bhilai project

A PROJECT REPORT

FOR THE PARTIAL FULFILLMENT OF M.B.A.

ON

JOB SATISFACTION ANALYSIS

And its practice to

RETENTION & MOTIVATION

MANAGEMENT

A study in

BHILAI STEEL PLANT AT BHILAI

Guided By: Submitted By:

Mrs. Nisha Soni Arun Kumar Shukla

AGM (P-NW) M.B.A. 3rd Semester

ROLL NO. 0701170027

United Institute of Management

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Affiliated to

UP Technical University, Lucknow

TABLE OF C O N T E N T S

Chapter No. Title Page No.

Declaration from student 03

Certificate from organization 04

Acknowledgement 05

Preface 06

I Introduction 07-24

1.1 Company profile of SAIL 08-10

1.2 Vision of SAIL 11

1.3 Company profile of BSP 12-19

1.4 Corporate Plan 2012 20-23

1.5 Awards & Accolades 24

II Research report 25-36

2.1 Abstract 26-27

2.2 Research Methodology 27-31

2.3 Questionnaire 32-35

2.4 Objective of study 36

III Graphical representation &Analysis

36-54

IV Findings 55-56

V Recommendations 57-60

VI Conclusion. 61-62

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Appendix 63-66

Bibliography & Annexure 67-71

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Declaration

I Arun Kumar Shukla hereby declare that the project report entitled “JOB SATISFACTION ANALYSIS AND IT’S PRACTICE FOR RETENTION & MOTIVATION MANAGEMENT” has been written by me on the basis of my summer training at Bhilai Steel Plant (an integrated plant of SAIL), Bhilai during 9th June to 2nd August and has not submitted anywhere in any manner.

It is a report which is based on various interviews, surveys that’s conducted by me during my summer training period in Bhilai as a student of Master of Business Administration from United Institute of Management, Allahabad affiliated by U.P.T.U. Luck now.

Arun Kumar Shukla

M.B.A. 3rd semester

Roll No.-0701170027

UIM, Allahabad

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CERTIFICATE

This is to certify that Mr. ARUN KUMAR SHUKLA of United Institute Of Management, NAINI, ALLAHABAD has successfully completed the project

work titled “JOB SATISFACTION ANALYSIS AND IT’S PRACTICE FOR RETENTION & MOTIVATION MANAGEMENT” in partial fulfillment of requirement for the completion of MBA course as prescribed by the UPTU Technical University.

This project report is the record of authentic work carried out by him during the period from o9th June 2008 to 02nd August 2008 (8-weeks).

He has worked under my guidance.

Signature ……………….

Name – M/S NISHA SONI

AGM (P-NW)

BHILAI STEEL PLANT

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ACKNOWLEDGEMENT

I would like to pay my sincere gratitude to those people who guided me during this project. The last 60 days with SAIL (Bhilai Steel Plant) has been full of learning and sense of contribution towards the organization. It is well known that success of any project needs some guidelines and cooperation.

Firstly, I would like to express my gratitude to Mrs.Nisha Soni, Assistant General Manager (P-NW) & Mr.Jacob Kurian, Assistant General Manager (HRIS) Bhilai Technical Institute, BSP for his valuable guidance and constructive approach to understand the HR principle and to fulfill my project report timely. He always motivated me to get more than expectation and taught me, how to get together with people. I have a special regard to him for sharing his most valuable time with me. I also like to give special thanks to Mr. P.K.Tiwari Assistant General Manager (HRD) & Mr. Manas Shukla Assistant General Manager (HRD) who help me in guiding & select.ing an appropriate fields for research work.

Let me now thank Mr. Namdeo Barange, training coordinator for his valuable guidance.

I am also thankful to my Faculty guide Mrs. Parminder Narula at UIM, Alld. for her invaluable guidance and suggestions during my training.

Finally, I am thankful to all my team members, all employees, executives of BSP & others who helped me directly or indirectly towards the completion of my work.

Arun Kumar Shukla

UIM, Allahabad

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Preface

The importance of Human Resource retention as a discipline has evolved

significantly in the last three decades due to understand employee a

valuable resource. The word has entered an era of unprecedented

internationalization and globalization activity.

The focus of this research is on retention management and its

practice to employee motivation and it provide a perspective analysis it.

The research report is prepared by me for completion of my M.B.A.

course as per the rule of U.P.T.U. Luck now.

