Professional Documents
Culture Documents
S.No. Topic
PART 1
Introduction of Job Satisfaction
Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the
amount of reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or feeling) that
individuals have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
JOB FAMILY
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
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.
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.
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
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.
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.
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.
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 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
Performanc
e
Intrinsic Satisfaction
reward
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.
TURNOVER
JOB
SATISFACTION ABSENCES
LOW
LOW HIGH
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
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
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."
SATISFIED EMPLOYEE
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:
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.
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:
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
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
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
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.
Achievement,
Recognition,
Advancement,
Work itself,
Responsibility.
Technical supervision,
Salary.
Job security,
Personal life,
Status.
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.
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.
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.
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.
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.
Power Development :
The electric power generation in India on a commercial basis is almost a century old,
substantial power development efforts began only after independence. At the launch of
the First Five Year plan in 1951, power generation was recognized as a major input for
the countrys economic development and was accorded high priority. Power sector
outlays have among the highest in successive Five Year Plans ever since. The two plans
focused on hydropower (as component of multi-purpose projects). Subsequent plans
emphasized on rapid installations of thermal power stations. As a result of plan efforts,
Indias installed power generation capacity grew to 16,664 MW in 1974. However,
assessment of the planned growth since 1951 indicated that with the uneven distribution
of resources, power development with only states as spatial units would and greater
capacity addition, led the Government Of India to assume a leading role in large-scale
power generation as a matter of policy and, through an amendment of the Electricity
(Supply) Act, National Thermal Power Corporation Ltd. (NTPC) and National
Hydroelectric Power Corporation Ltd. (NHPC) were set in the central sector to
supplement the efforts of the states. Consequently, total installed capacity of power
utilities has increased from 1,362 MW in 1947 to 1,04918MW in March 2002.
Electricity generation, which was only about 4.1 billion units in 1947, has risen to 515
billion units in 2001-02. As on March 2002, the total installed capacity of utilities stood
at 104918 MW. Most of this installed capacity is under government control nearly 60%
of the power generation capacity. Currently, the central government owns about 30% of
the power generation capacity in the country, the majority of which is in the thermal
sector. Of the total installed thermal capacity of 25366.50MW in central sector, NTPCs
STRATEGIC INITIATIVES:
NTPC has acquired 44.6% equity stake in Transformers & Electrical Kerala Ltd. (TELK)
for manufacturing of Transformers. As part of globalization initiatives, NTPC plans to
construct and operate thermal power plants in overseas market. NTPC has signed an MOU
with Nigeria for supply of LNG. NTPC in turn shall set & operate 500 MW coal based and
700 MW gas based power plant in Nigeria. The company has also signed an MOU for
setting up of a 500 MW coal based power plant in SriLanka.
Highest ever capacity utilization (PLF) of 89.43% in coal based power plants.
Paid
NTPC Vidyut Vyapar Nigam Ltd. has been formed as a subsidiary company for
power trading. NVVN transacted business of 2664 MUs in 2006-07.
Entered the coal mining business and has been allotted 8 coal mining blocks.
NTPC has also signed a MOU with CIL and SCCL for formation of Joint
Ventures to undertake development, Operation & Maintenance of coal blocks and
integrated coal-based power plants.
MOU signed with BEML for joint business development in the field of
contractcoal mining.
Consortium comprising NTPC, Canoro and Geopetrol has been allotted an oil
exploration block in Arunachal Pradesh.
MOU signed with Ministry of Railway for setting up power plant of 1000 MW at
Nabinagar in Bihar. Project approved by CCEA.
MOU signed with ADB for establishment of power generation of about 500 MW
through Renewable Energy Sources.
NTPC has been giving increased thrust to hydro development for a balanced
portfolio for long term sustainability, 1920 MW under implementation at Koldam
(800 MW), Loharinag Pala (600 MW) and Tapovan Vishnugad (520 MW).
MOU signed with Arunachal Pradesh for implementation of two Hydro Projects
Etalin (4000 MW) and Attunli (500 MW).
Ranked No.1 in the category of Independent Power Producer under Top Asian
Performance by Industry in the 2007 Platts Top 250 Global Energy Companies in
Asia.
NTPC bagged SCOPE Meritorious Award for Good Corporate Governance for
2005-06.
Simhadri has been awarded with the prestigious International Project
Management Award (IPMA) for the year 2005 for excellence in Project
Management.
Unchahar station of NTPC received coveted Asian Power Plant of the year Award,
2006 for Efficiency, Environment, Operational
Ranked Top Awardee for MoU Award for Excellence in Performance by Govt. Of
India.
NTPC has been ranked as per total income in the Power Generation,
Transmission, Distribution Sector among Indias Top 500 Companies for the year
2006 by Dun & Bradstreet.
