aashish final project

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 byDr. Mayank Jain Aashish Kumar(HOD) BBA. 6th sem

Roll no. 8655502

IIMT Engineering college, Meerut

Bharat Heavy Electrical Limited

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 company’s 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 individual’s 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 BHEL’s 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

company’s inherent potential coupled with its strong performance over the years, has resulted in

it being chosen as one of the“NAVRATNA” 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 company’s

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

BHEL’s 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.

BHEL’s CONTRIBUTION TO INDUSTRY

Since inception in 1982 the industry sector business has grown at an impressive Rate

and today contributes over half of BHEL’s 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

• PM’s Shram Awards

• National Productivity council’s productivity performance awards

• VihswakarmaRahtriyaPuruskars

• National Safety Awards

• Golden Peacock National Quality Awards

• Engineering Export Promotion Council’s (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.

BHEL’s CLIENTS – BHEL’S 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 country’s electrical energy is generated by the sets

manufacturing by bhel,haridwar.


PRODUCT PROFILE

1. HEEP’S 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. CFFP’s 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 company’s 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 individual’s 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 one’s

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 individual’s

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,

Peter’s 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


individual’s 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 individual’s physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:


The degree of job satisfaction affects an individual’s 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 management’s 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


Performance

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 management’s 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"


http://www.answers.com/topic/prerequisite

http://www.answers.com/topic/longevity

http://www.answers.com/topic/punctuality-2

http://www.answers.com/topic/absenteeism

http://www.answers.com/topic/monotonous

http://www.answers.com/topic/anxiety

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.


http://www.answers.com/topic/congenial

http://www.answers.com/topic/aspire

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?


http://www.answers.com/topic/workplace

http://www.answers.com/topic/clarity

http://www.answers.com/topic/job-enrichment

http://www.answers.com/topic/salesperson

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.


http://www.answers.com/topic/burnout

http://www.answers.com/topic/boredom

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


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

MODEL OF JOB SATISFACTION


THEORIES OF JOB SATISFACTION

Affect Theory

Edwin A. Locke’s 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/aren’t 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 doesn’t 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 one’s 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 one’s 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


http://en.wikipedia.org/wiki/Neuroticism

http://en.wikipedia.org/wiki/Locus_of_control

http://en.wikipedia.org/wiki/Self-efficacy

http://en.wikipedia.org/wiki/Self-esteem

self) and general self-efficacy (the belief in one’s 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 Herzberg’s 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 employee’s 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


http://en.wikipedia.org/wiki/Two_factor_theory

http://en.wikipedia.org/wiki/Frederick_Herzberg

http://en.wikipedia.org/wiki/Neuroticism

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

EXPLORATORY

RESEARCH

DESCRIPTIVE

DIAGNOSTIC

EXPERIMENTAL RESEARCH DESIGN

DATA COLLECTIONFor 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

PERCENT0

20

40

60

80

100 strongly agree

agree

neither agree nor disagree

disagree

strongly disagree

Total

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.

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


PERCENT

Strongly agree 30

Agree 39


Disagree 8

Strongly disagree 5

100

CHART 2

percent0

102030405060708090

100Strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that 30% respondents strongly agree and 39%

respondents agree that they are happy with their work place only 13% disagreed and

18% have no idea towards their work place.

Table No: 3=I feel i have too much work to do


PERCENT

strongly agree 7

Agree 9


Disagree 37

Strongly disagree 22

100

CHART 3

PERCENT0

102030405060708090

100strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is quite clear that the work load is not high, 37% of the

respondents disagreed with the question” I feel I have too much work” and another

22% strongly disagreed, 18% admits they have too much work and 23% have no

idea towards this question.

Table No: 4=Safety measures provided by the company


PERCENT

strongly agree 28

Agree 31


Disagree 11

Strongly disagree 6

TOTAL 100

CHART 4

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is evident that the safety measures provided by the

organizations are good as 28 and 31% of the respondents agree with that and only

11& 6% disagreed and 24% neither agreed nor disagreed.