Plan of the report:

The report has been organized around two part;

Part 1 - of the report included about the organization profile of BHILAI

STEEL PLANT(SAIL), BHILAI. This deals with brief history, its structure,

products/services, future, organization chart etc.

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Part 2- of the report contained study & the analysis of the Job satisfaction

level among executives and its practice to Retention Management &

Employee motivation.

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COMPANY PROFILE

Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets.

Ranked amongst the top ten public sector companies in India in terms of turnover, SAIL manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils, galvanized sheets, electrical sheets, structural’s, railway products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces iron and steel at four integrated plants and three special steel plants, located principally in the eastern and central regions of India and situated close to domestic sources of raw materials, including the Company's iron ore, limestone and dolomite mines.

SAIL's wide ranges of long and flat steel products are much in demand in the domestic as well as the international market. This vital responsibility is carried out by SAIL's own Central Marketing Organization (CMO) and the International Trade Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India.With technical and managerial expertise and know-how in steel making gained over four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide.

SAIL has a well-equipped Research and Development Centre for Iron and Steel (RDCIS) at Ranchi which helps to produce quality steel and develop new

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technologies for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and Technology (CET), Management Training Institute (MTI) and Safety Organization at Ranchi. Our captive mines are under the control of the Raw Materials Division in Calcutta. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Almost all our plants and major units are ISO Certified.

MAJOR UNITS

Integrated Steel Plants

1) Bhilai Steel Plant (BSP) in Chhattisgarh2) Durgapur Steel Plant (DSP) in West Bengal3) Rourkela Steel Plant (RSP) in Orissa4) Bokaro Steel Plant (BSL) in Jharkhand

Special Steel Plants

1) Alloy Steels Plants (ASP) in West Bengal2) Salem Steel Plant (SSP) in Tamil Nadu3) Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiaries 1) Indian Iron and Steel Company (IISCO) in West Bengal2) Maharashtra Elektrosmelt Limited (MEL) in Maharashtra3) Bhilai Oxygen Limited (BOL) in New Delhi

Joint VentureSAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.

NTPC SAIL Power Company Pvt. LtdSet up in March 2001, this 50:50 joint venture between SAIL and the National Thermal Power Corporation (NTPC) operates and manages the Captive Power Plants-II of the Durgapur and Rourkela Steel Plants which have a combined capacity of 240 MW.

Bokaro Power Supply Company Pvt. LimitedThis 50:50 joint venture between SAIL and the Damodar Valley Corporation formed in January 2002 is managing the 302-MW power generation and 1880 tonnes per

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hour steam generation facilities at Bokaro Steel Plant.

Bhilai Electric Supply Company Pvt. LimitedAnother SAIL-NTPC joint venture on 50:50 basis formed in March 2002 manages the 74 MW Power Plant-II of Bhilai Steel Plant which has additional capacity of producing 150 tonnes of steam per hour.

UEC SAIL Information Technology LimitedThis 40:60 joint venture between SAIL and USX Engineers & Consultants, a subsidiary of the US Steel Corporation, promotes information technology in the steel sector.

Metaljunction.com Private LimitedA joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes e-commerce activities in steel and related areas.

SAIL-Bansal Service Center Pvt. Ltd.SAIL has formed a joint venture with BMW industries Ltd. on 40:60 basis to promote a service centre at Bokaro with the objective of adding value to steel.

North Bengal Dolomite LimitedA joint venture between SAIL and West Bengal Mineral Development Corporation ltd on 50:50 basis was formed for development of Jayanti Dolomite Deposit, Jalpaiguri for supply of Dolomite to DSP and other plants.

Romelt-SAIL (India) LtdA joint venture between SAIL, National Mineral Development Corporation (NMDC) and Russian promoters for marketing Romelt Technology developed by Russia for reducing of iron bearing materials, which is carried out with carbon in single stage reactor with the use of oxygen.

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SEVEN C’s OF “SAIL”

Consistent quality

Committed delivery

Customized products

Contemporary products

Competitive price

Complaint settlement

Culture of customer service

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To be a respected world class corporation and the leader in Indian steel business inqualit PRODUCTIVITY, PROFITABILITY and CUSTOMER SATISFACTION.

