Aashish Final Project

Bharat Heavy Electrical Limited
A
SUMMER TRAINING REPORT ON
STUDY OF JOB SATISFACTION
at
BHEL,HARIDWAR

SUMMER PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION
SESSION : 2011-14

Submitted to Submitted by
Dr. Mayank Jain Aashish Kumar
(HOD) BBA. 6
th
sem
Roll no. 8655502

IIMT Engineering college, Meerut


ACKNOWLEDGEMENT

Encouragement motivates a person towards one's aim while guidance helps
one to achieve it. Both encouragement and guidance take one towards success in
one's Works. It would be difficult and almost impossible to achieve excellence
without the blessings of God above and of elders.

I also owe my sincerely thanks to the authorities of the Human Resource
Development Center, BHEL, Haridwar for providing me the environment for
learning and extending to me their library. I express my profound gratitude to
Mr.J.R CAURD Deputy Manager (HR-PRX) for his valuable guidance and help.

I wish to express my heartfelt appreciation and accord my deep sense of gratitude to
Ms.SHARDA, Executive (HR), for his inspiring guidance, constructive criticism,
unlimited interest and innovative ideas throughout the pursue of this manuscript

Aashish


PREFACE
BHARAT HEAVY ELECTRICALS LTD , HARIDWAR. gives me an opportunity
for training. I have done work with HR Department. I have very good experience in
my life. I learnt working process of this department.
By this project report I cover the working of the department. I explain my
knowledge and my experience, which can I define.
By this project any one can find out how effectively they perform their HR
practices. How effectively they work for companys benefit.
Everyone can easily understand which type of work is doing in BHEL HR
department. One thing is more important that they are trying to do more effective
work. All the things related to this are attached with project report.


EXECUTIVE SUMMARY
Job satisfaction is an individuals emotional reaction to the job itself. It
is his attitude towards his job. As the objective behind the study is to
know the job satisfaction of employees of bhel haridwar..Scope of the
study is it is very useful to hr manager of the firm as the know the level
of satisfied and unsatisfied employees. As job satisfaction has various
effects on the job like physical and mental stress, productivity ,
absenteeism. Study of job satisfaction in organization is very important
as it has various benifits like It gives management an indication of
general levels of satisfaction in a company. It also indicate specific areas
of satisfaction or dissatisfaction as compared to employee services and
particular group of employee. It leads to valuable Communication flow
in all direction. Upward communication is especially fruitful when
employee are encouraged to comment about what is on their minds
instead of merely answering questions about topics important to
management. As it is useful way to determine certain training needs. It
is useful for identifying problem that may arise, comparing the response
to several alternatives and encouraging manager to modify their original
plans. As it allows management to evaluate the actual response to a
change and study its success or failure. It relates with various theories
also which helps in understanding the satisfaction level of employee.
The sample size of the study is 100 employees as their are so many
employees in the organization . Findings related with the study are that
most of the employees were satisfied with the welfare measures
provided by BHEL. The employees of BHEL get more benefits compare
to other companies. Suggestion for the organization is that there are

some employees also who are not satisfied with the company.
Management should try to convert them i.e. unsatisfied employees in to
satisfied employees.

CONTENT


PARTICULARS PAGE NO
HISTORY OF ORGANIZATION 8-9
COMPANY PROFILE 10-29
PRODUCT PROFILE 30-32
OBJECTIVE OF THE STUDY 33-34
SCOPE OF THE STUDY 35-36
LIMITATION OF THE STUDY 37-38
AN OVERVIEW 39-67
RESEARCH METHODOLOGY
Defining the problem
Research design:- Type
of study
Sample design
Size of sample
Collection of data
68-70
ANALYSIS & INTERPRETATION OF
THE DATA
71-90
FINDINGS 91-92
SUGGESTION &
RECOMMENDATION
93-94
CONCLUSION 95-97
APPENDIX
Questionnaire
Bibliography
98-102

Company Profile

The first plant of what is known as BHEL was established nearly 51 Years ago at Bhopal an
was the genesis of the heavy electrical Equipment industry in India. BHEL is, today the largest
engineering Enterprise of it kind in India with a well recognized track record of performance
making earning profits continuously since 1971-72 and achieved a sales turnover of Rs.21608
crores with a profit before tax of more than Rs. 4000 in 2008-09.
BHEL caters to core sectors of the Indian Economy VI. Power generation & transmission,
industry, transportation, telecommunication, Renewal energy, defense, etc. The wide network
of BHELs 14 manufacturing divisions (working) & 2 manufacturing units under construction,
4 power sector regional centers, 8 service centers, and 18 regional offices and large number of
project sites spread all over India and abroad enable the company to promptly serve its
customers and provide them with suitable products, systems and services efficiently and at
competitive rates.
The World Bank in its report on the Indian public sector has described BHEL as
one of the most efficient enterprises in the industrial sector as per with international
standards of efficiency

Certificates:
BHEL has already attained ISO 9000 and all the major units/ division of BHEL have been
upgraded to the latest ISO 9000:2000 version of quality management. BHEL has secured ISO
14001 certification for environmental management systems and OHSAS 18001 certification for
occupational health and safety management systems for its major units/ divisions. The
companys inherent potential coupled with its strong performance over the years, has resulted in

it being chosen as one of theNAVRATNA Public sector enterprises (PSEs), which are to be
supported by the government of India in their endeavor to become future global players.