Ranked among top 10 Great place to Work for in the country in the Business
World survey.
4 NTPC stations received the CII Exim Bank Excellence Award 2006.
PMI, NTPC has bagged the prestigious Golden Peacock National Training Award,
2006, for 4th year in succession.
NTPC won the Golden Peacock National Award for Corporate Social
Responsibility in Emerging Economics (Public Sector), 2007.
Won the SCOPE Meritorious Award for Best Practices in Human Resource
Management.
45061million units of electricity was generated compared to 41406 million units in the
first quarter of the previous year, registering a growth of 8.83% .Coal based station
operated at plant load factor of 87.76% as compared to 87.26% during the same quarter
in the previous year. Gross revenues earned for the quarter was Rs 77.905 million as
compared to Rs 66,095 million in the first-quarter of the previous year , registering a
growth of 17.87% profit after tax of the quarter was Rs 15,528 million as compared to Rs
13,086 million in the previous year thus growing by 18.65%. with the addition of the 500
MW unit at Vindhyachal in august 2006, the new capacity added during the 10 th plan has
gone up to 4500 MW.
NTPC/VSTPS Vindhyachal Super Thermal Power Station is the largest power plant
of the India. It installed in three stages. Stage-I have six units. Each unit has capacity of
210MW. Stage-II&III have two units of 500 MW. So total capacity of the ten units is
3260MW stage-I is installed with the help of USSR engineers and machinery but stage-
II& III are installed by Indian machines of BHEL,L&T,CG,ABB etc. details of this
project is given below in table:
BENEFICIAL STATES
4. Gujarat
5. Daman & Div and Dader & Nagerhaveli
Power allocation:
Chattisgarh 4.2%,
Maharashtra 31.9%,
Gujrat 23.9%,
Unallocated 15%
COAL SOURCE
Northern coal field ltd. (NCL) mines
Project Distance
Dudhichua 7KM
Nigahi 10KM
Jayant 5KM
FUEL OIL SORCE
Indian oil corporation (IOC) COLD (customer operated lubricant and oil deposit) at
jayant (5KM).
WATER SOURCE
Discharge canal of Singrauli Super Thermal Power Station (SSTPS).
NTPC VISION
VINDHYACHAL VISION
Business Ethics
Customer Focus
Organizational & Professional
Pride
o Mutual Respect and Trust
Innovation and Speed
Total Quality for
Excellence
NTPC OBJECTIVES
2. To operate and maintain power stations at high availability ensuring minimum cost of
generation.
Principle2. Make sure that they are not complicit in human rights abuses.
LABOUR:-
Principle3. Business should uphold freedom of association and the effective recognition
of the right to collective bargaining
ANTI-CORRUPTION;-
Principle10. Business should work against corruption in all its forms, including extortion
and broidery.
Pilani (B.Tech) etc. in order to realize the HR vision of making NTPC a learning
organization by providing opportunities to continually learn new capabilities a number of
initiatives have been taken. NTPC open competition for Executives Talent (NOCET) is
organized every year in which teams of executives compete annually through oral and
written presentation on a topical theme. Similarly Professional Circle has been formed
department wise where Executives of the department meet every fortnight to share their
knowledge and experiences and discuss topical issues. In order to tap the latent talent
among non- executives and make use of theyre potential for creativity and innovation,
Quality Circles have been set up in various units/ offices in NTPC. Besides a
management journal called Horizon is published quarterly to enable the employees to
share their ideas and experiences across the organization. Demonstrating its high concern
for people, NTPC has developed strong employee welfare, health &wellbeing and social
security systems leading to high level of commitment. NTPC offers best quality of life
through beautiful township with all amenities such as educational, medical and
recreational opportunities for employees and their family members. The motivational to
HR FUNCTIONS AT NTPC
The entire gamut of functions relating to HR in NTPC has been organized under three
levels, viz. Corporate, Regional and Project levels. The responsibilities vary from level to
level depending on the tasks assigned, accountability and implementation criteria. An
overview of these functions is hereby given in this section.
The activities under this are the development and maintenance of office
facilities and administration of township like house allotments, SC/ST
horticulture, issuance of personal issue items, leave encashment etc.
communication, receipt and dispatch and all such other activities required at
the project level are taken care by this function.
NTPC recognize, and accept its responsibility for establishing and maintaining a safe
working environment for all its employees. This responsibility arises from:
The obligation to consult with its staff and their representatives to implement
emanating from relevant legislations such as the factories act. The Indian
applicable.