HISTORY

Bhilai steel plant (BSP) is a unit of the steel authority of India limited (SAIL). Bhilai Steel Plant is a pulsating giant in the glorious industrial context of India. It came into existence on 10th June 1957.when concreting of the foundation of 1st Blast Furnace, but its original story started on 2nd February 1955 when the agreement with USSR government prove the possibility of dreams come true. BSP the functionary of SAIL is a symbol of Indo-Soviet Techno economic collaboration, is one of the 1st three integrated steel plant setup by the government of India to build up a sound base for industrial growth of the country. The agreement was signed on 2nd Feb, 1955 for 1 MT production capacity of crude steel, which rose to then 2.5 MT (1967), & then to 4 MT in 1988.

On 4th February 1959, president, Dr. Rajendra Prasad dedicated Bhilai to the nation, by inaugurating the Blast Furnace no. 1 for production. Since then Bhilai has never looked back an has steadily grown and modernized day by day. Bhilai has all along been giving special attention to the employment to the weaker section.

THE PEOPLE

Bhilai Steel Plant has consistently endeavored to be a model employer. It has striven to give social benefits to its employees in a good measure. In its role as an employer, BSP has performed to fulfill certain statutory obligations, such as contribution to the compulsory provident fund .beyond this BSP provides social

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benefits could be, and have been evaluated in memory terms, the more important aspects is the attitude of the management towards its employees, which is more important. Bhilai has maintained a friendly approach tinged with human touch. This human element has been responsible, for creating and sustaining over many years, a cordial atmosphere between the management and the employees of Bhilai collectively. This has resulted in an environment of peaceful and healthy industrial relations, leading to, creating a peaceful atmosphere.

HOUSING FACILITIES

Bhilai has well laid out township with demarcated 16 sectors with broad avenues. There are mainly 18 major types of quarters in different architectural designs. A central library on BTI, museum with industrial and other model, jayanti and panth stadium for staging sports and games events and several community centers with ispat club, Bhilai offers excellent medical and health services. A main hospital named Jawahar lal Nehru Hospital & Research Centre, with 12 health centers in various sectors. A National Occupational and Medical Health Centre, in BSP, for casualty in plant, also exist.

EDUCATIONAL FACILITIES

There are 80 schools, 7 colleges in Bhilai which cater to the basic education to young people at different levels. Pre-employment training is given by the Bhilai Technical Institute for training operatives, trade apprentice and graduate engineers. Post operative training is also given.

PROFILE

Seven time winner of Prime Ministers Trophy for best integrated Steel Plant in the country, BSP is India’s sole producer of Rails and Heavy steel plates and major producer of Structural designs. With an annual production capacity of 3,153 MT of saleable steel, the plant also specializes in other products such as wire rod and merchant products. All saleable products of BSP are under the ISO umbrella as per BSP’s accrediting ion with ISO 9001:2000 the Quality management System Standard. The plant’s plate mill, Dalli mechanized Mines and Rail mill have also received ISO : 14001certification for their environment management system.

CURRENT STATUS

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Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. SAIL, a fully integrated iron and steel maker, produces both basic and special steels for domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets. In terms of annual production SAIL is the 18th largest steel producer in the world. SAIL created perhaps the biggest turnaround in the corporate history of India, led of course by BSP, which contributed to 60% of its profits.

Living up to the description by Jawaharlal Nehru as significant symbol of a new age in India, Bhilai Steel Plant has been performing consistently despite many odds and has achieved profits for the 18th consecutive year. It broke its own record of highest ever profit of Rs 1932 crore by any steel plant in 2003-04 and registered a profit of Rs 4042 crores in 2004-05. In the year 2005-06 also it earned a handsome profit of Rs. 2781 Crores despite input price escalation. The true testimony to BSP’s status of a world class steel plant is that BSP’s EBITDA margin of 33% is quiet comparable to many International steel players like POSCO (30%), NIPPON (19%), MITTAL STEEL (16%0, ARCELOR (16%), etc. Its Gross Margin to average capital employed at 182% is a Global

Benchmark. This is on account of strong internal response to raise the production levels to unprecedented heights and increase in value added production without any significant investment so as to seize the opportunities offered by the rising steel demand. Maintaining the track record, BSP continued to operate above the rated capacity in production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel. BSP is the first steel plant in India to have crossed the annual production of 5MT crude steel in the year 2005-06.