VISION, MISSION & VALUES OF BHEL

BHEL defines its vision, mission, values and objectives as follow:
VISSION To become a world class, innovative, competitive and profitable
engineering enterprise providing total business solutions.
MISSION To be the leading Indian engineering enterprise providing quality
products, systems and services in the field of energy, transportation, industry,
infrastructure and the potential areas.
VALUES
Meeting commitments makes to internal and external customers.
Fostering learning, creativity and speed of response.
Respect of dignity and potential of individuals.
Loyalty and pride in the company.
Team playing.
Zeal to excel.
Integrity and fairness in all matters.

OBJECTIVES OF BHEL

Growth To ensure a steady growth by enhancing the competitive edge of BHEL in
existing business, new area and international operations so as to fulfill national
expectation for BHEL.
Profitability To provide a reasonable and adequate return on capital employed,
primarily through improvements in operational efficiency, capacity utilization and
productivity, and generates adequate, internal resources to finance the companys
growth.

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

POLICIES OF BHEL
QUALITY POLICY:
To acquire and maintain a leading position as a supplier of Quality products to national
/International standards and to meet the requirements of customers.
ENVIRONMENTAL POLICIES
Compliance with applicable Environmental Legislation / Regulation.
Continuous improvement in environment management system to protect
our natural environment and control pollution.
Promotion of activities for conservation of resources by Environmental
management.
Enhancement of environment awareness among employees, customers and
suppliers.

OCCUPATIONAL HEALTH AND SAFETY POLICY:
Compliance with applicable legislation and Regulations.
Setting objectives and targets to eliminate / minimize risk due to occupational
safety hazards.
Appropriate structure training to employees on occupational health and
safety (OH&S) aspects.
Formulation and maintenance of OH&S management programmes for
continual improvement.
Periodic review of OH&S management system to ensure its continuing
suitability, adequacy and effectiveness.

PARTECIPATION IN THE GLOBAL COMPACT TO THE UNITED
NATIONS
The Global Compact is a partnership between the UNITED NATIONS, the
business community, international labour and NGOs. It provides a forum for
them to work together and improve corporate practices through co-operation
rather then confrontation.
BHEL has joined the GLOBAL COMPACT of United Nations and has
committed to support it and the set of core values enshrined in its nine
principles.
PRINCIPLES OF GLOBAL COMPACT
Human Rights
Business should support respect the protection of internationally proclaimed
human right
Make sure they are not complicit in human rights abuses.
Labour Standards
Business should uphold the freedom of association and the effective recognition
of the right to collective bargaining.
The elimination of all forms of forces and compulsory labour.
The effective abolition of child labour.

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

BHEL IN INDIA
RIGIONAL OFFICES (POWER SECTORS)
New Delhi (Northern Region)
Kolkata (Eastern Region)
Nagpur (Western Region)
Chennai (Southern Region)
BUSINESS OFFICES
Bangalore
Bhubaneshwar
Chandigarh
Chennai
Guwahati
Jabalpur
Jaipur
Kolkata
Lucknow
Mumbai
New Delhi
Patna
Ranchi

Secunderabad
Vadodara

BHELs MANUFACTURING UNITS
Bangalore Electronic Division
Industrial systems group
Electro porcelains Division
Bhopal: Heavy Electrical Plant
Gowindwal: Industrial valves plant
Haridwar: Heavy electrical Equipment Plants
Hyderabad: Heavy Power Equipment Plant
Jagdishpur: Insulator Division
Jhansi: Transformer Plant
Rudrapur: Component Fabrication Plant
Ranipet: Boiler Auxiliaries Plant
Tiruchirapally: A. High pressure Boiler Plant
Varanasi: Heavy Equipment Repair Plant
SERVICE CENTERS
Banglore
Chandigarh
kolkata
Nagpur
New Delhi
Patna
Secunderabad
Vadodara
Varanasi


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

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

AWARDS WON BY BHEL: -
International Awards

Shri R.S. Babu, GM, BAP-Ranipat received the prestigious Keith Hartley memorial
medallion for the year 2000 at the international welding conference organized by the
international institute of welding for his outstanding contribution to welding technology in
the country.
National Awards
PMs Shram Awards
National Productivity councils productivity performance awards
VihswakarmaRahtriyaPuruskars
National Safety Awards
Golden Peacock National Quality Awards
Engineering Export Promotion Councils (EEPC) Award
Inssan Awards
Value engineering Awards
Energy conservation Awards
Ecological Awards
Best Executive Awards
SammanPatra
Best employer for physically handicapped
Best Physically Handicapped employee Award
Information Technology Professional Award
Seven employees of Tiruchirapally unit won the govt. of Tamil Nadu award
for outstanding workers, TamilagaArasinUyarnthauzhaipalarviruthu. For
the year 1997.