E-Mail Policy
NTPCs EOP & communication department is making every effort to provide its
employees with best technology available to conduct the companys official business. In
this regard the company has installed, equipments, computers and advanced
document was created to advise all users regarding the access to and the use of the
internet and other computer systems. For purposes of these policies and guidelines the
confidential, so long as they are not put on the LAN/Internet or web. There is no
AN OVERVIEW
Project No of Commissioned
projects capacity
(MW)
NTPC OWNED
COAL 15 22,895
GAS/LIQ.FUEL 07 3,955
TOTAL 22 26,850
OWNED BY JVs
COAL 03 314*
GAS/LIQ.FUEL 01 740**
GRAND 26 27,904
TOTAL
*captive power plant under JVs with SAIL
** power plant under JV with GAIL,FLs&
PROJECT PROFILE
Commissioned
Coal based State Capacity
(MW)
1. Singrauli Uttar Pradesh 2,000
2. Korba Chattisgarh 2,100
3. Ramagunda Andhara 2,600
m Pradesh
4. Farakka West Bengal 1,600
5. Vindhyachal Madhya Pradesh 3,260
6. Rihand Uttar Pradesh 2,000
7. Kahalgaon Bihar 1,340
8. Ntcpp Uttar Pradesh 840
Additional
capacity under
Coal/hydro State Fuel
implementation
(MW)
1. Kahalgaon stage II Bihar Coal 500
(phase I) (phase II) 500
2. Sipat (stage I) Chattisgarh Coal 1980
(stage II) 500
3. Barh Bihar Coal 1980
4. Bhilai (exp.power Chattisgarh Coal 500
project-JV with SAIL)
5. Korba (stage III) Chattisgarh Coal 500
6. Farakka (stage III) West Bengal Coal 500
7. NCTPP (stage II) Uttar Pradesh Coal 980
8. Simhadri Andhara Coal 1000
(stageII) Pradesh
9. Koldam (HEPP) Himachal hydro 800
Pradesh
10. Loharinag pala (HEPP) Uttarakhand hydro 600
11. Tapovan Uttrakhand hydro 520
vishungad(HEPP)
Total (coal +hydro) 10,860
OBJECTIVES
RESEARCH METHODOLOGY
For any study there must be data for analysis purpose. Without data there is
no means of study. Data collection plays an important role in any study. It can be
collected from various sources. I have collected the data from two sources which
are given below:
1. Primary Data
Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization
2. Secondary Data
Published Sources such as Journals, Government Reports, Newspapers
and Magazines etc.
The questionnaire was filled in the office and vital information was collected
which was then subjects to:-
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.
Table No: 1
CHART1
Interpretation:
From the above chart and table it is clearly evident that 22% of the
respondents strongly agree that working hours are convenient from them
and 61% agree with that and 14% neither agree nor disagree and 1%
disagree with the working hours and 2% are strongly against working
hours.
Table No: 2
I'm happy with my work place
1 Strongly Disagree 1
2 Disagree 3
3 Neither Agree Nor Disagree 10
Mukesh Kumar Vishwakarma
4 AgreeMBA (HRD) A.P.S.University Rewa (M.P.) 55 62
5 strongly Agree 31
Total 100
Chart 2
Interpretation:
From the above table it is clear that 31% respondents are strongly agree and
55% respondents are agree that they are happy with their work place only
and 10% employees are neutral with their work place & 3% disagree and
1% strongly disagree towards their work place.
Table No: 3
I feel i have too much work to do
1 Strongly Disagree 2
2 Disagree 10
3 Neither Agree Nor Disagree 26
4 Agree 45
Chart 3
Interpretation:
From the above table it is quite clear that the work load is not
high, 10% of the respondents disagreed with the question I feel I have
too much work and another 2% strongly disagreed, 23% have no idea
towards this question,45% agree and 17% strongly agree with the question.
Table No: 4
Safety measures provided by the company
1 Strongly Disagree 3
2 Disagree 7
3 Neither Agree Nor Disagree 6
4 Agree 58
CHART 4
Interpretation:
From the above table it is evident that the safety measures
provided by the organizations are good as 26 and 58% of the respondents
agree with that and only 7 & 3% disagreed and 6% neither agreed nor
disagreed.
TABLE NO. 5
My relationship with my supervisor is cordial
1 Strongly Disagree 2
2 Disagree 2
CHART 5
Interpretation:
From the above table it is clear that relationship between
employees and their supervisors are cordial because 35% of respondents
strongly agreed to it and 55% agreed to it and only 2 &2 % disagreed and
6% of respondents have neither agreed nor disagreed.
TABLE NO 6
My supervisor is not partial
1 Strongly Disagree 2
2 Disagree 3
3 Neither Agree Nor Disagree 7
4 Agree 56
5 strongly Agree 32
Total 100
Interpretation:
From the above table it is evident that the supervisors are not
partial to the employees as 32% strongly agreed and 56% agreed to the
question but 3% disagreed and 2% strongly disagreed and 7% of respondents
have neither agreed nor disagreed.