In order to meet the challenges of Corporate Plan 2012 and to maintain the leadership position of BSP in Indian steel industry, the leadership has taken bold steps to make significant investments for breakthrough improvements in efficiency, resource management, knowledge and skill by deploying world class tools. This year is a milestone in BSP journey when new tools have been introduced viz. ERP, Knowledge Management, Six Sigma, Multi-skilling etc.

BHILAI STEEL PLANT

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PERFORMANCE HIGHLIGHTS : 2007 - 08

During 2007-08, the year of Golden Jubilee, Bhilai Steel Plant continued to forge ahead in the areas of production, productivity and techno-economics. With expansion activities picking up pace for enhancement of production capacities, BSP took up various projects and chalked out an ambitious road map (production plan). Special emphasis was also given to the production of Special Steel/ Value added products.With depleting Iron Ore reserves & constraints in Coal supplies throughout the year, Coke Oven pushing had to be regulated resulting in reduced production of Hot Metal. For optimally utilizing the available Hot Metal, production at SMS-2 was maximized to sustain higher production of Rails & Plates. The semis component in Saleable Steel was restricted in order to sustain production in finishing mills. Against all odds, the Plant continued to operate well above the rated capacity in all major areas of production and achieved a capacity utilization of 112.4 % in Hot Metal, 129.1 % in Crude Steel and 140.8 % in Saleable Steel. This has resulted in a growth of 9.4%, 5.3% and 4.9% respectively over the last year. In response to increasing market demand all the four finishing mills viz. RSM, MM, WRM & PM operated well above the rated capacity and achieved best ever yearly production for the first time since inception. As regard of Saleable Steel at, the plant operated above the rated capacity for the fifteenth year in succession and notched a production of 4.43 MT.

The upward trend in production was maintained throughout and several new records were established. Bhilai Steel Plant registered substantial growth and achieved best yearly production of Sinter from Sintering Plant-3, Total Sinter, Hot Metal, Cast Steel at SMS-2, Cast Slabs, Cast Blooms, Total Crude Steel, Rails, Total Rails & Structural’s, Merchant Products, Wire rods, Plates, Total Finished Steel and Total Saleable Steel. Growth was also registered in the areas of production of Limestone from Nandini, Iron Ore from Rajhara, BF Coke, Sinter from Sintering Plant 2, Ingot Steel at SMS-1, Ingots rolled at BBM and Billets from CBM.

Several Strategies were adopted & new initiatives were taken up for enhancing performance and to provide a cutting edge to the organization during the year, which paved the path for continuous growth and helped in maximizing our share in the domestic steel market. Some of the initiatives were: Optimum utilization of available resources like operating all seven Blast

Furnaces and three Converters with 3 Casters simultaneously with the fourth Caster being operated on overlapping sequence.

Maintaining average pushing level at 718 equivalent ovens per day throughout . Higher Finished Steel component in Saleable Steel at 81.4 % registering a

growth of 6.3 % over last year.

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Greater thrust on value addition of products like gradual switch over to higher

grade, i.e. Fe-500 for both TMT Bars & Rods. Enhancing customer satisfaction by on-line invoicing of deliveries by road. Rolling of different TMT profiles simultaneously from different strands at WRM. Charging of Nut Coke with Iron Ore lumps in BF 3 & 4. Use of Chiller in ASU-3 of OP-2 to increase Oxygen Production. Maximize Utilization of Grinding facilities for increasing CDI injection in BF’s. 100 % Utilization of LD slag. Rolling of 100 % TMT in Fe500 grade in Merchant Mill. Restarting of Tar Injection in Blast Furnace.

- Record production of 7.23 MT of Total Sinter, surpassing the previous best of 6.93 MT in ‘05-06 and registering a growth of 8.8 % over previous year.

Best ever Techno-economic parameters achieved:

Highest ever Labour Productivity at 289.1 T/Man/Year against the of 79

previous best of 285 T/Man/Year in ‘05-06.

B. CAPITAL EXPENDITURE :-The highest Capital Expenditure made during the current financial year 07-08 has exceeded Rs. 535 Crs. (Up to Feb.’08). This is the highest Capital Expenditure incurred by BSP since inception.