BHELs CLIENTS BHELS STRENGTH
Major Clients
POWER
State Electricity Boards / Power corporations (SEBs/ PCs)
National Thermal Power Corporation (NTPC)
National Hydroelectric power corporation Ltd. (NHPC)
Nuclear Power Corporation

Damodar valley corporation (DVC)
Ahmedabad Electricity Co.
Tata Electric Company
Neyveli Lignite Corporation
Durgapur Projects Limited
Kolkata Electric Supply Co.
Gujarat Industries Power Co.
Power &Development Department (J&K)
North Eastern Electric Power Corporation
Bombay sub urban Electric supply Co. (BSES)
Independent Power Producers (IPPs)
TRNSMISSION
State Electricity Boards / Power Corporations (SEBs/PCs)
West Bengal Power Development Corporation Ltd.
Temigjatvidyut Nigam Ltd.
National Thermal Power Corporation (NTPC)
RashtriyaIspat Nigam Ltd.
Indian Organic & Chemicals Ltd.
National Fertilizer Ltd

INDUSTRY
National Aluminum Co. (NALCO)
Hindustan Aluminum Co. (HINDALCO)
Steel Authority of India Ltd. (SAIL)
BALCO
Tata Iron & steel Co. (TISCO)
Hindustan Copper Ltd. (HCL)
Hindustan Zinc Ltd.
JP Rewa cement
L&T Cement
Raymond Cement

Rajshree Cement
Cement Corporation of India
Hindustan Fertilizers &Chemical Ltd.
Indian Farmer & Fertilizers Cooperative (IFFCO)
Hindustan paper Corporation
JK paper mill
Grasim Industries
Hindustan sugar
Mysore Sugar
Indian Oil Corporation (IOC)
IPCL
HPCL
Reliance Industries
Oil and Natural Gas Corporation (ONGC)
Gas authority of India Ltd. (GAIL)
Defense Ministry

TRANSPORTATION
Indian railways
Port Trusts
Steel Plants
Cement Plant


Seeking collaboration in human resource development

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

Business development

Organization development

Technology development

BHEL's Human Resource Development Institute, with its standing of a respectable
center of learning, seeks collaboration in the above activities with other
Management Institutes and in-house
Human Resource Development institutes of national and international repute with a
prime objective of mutually sharing the resources and expertise for competency
building in various areas by jointly conducting training programmers, seminars,
workshops, conferences, consultancy, action research, case-study development and
academic activities to achieve greater heights.
The main focus of such collaborative ventures would be to bridge the gaps and
overcome the barriers, which are likely to emerge in the turbulent future.
BHEL's Human Resource Development Institute is extending its invitation and
intends to collaborate with leading Management Institutes and in-house Human
Resource Development Institutes in India and abroad to identify and work together
on new frontiers of Human Resource Development.


SWOT ANALYSIS
STRENGTHS:
World-wide Network
Government Support.
Grand Financial Sources of the Organization.
Easy Availability of Labour.
No Direct Marketing to Individuals.
Production at large scale.
Fewer Competitors in the Private Sector.
WEAKNESSES:
Lack of Quick Availability of Raw Materials at the work place.
High Sensitivity of some products (like insulators)
Inherent weakness of public sector undertakings.
Political interference.
Remote Locations.
Limited Capacity of Plants.
OPPORTUNITIES:
Managing Working Capital and Financial Sources.
Managing Human Resource (Main Power).
Expansion of Plant.

Increasing Workers Participation in Management.
Compete to Private Sector Firms.
Provide better Quality Products to the Industry.
To enhance better work culture.
Increasing Net Profit.

THREATS:
Government Policies of Globalization and Privatization.
Government Intention to Create New PSOs for Production of
Power Project.
Increasing Labour Cost (Market Price).
Increasing Political Interference in Internal matters of Company
BHEL HARIDWAR
AN OVEREVIEW:
At the foothills of the majestic Himalayas & on the banks of a holy ganges in
ranipur near haridwar is located heavy electricals equipment plant of bharat heavy
electrical limited.
Bhel wholly owned by the government of india is an integrated engineering
complex consisting of several plants in india where about 70000 workers are busy
in design & manufacturing of a wide range of heavy electrical equipmnent.
At present 70% of the countrys electrical energy is generated by the sets
manufacturing by bhel,haridwar.


PRODUCT PROFILE
1. HEEPS PRODUCT & CAPACITY RATINGS
PRODUCT CAPACITY RATING
1. Thermal set/nuclear set 210 MW-660 MW
2. Generator different power stations acc. to requirement
3. Gas Turbine 60 MW- 200 MW
4. Heat Exchangers/Condenser Up to 800 MW

2. CFFPs PRODUCT & CAPACITY RATINGS:
PRODUCT CAPACITY RATING
a) Steam steel castings like steam 6000 Tones
Chest, turbine cylinders, stray rings,
Runner blades etc.
b) Special steel forgings like steam turbine 3250 Tones
Rotors, rotor discs, hydro turbine shaft.


BLOCKS IN HEEP:

BLOCK-1 Turbo Generators, AC Machines
BLOCK-2 Fabrication (Steam, Hydro & gas Turbine)
BLOCK-3 Gas & Steam Turbine
BLOCK-4 CIM (Coil & Insulation Manufacturing) & (Apparatus
Control)
BLOCK-5 Heat exchangers, Forging and Fabrication
BLOCK-6 Stamping
BLOCK-7 Wooden Packing works
BLOCK-8 Fabrication, seamless tubes and heat exchange


OBJECTIVE OF THE STUDY

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

SUB OBJECTIVES:-

To find that whether the employees are satisfied or not.
To analyse the companys working environment.
To check the Degree of satisfaction of employees.
To find that they are satisfied with their job profile or not
To study the relationship between the personal factors of the Employee (Income,
Designation, Educational qualification, Gender, etc.,)


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

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

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

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


Limitation of the study

Data collected is based on questionnaire.
The number of employees in BHEL, HARIDWAR is more, so sample size is
limited by 100.
The information collected by the observation method is very limited.
The result would be varying according to the individuals as well as time.
Some respondents hesitated to give the actual situation; they feared that
management would take any action against them
The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.