TABLE NO 7
My supervisor considers my idea too while taking decision
1 Strongly Disagree 2
2 Disagree 1
3 Neither Agree Nor Disagree 8
4 Agree 64
5 strongly Agree 25
Total 100
CHART 7
TABLE NO 8
I'm satisfied with the support from my co-workers
1 Strongly Disagree 2
2 Disagree 2
3 Neither Agree Nor Disagree 7
4 Agree 59
5 strongly Agree 30
Total 100
CHART 8
TABLE NO 9
People here have concern from one another and tend to help one
another
1 Strongly Disagree 0
2 Disagree 5
3 Neither Agree Nor Disagree 11
4 Agree 66
5 strongly Agree 18
Total 100
CHART 9
TABLE NO 10
I'm satisfied with the refreshment facilities
1 Strongly Disagree 8
2 Disagree 7
3 Neither Agree Nor Disagree 12
4 Agree 57
5 strongly Agree 16
Total 100
Interpretation:
From the above table it is clear that 16% employees are strongly satisfied
with the refreshment facilities offered by the company as 7% of
respondents disagreed and 8% strongly disagreed and 12% neither
agreed nor disagreed and only 57% agreed.
TABLE NO 11
We are provided with the rest and lunch room and they are good
1 Strongly Disagree 7
2 Disagree 17
3 Neither Agree Nor Disagree 34
4 Agree 32
5 strongly Agree 10
CHART 11
Interpretation:
From the above table it is quite evident that 7% strongly
disagreed and 17% of the respondents disagreed and 34% neither agreed
nor disagreed and only 42% of the respondents are satisfied with the rest
and lunch room provided.
TABLE NO 12
The parking space for our vehicles are satisfactory
1 Strongly Disagree 2
2 Disagree 6
3 Neither Agree Nor Disagree 11
4 Agree 61
5 strongly Agree 20
Total 100
CHART 12
Table no 13
I fell I'm paid a fair amount for the work i do
1 Strongly Disagree 3
2 Disagree 1
3 Neither Agree Nor Disagree 12
4 Agree 50
5 strongly Agree 34
Total 100
Chart 13
Table no 14
I'm satisfied with the chances for my promotion
1 Strongly Disagree 3
2 Disagree 7
3 Neither Agree Nor Disagree 11
4 Agree 43
5 strongly Agree 36
Total 100
Chart 14
Table no 15
I'm satisfied with the allowances provided by the organization
1 Strongly Disagree 2
2 Disagree 2
3 Neither Agree Nor Disagree 8
4 Agree 50
5 strongly Agree 38
Total 100
Chart 15
TABLE NO 16
I feel my boss motivate me to achieve the organizational goals
1 Strongly Disagree 2
2 Disagree 1
3 Neither Agree Nor Disagree 10
4 Agree 54
5 strongly Agree 33
Total 100
CHART 16
TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not
1 Strongly Disagree 2
2 Disagree 2
3 Neither Agree Nor Disagree 14
4 Agree 57
5 strongly Agree 25
Total 100
CHART 17
Chart 18
Table no 19
I am happy with hospital facility at NTPC.
1 Strongly Disagree 26
2 Disagree 19
3 Neither Agree Nor Disagree 21
4 Agree 27
5 strongly Agree 7
Total 100
Chart 19
Table no 20
I am satisfied with the sports facilities.
1 Strongly Disagree 7
2 Disagree 7
3 Neither Agree Nor Disagree 27
4 Agree 50
5 strongly Agree 9
Total 100
Chart 20
Table no 21
I am satisfied with welfare facilities of NTPC.
1 Strongly Disagree 5
2 Disagree 5
3 Neither Agree Nor Disagree 7
4 Agree 71
5 strongly Agree 12
Total 100
Chart 21
Table no 22
Overall I'm satisfied with my job
1 Strongly Disagree 2
2 Disagree 1
3 Neither Agree Nor Disagree 6
4 Agree 52
5 strongly Agree 39
Total 100
Chart 22
FINDINGS
From the study, the researcher has come to know that most of the
respondents are satisfied with their job. 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 NTPC. The employees of NTPC get more benefits compare to
other companies.
In the organization most of employees are satisfied with all the facilities
provided by company. But there are some employees also who are not
satisfied with the company. Management should try to convert unsatisfied
employees in to satisfied employees. Because if employee is not satisfied
than the he is not able to give his 100% to his work and the productivity of
employee decrease. So management should try to satisfied his employees
because employees are the assets of the company not a liabilities.
LIMITATIONS OF THE STUDY
Limitation are as follows-
BIBLIOGRAPHY
BOOKS:
www.ntpc.co.in
www.google.com
Questionnaire