Table no. 5=My relationship with my supervisor is cordial


PERCENT

strongly agree 30

Agree 41


Disagree 6

Strongly disagree 7

TOTAL 100

CHART 5

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that relationship between employees and their

supervisors are cordial because 30% of respondents strongly agreed to it and 41%

agreed to it and only 13% disagreed and 16% of respondents have neither agreed nor

disagreed.

Table no 6=My supervisor is not partial


PERCENT

strongly agree 18

Agree 30


Disagree 19


TOTAL 100

CHART 6

PERCENT0

102030405060708090

100Series1

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is evident that the supervisors are not partial to the

employees as 18% strongly agreed and 30% agreed to the question but 19%

disagreed and 18% strongly disagreed this level is quite high compared to other

questions.

Table 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

PERCENT0

102030405060708090

100strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that 26 and 42% of the respondents agree that

supervisors consider their employees ideas also and only 5% disagreed and 26%

neither agreed nor disagreed.


Table no 8=I'm satisfied with the support from my co-workers

PERCENT

strongly agree 21

Agree 47


Disagree 9

Strongly disagree 7

TOTAL 100

CHART 8

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that relation with co-workers is quite good as nearly

68% of the respondents agree that they are satisfied with support from co-workers

and only 15% disagreed and 16% have no answer to this.

Table no 9=People here have concern from one another and tend to help one

another


PERCENT

strongly agree 26

Agree 41


Disagree 9

Strongly disagree 5

TOTAL 100

CHART 9

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that in this organization people have concern over

each other as 26% strongly agreed and 41% agreed and only 14% disagreed and

19% neither agreed nor disagreed.

Table no 10=I'm satisfied with the refreshment facilities


PERCENT

strongly agree 26

Agree 20


Disagree 15

Strongly disagree 9

TOTAL 100

CHART 10

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that 26% employees are strongly satisfied with the

refreshment facilities offered by the company as 15% of respondents disagreed and

9% strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

Table no 11=We are provided with the rest and lunch room and they are good


PERCENT

strongly agree 16

Agree 34


Disagree 20

Strongly disagree 8

TOTAL 100

CHART 11

PERCENT0

102030405060708090

100strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is quite evident that 8% strongly disagreed and 20% of the

respondents disagreed and 22% neither agreed nor disagreed and only 50% of the

respondents are satisfied with the rest and lunch room provided.

Table no12=The parking space for our vehicles are satisfactory


PERCENT

strongly agree 4

Agree 9


Disagree 32


TOTAL 100

CHART 12

PERCENT0

102030405060708090

100strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is clear that respondents are not satisfied with the parking

facilities provided by the company as 31% of respondents strongly disagreed and

32% of respondents disagreed and only 13% of respondents are satisfied with the

parking facilities and 24% have neither agreed nor disagreed.


Table no 13=I fell I'm paid a fair amount for the work i do

PERCENT

strongly agree 15

Agree 39


Disagree 13

Strongly disagree 8

TOTAL 100

CHART 13

percent0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is evident that the respondents are satisfied with their salary

as 39% agree and 15% strongly agree. Only 3% disagree and 8% strongly disagree,

25% neither agree nor disagree.

Table 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

percent0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

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.

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

Frequency0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

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.


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

0102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above table it is evident that employees boss are motivating to achieve

organizational goals as 33% agree and 11% strongly agree. 22% disagree this is

quite high compared to other factors and 9% strongly disagree and 25% neither

agree nor disagree.


Table 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

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

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.

.

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

PERCENT0

102030405060708090

100 strongly agree

Agree


Disagree

strongly disagree

Total

Interpretation:

From the above chart it is clear that 75% respondents are think that they contribute

in the success of a company, 9% respondent disagree from the statement and 6%

respondent strongly disagree from the question.

Table no19=Overall I'm satisfied with my job


PERCENT

strongly agree 28

Agree 35


Disagree 12

Strongly disagree 5

TOTAL 100

CHART 19

percent0

102030405060708090

100strongly agree

Agree


Disagree

strongly disagree

Total

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.

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 respondent’s 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 that’s

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 man’s life span, that the satisfaction or dissatisfaction from it can affect the

individual considerably in all walks of life. Besides this, a man’s 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 individual’s 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


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


http://www.bhel.com/

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