An overview :

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

Definitions:

Job satisfaction does not seem to reduce absence, turnover and perhaps accident
rates.
-Robert L. Kahn
Job satisfaction defines as The amount of over all positive affect (or feeling) that
individuals have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
Job satisfaction is the amount of pleasure or contentment associated with a job. If
you like your job intensely, you will experience high job satisfaction. If you dislike
your job intensely, you will experience job dissatisfaction.
By Andrew J DuBrins,
The practice of supervision, New Delhi

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

JOB FAMILY

POLITICS LIFE LEISURE

RELATED ELEMENT OF LIFE SATISFACTION
Human life has become very complex and completed in now-a-days. In modern
society the needs and requirements of the people are ever increasing and ever
changing. When the people are ever increasing and ever changing, when the peoples
needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to
contribute very little for any purpose. Job satisfaction of industrial workers us very
important for the industry to function successfully. Apart from managerial and
technical aspects, employers can be considered as backbone of any industrial
development. To utilize their contribution they should be provided with good
working conditions to boost their job satisfaction. Any business can achieve success
and peace only when the problem of satisfaction and dissatisfaction of workers are
felt understood and solved, problem of efficiency absenteeism labour turnover
require a social skill of understanding human problems and dealing with them
scientific investigation serves the purpose to solve the human problems in the
industry.
a) Pay.
b) The work itself.

c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental
in fulfilling so many needs. Money facilities the obtaining of food, shelter, and
clothing and provides the means to enjoy valued leisure interest outside of work.
More over, pay can serve as symbol of achievement and a source of recognition.
Employees often see pay as a reflection of organization. Fringe benefits have not
been found to have strong influence on job satisfaction as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in
determining how satisfied employees are with their jobs. By and large, workers want
jobs that are challenging; they do want to be doing mindless jobs day after day. The
two most important aspect of the work itself that influence job satisfaction are
variety and control over work methods and work place. In general, job with a
moderate amount of variety produce the most job satisfaction. Jobs with too little
variety cause workers to feel bored and fatigue. Jobs with too much variety and
stimulation cause workers to feel psychologically stressed and burnout.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion
to a higher level in an organization typically involves positive changes I supervision,
job content and pay. Jobs that are at the higher level of an organization usually
provide workers with more freedom, more challenging work assignments and high
salary.
SUPERVISION

Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision
making, employee who participates in decision that affect their job, display a much
higher level of satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction
to individual employees. The working groups also serve as a social support system
of employees. People often used their co-workers as sounding board for their
problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can
influence life outside of work. If people are require to work long hours and / or
overtime, they will have very little felt for their families, friends and recreation
outside work.
DETERMINANTS OF JOB SATISFACTION:
While analyzing the various determinants of job satisfaction, we have to keep in
mind that: all individuals do no derive the same degree of satisfaction though they
perform the same job in the same job environment and at the same time. Therefore,
it appears that besides the nature of job and job environment, there are individual
variables which affect job satisfaction. Thus, all those factors which provide a fit
among individual variables, nature of job, and situational variables determine the
degree of job satisfaction. Let us see what these factors are.


Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on an individuals
level of education, age and other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between
the level of education, particularly higher level of education, and job satisfaction.
The possible reason for this phenomenon may be that highly educated persons have
very high expectations from their jobs which remain unsatisfied. In their case,
Peters principle which suggests that every individual tries to reach his level of
incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their
life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising
upto certain stage, and finally dips to a low degree. The possible reasons for this
phenomenon are like this. When individuals join an organization, they may have
some unrealistic assumptions about what they are going to drive from their work.
These assumptions make them more satisfied. However, when these assumptions
fall short of reality, job satisfaction goes down. It starts rising again as the people
start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear
of retirement and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may
not feel happy at the workplace. Similarly, other personal problems associated with

him may affect his level of job satisfaction. Personal problems associated with him
may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level
and job content.
Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself
becomes source of satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement
of skills for performing it, and the degree of responsibility and growth it offers. A
higher content of these factors provides higher satisfaction. For example, a routine
and repetitive lesser satisfaction; the degree of satisfaction progressively increases in
job rotation, job enlargement, and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context formal
and informal. Formal organization emerges out of the interaction of individuals in
the organization. Some of the important factors which affect job important factors
which affect job satisfaction are given below:
1. Working conditions: Working conditions, particularly physical work
environment, like conditions of workplace and associated facilities for performing
the job determine job satisfaction. These work in two ways. First, these provide
means job performance. Second, provision of these conditions affects the

individuals perception about the organization. If these factors are favourable,
individuals experience higher level of job satisfaction.
2. Supervision: The type of supervision affects job satisfaction as in each type of
supervision; the degree of importance attached to individuals varies. In employee-
oriented supervision, there is more concern for people which is perceived favourably
by them and provides them more satisfaction. In job oriented supervision, there is
more emphasis on the performance of the job and people become secondary. This
situation decreases job satisfaction.
3. Equitable rewards: The type of linkage that is provided between job
performance and rewards determines the degree of job satisfaction. If the reward is
perceived to be based on the job performance and equitable, it offers higher
satisfaction. If the reward is perceived to be based on considerations other than the
job performance, it affects job satisfaction adversely.
4. Opportunity: It is true that individuals seek satisfaction in their jobs in the
context of job nature and work environment by they also attach importance to
opportunities for promotion that these job offer. If the present job offers opportunity
of promotion is lacking, it reduces satisfaction.
5. Work group: Individuals work in group either created formally of they develop
on their own to seek emotional satisfaction at the workplace. To the extent such
groups are cohesive; the degree of satisfaction is high. If the group is not cohesive,
job satisfaction is low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading to job
satisfaction.

