At NDPL, bureaucracy is discouraged

Quality orientation in our work, services and behavior is encouraged at NDPL

10

There is faith and lateral trust amongst colleagues and peers in the organization

4. Organization system

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No Question 1 Organization structure of NDPL supports deployment of strategies and action plans necessary to achieve short and long term goals 2 At NDPL, weve adequate systems, processes and fora to drive performance at work place 3 I am aware of the Integrated Management System(Quality Management System, Environment Management System) of the organization and people follow the same in their day to day activities

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5. Communication No Question 1 The communication system allows me to communicate my views and suggestion to the management from time to time 2 In the organization, people talk to their superiors in a free and frank manner about all issues within the team 1 2 3 4 5

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6. Role No Question 1 I know my role/responsibilities and how I am contributing towards organizational goals and objectives 2 I find my job challenging and it provides adequate opportunities to use my knowledge, skills and ideas. 1 2 3 4 5

7. Working conditions No Question 1 My work place has adequate 1 2 3 4 5

infrastructures (water, power, table, chairs, toilet, etc) 2 I have adequate resources (computer, phone, tools, instrument, stationeries, etc) to do my job well

8. Senior subordinate relationship

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No Question 1 2 My immediate boss treats me fairly My immediate boss encourages frank and open discussions/dialogues about work, action plans and improvement ideas 3 Goals and responsibilities are

mutually set after discussion between me and my boss 4 My immediate boss appreciates me whenever I do good work and offer good ideas 5 My immediate boss trust me to do good job without watching over my shoulders

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9. Empowerment in decision making No Question 1 I am empowered to take decision in my work areas that would best serve the organization 2 I am satisfied with the various participative systems and processes designed for involving employees in the decision making process 1 2 3 4 5

10. Performance appraisal No Question 1 Our performance appraisal system for executives structured 2 Our Performance management system is deployed in a transparent manner and meets its objectives 3 My immediate boss gives performance feedback to me for improvement is objective and well 1 2 3 4 5

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11. Career advancement No Question 1 This organization has a well-designed policy for career advancement of executives 2 The performance appraisals provide inputs for identifying individual development needs 1 2 3 4 5

12. Compensation, reward and recognition No Question 1 2 3 4 5

Salaries, allowances and perquisites of executives in this organization are attractive expertise considering their job and responsibility, qualification

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My salary is equitable in comparison to other employees working at the same level within the organization.

Salaries, Allowances and perquisites of executives compare favorably with those prevailing in other comparable organizations

Executives organizational

who

contribute efficiency

to and

productivity are suitably recognized and rewarded in this organization 5 The work of an executive who is honest, sincere, and hard working is recognized and appreciated in this organization 6 My organization recognizes and

appreciates employees achievements in areas related to sports, cultural activities, team work, good citizenship, etc.

13. Learning and growth No Question 1 2 3 4 5

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14. Fun and celebration at workplace No Question 1 Special events are celebrated at my workplace 2 There are informal get-togethers at workplace 1 2 3 4 5

15. Pride No Question 1 I feel a sense of pride when I introduce my self to someone as an employee of NDPL 2 I really look forward to come to office every morning 3 I feel good about the way we contribute to the society/nation 4 If there is an appropriate opportunity for a competent friend in NDPL, I would ask him to join because I feel NDPL is a right place for performers and competent persons 1 2 3 4 5

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What can NDPL do to increase your satisfaction as an employee?

Suggestion 1:

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