C. CONTRACTS AWARDED:-This year as many as 18 nos. Turnkey Contracts have been signed amounting

to Rs. 531 crs. Major contracts pertain to Replacement of existing MG Set for Roughing & Finishing Stand drive motors of Plate Mill by digital Thyristor converter, Installation of MSDS-V, MSDS-VI, 700 TPD – ASU-IV, Electromagnetic Stirrer in Bloom Caster, End Forging Plant for Thick web rails, 2 Nos 5 T CNC Lathe and Package IV-B, Package-V of COB-6.

Total 43 Nos. of Works Contracts (24 nos Capital Schemes – Rs 50 Crs & 19 Nos Revenue schemes- 4 Crs) have been awarded amounting to Rs. 54 Crs. This includes Enabling / Preliminary works for 7 MT modernization and expansion of BSP ,Civil & Strl. Works for installation of 700 TPD ASU-IV at OP-II, Replacement of 6.6 KV Substation No. 1 of CO&CCD – Extension of Civil Building, Illumination & Auxiliary power supply, Extension of perimeter wall from water tower No. 6 to NSPCL boundary wall (1.8 Km), etc.

1. Exports:Besides catering to the increased demand of domestic market, BSP exported

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about 1.96 Lakh tonnes of saleable steel to various countries.

Unit: Tonnes

Products2007-08 (Loading)

Countries

Billets 45,514 Nepal, Sri Lanka, Vietnam and Philippines.

Merchant

Products

1,644 Sudan

Wire Rods 23,672 Nepal and Sudan.

Plates 1,25,536 Switzerland, Belgium, Germany, Nepal, Sudan, Portugal, Holland, Netherlands, UK and France.

Total 1,96,366

“4” CORE VALUES OF BSP

Customer satisfaction

Concern for people

Consistent profitability

Commitment of excellence

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NAME AND PRODUCTION OF DIFFERENT DEPARTMENT

ORGANIZATIONAL SET UP

The plant is headed by Managing Director, who is a member of Board of Directors and reports to Chairman, SAIL. At plant level the top management comprises of MD and his DROs at ED / GM level who are functional heads. The senior level is made up of the Zonal Heads/ HODs who are DROs to the functional heads, mostly GMs / DGMs. The Middle level is of sectional heads at DGM / AGM level, and the front line executives consist of Senior Managers down to Junior Managers. Non-Executive employees are

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Unit Capacity ‘000T

Coke Ovens 3303

SP-2 3137

SP-3 3197

Blast Furnaces 4080

SMS-I 2500

SMS-II 1425

Blooming Mill 2149

Billet Mill 1501

R& S Mill 750

Merchant Mill 500

Wire Rod Mill 420

Plate Mill 950

categorized into four levels i.e. unskilled, skilled, highly skilled & supervisory. Manpower of Bhilai Steel Plant including mines is 35,633 as on 31.03.2006.

NON WORKS (PERSONNEL) DEPARTMENT

General Establishment Section Rules Section Law section MPS & Recruitment Section Executive Cell H.R.I.S FSS & SEWA SEWA Counseling Section IR Section Grievance Section Contract Labor Cell Canteen Cell

Corporate Plan 2012 of 79

As the largest steel producer in the country, Steel Authority of India Limited (SAIL) has always believed in structured planning for achieving organizational growth. This has also contributed significantly to national interests, given the steel sector’s strong backward and forward linkages. Changes in business environment call for periodical review of long-term plans. In the backdrop of the upheavals faced by the global steel business in the recent past, the general perception that the current phase of buoyancy in the market will last for a longer time-span, and market growth projections of around 8%, SAIL felt it necessary to prepare a long-term perspective plan for itself, superseding the last such plan drawn up in 1992. ‘Corporate Plan-2012’, which has been drawn up as a consequence, provides a blueprint for the company’s growth in the coming years, in tandem with a growing market.By 2012, the consumption of steel in India is expected to reach around 55 to 60 million tonnes (MT), nearly double the current level. Given its available infrastructure and skill base, SAIL has the comparative advantage to supply additional volumes at the most competitive cost to the nation. Besides, the Centre for Policy Research, in its November 2002 report dealing with perspectives up to 2025, indicates that the Construction, Cold-reducing and Oil & Gas Transportation segments are poised for major growth in India. TMT Bars & Rods, Structural’s, HR/CR Coils, Plates and Pipes have been identified as the key growth products for the domestic steel industry. For SAIL, which is an established and significant player in these product segments, the scenario holds a huge potential for growth.