EFFECTS OF JOB SATISFACTION
Job satisfaction has a variety of effects. These effects may be seen in the context of
an individuals physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental health.
Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately affects his
physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and
physical health result from psychologically harmful jobs. Further, since a job is an
important part of life, job satisfaction influences general life satisfaction. The result
is that there is spillover effect which occurs in both directions between job and life
satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and
productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction
and productivity; when job satisfaction increases, productivity increases; when
satisfaction decreases, productivity decreases. The basic logic behind this is that a
happy worker will put more efforts for job performance. However, this may not be
true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but
he may not put his efforts more vigorously because of his low expectations from the
job. Therefore, this view does not explain fully the complex relationship between
job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various research
studies also support this view.


This relationship may be explained in terms of the operation of two factors: effect of
job performance on satisfaction and organizational expectations from individuals for
job performance. 1. Job performance leads to job satisfaction and not the other way
round. The basic factor for this phenomenon is the rewards (a source of satisfaction)
attached with performance. There are two types of rewardsintrinsic and extrinsic.
The intrinsic reward stems from the job itself which may be in the form of growth
potential, challenging job, etc. The satisfaction on such a type of reward may help to
increase productivity. The extrinsic reward is subject to control by management such
as salary, bonus, etc. Any increase in these factors does not hep to increase
productivity though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity
because he has to operate under certain technological constraints and,
therefore, he cannot go beyond certain output. Further, this constraint
affects the managements expectations from the individual in the form of
lower output. Thus, the work situation is pegged to minimally acceptable
level of performance. However, it does not mean that the job satisfaction
has no impact o productivity. A satisfied worker may not necessarily lead to
increased productivity but a dissatisfied worker leads to lower productivity.

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Performanc
e
Extrinsic
reward
Intrinsic
reward
Satisfaction
Perceived equity
of rewards

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

TURNOVER

JOB ABSENCES
SATISFACTION

LOW

LOW HIGH
TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND
ABSENCES


Employee turnover:
Turnover of employees is the rate at which employees leave the organization within
a given period of time. When an individual feels dissatisfaction in the organization,
he tries to overcome this through the various ways of defense mechanism. If he is
not able to do so, he opts to leave the organization. Thus, in general case, employee
turnover is related to job satisfaction. However, job satisfaction is not the only cause
of employee turnover, the other cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software
professionals is very high in India. However, these professionals leave their
organizations not simply because they are not satisfied but because of the
opportunities offered from other sources particularly from foreign companies
located abroad.


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

INDIVIDUAL SOCIAL ORGANIZATIONAL CULTURAL
ENVIRONMENTAL
Individual:- Personality, education, intelligence and abilities, age, marital
status, orientation to work.
Social factors:-Relationship with co-workers, group working and norms,
opportunities for interaction, informal relations etc.
Organizational factors:- Nature and size, formal structure, personnel
policies and procedures, industrial relation, nature of work, technology and
work organization, supervision and styles of leadership, management
systems, working conditions.
Environmental factors:-Economic, social, technical and governmental
influences.
Cultural factors:-Attitudes, beliefs and values
.
These factors affect job satisfaction of certain individuals in a given set of
circumstances but not necessarily in others. Some workers may be satisfied with
certain aspects of their work and dissatisfied with other aspects .Thus, overall degree
of job satisfaction may differ from person to person.


IMPORTANCE TO STUDY JOB SATISFACTION
The importance to the study of job satisfaction level is very important for
executives. Job satisfaction study importance can be understood by the answer of the
following question
1) Is there room for improvement?
2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?


BENEFITS OF JOB SATISFACTION STUDY
Job satisfaction surveys can produce positive, neutral or negative results. If planned
properly and administered, they will usually produce a number of important
benefits, such as-
1. It gives management an indication of general levels of satisfaction in a
company. Surveys also indicate specific areas of satisfaction or
dissatisfaction as compared to employee services and particular group of
employee.
2. It leads to valuable communication brought by a job satisfaction survey.
Communication flow in all direction as people plan the survey, take it and
discuss the result. Upward communication is especially fruitful when
employee are encouraged to comment about what is on their minds instead of
merely answering questions about topics important to management.
3. as a survey is safety value, an emotional release. A chance to things gets off.
The survey is an intangible expression of managements interest in employee
welfare, which gives employees a reason to feel better towards management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise,
comparing the response to several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows management to
evaluate the actual response to a change and study its success or failure.


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

SATISFIED EMPLOYEE

CREATING JOB SATISFACTION
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place
that will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction need
to incorporate the following:
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the worker opportunities to
"put his or her signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible supervisor who provides
timely feedback as well as congenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is that
there are many factors that affect job satisfaction and that what makes workers happy with
their jobs varies from one worker to another and from day to day. Apart from the factors
mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the nature
of the work itself. Managers who want to maintain a high level of job satisfaction in the
work force must try to understand the needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup.
Also, managers can enhance job satisfaction by carefully matching workers with the type of
work.

For example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,
managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job enrichment.
Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work
itself. Job enrichment usually includes increased responsibility, recognition, and
opportunities for growth, learning, and achievement. Large companies that have used job-
enrichment programs to increase employee motivation and job satisfaction.
Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects on
job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:
When have I come closest to expressing my full potential in a work situation?
What did it look like?
What aspects of the workplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be applied to the present situation?


WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or
her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction:
Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.
Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often result in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing
a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.



ASSURING JOB SATISFACTION
Assuring job satisfaction, over the longterm, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of
the relative prominence of pay in the reward system, it is very important that salaries be tied
to job responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied with
her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the
pains, there is some level of job satisfaction

MODEL OF JOB SATISFACTION


THEORIES OF JOB SATISFACTION
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job.
Further, the theory states that how much one values a given facet of work (e.g. the
degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes
when expectations are/arent met. When a person values a particular facet of a job,
his satisfaction is more greatly impacted both positively (when expectations are met)
and negatively (when expectations are not met), compared to one who doesnt value
that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more
satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states
that too much of a particular facet will produce stronger feelings of dissatisfaction
the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory
]
. It is a very
general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of ones job. This
approach became a notable explanation of job satisfaction in light of evidence that
job satisfaction tends to be stable over time and across careers and jobs. Research
also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued
that there are four Core Self-evaluations that determine ones disposition towards
job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism.
This model states that higher levels of self-esteem (the value one places on his/her

self) and general self-efficacy (the belief in ones own competence) lead to higher
work satisfaction. Having an internallocus of control (believing one has control over
her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
[]
.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace This theory states
that satisfaction and dissatisfaction are driven by different factors motivation and
hygiene factors, respectively. An employees motivation to work is continually
related to job satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organization goals (Hoskinson, Porter,
& Wrench, p.133). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities. These motivating factors are considered
to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and
other working conditions
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hack man & Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner to
changes in motivating/hygiene factors.
]
Finally, the model has been criticized in that
it does not specify how motivating/hygiene factors are to be measured.
Need Fulfillment Theory :
Under the need-fulfillment theory it is believed that a person is satisfied if he gets
what he wants & the more he wants something or the more important it is to him, the
more satisfied he is when he gets it & the more dissatisfied he is when he does not

get it. Needs may be need for personal achievement, social achievement & for
influence.
a) Need for personal achievement :
Desires for personal career development, improvement in one's own life standards,
better education & prospects for children & desire for improving one's own work
performance.
b) Need for social achievement :
A drive for some kind of collective success is relation to some standards of
excellence. It is indexed in terms of desires to increase overall productivity,
increased national prosperity, better life community & safety for everyone.
c) Need for influence :
A desire to influence other people & surroundings environment. In the works
situation, it means to have power status & being important as reflected in initiative
taking and participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively
related to the degree to which one's personal & social needs are fulfilled in the job
situation.
Social References - Group Theory :
It takes into account the point of view & opinions of the group to whom the
individual looks for the guidance. Such groups are defined as the 'reference-group'
for the individual in that they define the way in which he should look at the world
and evaluate various phenomena in the environment (including himself). It would be
predicted, according to this theory that if a job meets the interest, desires and
requirements of a person's reference group, he will like it & if it does not, he will not
like it.

A good example of this theory has been given by C.L. Hulin. He measures the
effects of community characteristics on job satisfaction of female clerical workers
employed in 300 different catalogue order offices. He found that with job conditions
held constant job satisfaction was less among persons living in a well-to-do
neighborhood than among those whose neighborhood was poor. Hulin, thus provides
strong evidence that such frames of reference for evaluation may be provided by
one's social groups and general social environment.


RESEARCH METHODOLOGY


Research methodology

Research methodology is a way to systematically solve the problem. It may be understood
has a science of studying how research is done scientifically. In it we study the various steps
that all generally adopted by a researcher in studying his research problem along with the
logic behind them.
The scope of research methodology is wider than that of research method.
MEANING OF RESEARCH
Research is defined as a scientific & systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation. Research is a systemized effort
to gain new knowledge. It is a careful inquiry especially through search for new facts in any
branch of knowledge. The search for knowledge through objective and systematic method
of finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data
in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research is design is the conceptual structure within which research is
conducted; it constitutes the blue print of the collection, measurement and analysis of the
data. As search the design includes an outline of what the researcher will do from writing
the hypothesis and its operational implication to the final analysis of data. The design is
such studies must be rigid and not flexible and most focus attention on the following 2;


Research Design can be categorized as

In the project exploratory research is considered as it seeks to discover ideas and insight to
bring out new relationship. Research design is flexible enough to provide opportunity for
considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
SAMPLE SIZE :
Questionnaire is filled by 100 employees of BHEL HARIDWAR
The questionnaire was filled in the office and vital information was collected which was
then subjects to:-
A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
At the end all information was compiled to complete the project report.

TYPES OF RESEARCH
DESIGN
EXPLORATORY
RESEARCH DESIGN
DESCRIPTIVE
DIAGNOSTIC
RESEARCH DESIGN
EXPERIMENTAL
RESEARCH DESIGN

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


DATA ANALYSIS & INTERPRETATION


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

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

0
10
20
30
40
50
60
70
80
90
100
PERCENT
strongly agree
agree
neither agree nor
disagree
disagree
strongly disagree
Total

Table No: 2=I'm happy with my work place
PERCENT
Strongly agree 30
Agree 39
Disagree 8
Strongly disagree 5
100
CHART 2

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

0
20
40
60
80
100
percent
Strongly agree
Agree
neither agree nor
disagree
Disagree
strongly disagree
Total

Table No: 3=I feel i have too much work to do
PERCENT
strongly agree 7
Agree 9
Disagree 37
Strongly disagree 22
100
CHART 3

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

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

Table No: 4=Safety measures provided by the company
PERCENT
strongly agree 28
Agree 31
Disagree 11
Strongly disagree 6
TOTAL 100
CHART 4

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

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

Table no. 5=My relationship with my supervisor is cordial
PERCENT
strongly agree 30
Agree 41
Disagree 6
Strongly disagree 7
TOTAL 100
CHART 5

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

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

Table no 6=My supervisor is not partial
PERCENT
strongly agree 18
Agree 30
Disagree 19
TOTAL 100
CHART 6

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

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

Table no7=My supervisor considers my idea too while taking decision
PERCENT
strongly agree 26
Agree 43
Disagree 2
Strongly disagree 3
TOTAL 100
CHART 7

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

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

Table no 8=I'm satisfied with the support from my co-workers
PERCENT
strongly agree 21
Agree 47
Disagree 9
Strongly disagree 7
TOTAL 100
CHART 8

Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly
68% of the respondents agree that they are satisfied with support from co-workers
and only 15% disagreed and 16% have no answer to this.
0
20
40
60
80
100
PERCENT
strongly agree
Agree
neither agree nor
disagree
Disagree
strongly disagree
Total

Table no 9=People here have concern from one another and tend to help one
another
PERCENT
strongly agree 26
Agree 41
Disagree 9
Strongly disagree 5
TOTAL 100
CHART 9

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

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

Table no 10=I'm satisfied with the refreshment facilities
PERCENT
strongly agree 26
Agree 20
Disagree 15
Strongly disagree 9
TOTAL 100
CHART 10

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

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

Table no 11=We are provided with the rest and lunch room and they are good
PERCENT
strongly agree 16
Agree 34
Disagree 20
Strongly disagree 8
TOTAL 100
CHART 11

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

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

Table no12=The parking space for our vehicles are satisfactory
PERCENT
strongly agree 4
Agree 9
Disagree 32
TOTAL 100
CHART 12

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

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

Table no 13=I fell I'm paid a fair amount for the work i do
PERCENT
strongly agree 15
Agree 39
Disagree 13
Strongly disagree 8
TOTAL 100
CHART 13

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

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

Table no14=I'm satisfied with the chances for my promotion
PERCENT
strongly agree 27
Agree 43
Disagree 9
Strongly disagree 8
TOTAL 100
CHART 14

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

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

Table no 15=I'm satisfied with the allowances provided by the organization
PERCENT
strongly agree 19
Agree 42
Disagree 11
Strongly disagree 7
TOTAL 100
CHART 15

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

0
10
20
30
40
50
60
70
80
90
100
Frequency
strongly agree
Agree
neither agree nor
disagree
Disagree
strongly disagree
Total

Table no 16=I feel my boss motivate me to achieve the organizational goals
PERCENT
strongly agree 11
Agree 33
Disagree 22
Strongly disagree 9
TOTAL 100
CHART 16

Interpretation:
From the above table it is evident that employees boss are motivating to achieve
organizational goals as 33% agree and 11% strongly agree. 22% disagree this is
quite high compared to other factors and 9% strongly disagree and 25% neither
agree nor disagree.
0
20
40
60
80
100
strongly agree
Agree
neither agree nor
disagree
Disagree
strongly disagree
Total

Table no17=My supervisor motivates me to increase my efficiency at times when
i'm not
PERCENT
strongly agree 18
Agree 44
Disagree 13
Strongly disagree 7
TOTAL 100
CHART 17

Interpretation:
From the above table it is evident that employees boss motivates the employee when
he is unproductive and help him to be productive as 44% agree and 18% strongly
agree. Only 7% strongly disagree and 7%disagree, 18% neither agree nor disagree.
.
0
20
40
60
80
100
PERCENT
strongly agree
Agree
neither agree nor
disagree
Disagree
strongly disagree
Total

Table no18=I feel that my job has little impact on the success of the company
PERCENT
strongly agree 35
Agree 40
Disagree 9
Strongly disagree 6
TOTAL 100
CHART 18

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

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

Table no19=Overall I'm satisfied with my job
PERCENT
strongly agree 28
Agree 35
Disagree 12
Strongly disagree 5
TOTAL 100
CHART 19

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

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

FINDINGS
From the study, I find out that most of the respondents have job satisfaction; the
management has taken the best efforts to maintain cordial relationship with the
employees. Due to the working conditions prevailing in this company, job
satisfaction of each respondent seems to be the maximum. From the study, I have
come to know that most of the employees were satisfied with the welfare measures
provided by BHEL. The employees of BHEL get more benefits compare to other
companies.
The respondents are satisfied with the environment and nature of work
factors .
The respondents relationship with the superiors and colleagues are quite
good .
The Respondents are not provided with proper welfare facilities.
The communication and motivation of employees by their superiors in
this organization is reasonable.
The Pay and promotion activities in this organization is also good .
The Respondents are overall satisfied with their job.
The Parking facilities provided by the organization are not good thats
why most respondents disagree with this question.
The refreshment facilities are also need to be improved


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


RECOMMENDATIONS
Company should provide financial incentives to the employees.
Company should provide training and development according to the
employee job.
Company should provide tours and trips to employees.


CONCLUSION
The present study is concerned mainly with the role of satisfaction, which an
individual drives from job in increasing his productivity. The question as to why
man work is considered rather irrelevant as man has been working in every society
through out the ages. Whatever may be the reason for working, men have continued
to work. The urge to work seems, to be deep rooted in most men, and work is
viewed much more, than a means of seeking economic gratifications.
In can be said that work forms an essential part of human activity. Work occupies so
much of mans life span, that the satisfaction or dissatisfaction from it can affect the
individual considerably in all walks of life. Besides this, a mans job satisfied so
many of his needs, which it becomes extremely important to enquire about the
factors that are associated with satisfaction or dissatisfaction with the job. The
impact of work on men cannot be denied. It operates as a great stabilizing,
integrating and ego satisfying, central influence in the pattern of each person life. If
a job fails to satisfy these needs of an individual, it is problematic whether man can
find adequate substitutes to provide a sense of significance and achievement,
purpose and justification for his life.
The role that work plays in the life of many may easily be seen when one is
unemployed. Not merely because it means loss of money, but also because of loss of
status in the society and he finds it difficult to save his face.

As an individuals work means so much to him and since its impact on the
individual is considerable, social scientists, the world over started focusing their
attention on the problem of satisfaction or dissatisfaction with work.
Different workers in the field have dealt with the problem of satisfaction or
dissatisfaction with work in different manner. The earliest researches on job
satisfaction were primarily production oriented rather than employee oriented.
However, research findings explanation of job satisfaction rather than confirm it.
Certain psychologists proposed a rather useful approach to the study of job
satisfaction. They advocated that there is very little difference between general
adjustment and occupational adjustment. Some thinkers suggest employee cantered
approach to job satisfaction. The argument is that it created a feeling of confidence
among the employees and motivates them to do their best for the organization.
An individual in an organized whole and his behaviour has to be understood in its
totality. Not only does he seek satisfaction of his needs on the job, but outside it as
well. It is necessary to satisfy his needs, both, at work situation and outside it. The
satisfaction or dissatisfaction of these needs leads to the development of certain
attitudes of life and work.


Appendix
Study on Job Satisfaction of Employees in BHEL, HARIDWAR
Name:
Age:
Gender: Male Female
Designation..


QUESTIONNAIRE

Ques1- Working hours are convenient for me-
strongly agree
agree
neither agree nor disagree
disagree
strongly disagree
Ques2- I am happy with my work place-
strongly agree
agree
disagree
strongly disagree
Ques3- I feel I have too much work to do-
strongly agree
agree
disagree
strongly disagree
Ques4- Safety measures provided by the company are good-
strongly agree
agree
disagree
strongly disagree

Ques5- My relationship with my supervisor is cordial-
strongly agree
agree
disagree
strongly disagree

Ques6- My supervisor is not partial-
strongly agree
agree
disagree
strongly disagree

Ques7- My supervisor consider my ideas while taking decision-
strongly agree
agree
disagree
strongly disagree
Ques8- I am satisfied with the support from my coworkers-
strongly agree
agree
disagree

strongly disagree
Ques9- People here have concern from one another and tend to help-
strongly agree
agree
disagree
strongly disagree
Ques10- I am satisfied with the refreshment facility-
strongly agree
agree
disagree
strongly disagree
Ques11- We are provided with the rest and lunch room and they are good-
strongly agree
agree
disagree
strongly disagree
Ques12- The parking spaces for vehicles are satisfactory-
strongly agree
agree
disagree
strongly disagree
Ques13- I feel I am paid a fair amount for the work I do-

strongly agree
agree
disagree
strongly disagree
Ques14- I am satisfied with the chances for my promotion-
strongly agree
agree
disagree
strongly disagree
Ques15- I am satisfied with the allowances provided by the organization-
strongly agree
agree
disagree
strongly disagree
Ques16- I feel my boss motivate me to achieve the organizational goals-
strongly agree
agree
disagree
strongly disagree
Ques17- My supervisor motivate me to increase my efficiency at a time when I am
not-
strongly agree
agree

disagree
strongly disagree

Ques18- I feel my job little impact on the success of the company-
strongly agree
agree
disagree
strongly disagree
Ques19- Overall I am satisfied with my present job-
strongly agree
agree
disagree
strongly disagree


BIBLIOGRAPHY

BOOKS:
Ashwathapa K., Human Resource Management (third edition), Tata Mc
Graw Hill
Publication Company Ltd.
Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd.
India, ninth
edition.
Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.

WEB SITES:
www.bhel.com

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