Corporate Plan-2012 envisages enhancement in SAIL’s domestic market share from the current level of around 26% (it is estimated that in 2003-04 steel consumption in the country crossed 30 MT) to around 27% (of the projected 55-60 MT) through a mix of measures, including stepped-up production, further intensification of market-orientation, and improved cost and quality competitiveness, supported by rational investment and multiple managerial interventions to optimize resource utilization. For realistic achievement, the plan has been split into two stages – Stage-1 pertaining to the period up to 2006-07 and Stage-2 up to 2011-12.

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PRODUCTION

As part of the plan, SAIL will increase hot metal production from its plants to a level of about 20 million tonnes per annum (MTPA) by 2012 against the current level of 13 MT. Plant-wise break-up of hot metal production is as follows:

Integrated Steel Plant Current level (2003-04)

Projected level (2011-12)

Bhilai Steel Plant (BSP) 4.9 7

Durgapur Steel Plant (DSP)

1.98 3.2

Rourkela Steel Plant (RSP) 1.73 3

Bokaro Steel Plant (BSL) 4.1 6.5

Total 12.71 19.7

Based on the above, crude steel production by SAIL is planned to reach a level of 18.7 MTPA by 2012 from the current level of 11.83 MT (achieved in 2003-04), leading to saleable steel production of 17.38 MTPA against the current level of 10.73 MT.

In view of emerging market requirements, SAIL has also planned to raise its output of finished steel to 16.6 MTPA by 2011-12 from the current level of 8.6 MT, and reduce generation of semi-finished steel from 20% of saleable steel to 4%. This will enable inclusion of more value-added products in the company’s product basket.

INVESTMENT

SAIL has estimated that the measures to be taken to achieve the targeted levels of growth and sustain higher levels of cost and quality competitiveness will require investment in the region of Rs. 25,000 crore by 2011-12. The immediate priority schemes, to be taken/completed by 2006-07, have been estimated to be around Rs. 4,300 crore

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The capital expenditure envisaged will be financed mainly through internal accruals, and will be supplemented by market borrowing if the need arises. Care will be taken to ensure that the company’s debt-equity ratio attains, and is maintained at, a level of 1:1.The plan for capital expenditure covers up gradation/modernization of some existing assets as well as installation of some new facilities. The areas broadly identified for investment pertain to:

Development of iron ore mines Rebuilding Coke Oven Batteries at BSP, DSP Revamping of iron & steel making facilities at BSP, DSP and BSL Installation of one blast furnace at RSP Installation of auxiliary fuel injection systems in all blast furnaces in

a phased manner Installation of new finishing mills

Among new finishing mills planned to be set up are:

BSP: Thin slab casting/inline Hot Strip Mill (1.1 MT), Bar & Rod Mill (1 MT), Pipe Plant (0.2 MT)

DSP: Bar & Rod Mill (1.4 MT), Structural Mill (0.4 MT)

RSP: Plate Mill (0.7 MT), CRNO Mill (0.075 MT)

BSL: Hot Strip Mill (2.5 MT), CRM Line (0.6 MT)

While the Corporate Plan identifies the specific areas for development, it is entirely directional in nature, and implementation will depend on the results of rigorous techno-economic evaluation and merit of each case.

Improved Cost & Quality Competitiveness Strengthening of competitiveness in cost and quality has been designated as a key strategic factor for the success of SAIL’s growth plan. Following interventions have been planned in this direction:

Cost competitiveness: (a) Reduction in fixed cost through volume growth, reduction in manpower

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cost and financial charges; (b) reduction in variable cost through technological interventions like elimination of ingot steel route, 100% Basic Oxygen Furnace and Continuous Casting, coke rate reduction via CDI/auxiliary fuel injection, and higher levels of process control computerization/automation, leading to enhancement of operating efficiency; and (c) by business process improvements such as streamlining of supplies of key inputs of steel making through higher utilization of e-commerce, centralized procurement for select items, etc.

Quality competitiveness: Technology & input quality improvement across value chain; thrust on special quality steel and new products; improvement in process consistency and metal treatment; advanced online testing and quality control facilities; standardization/automation/process control & IT.Corporate Plan-2012 has considered the market growth projections assuming overall steel consumption at about 8% per annum. However, the growth trends and macro-economic indicators could lead to higher growth potential. Therefore, depending on the market growth, strategies of competitors, global economic scenario, government policies and resource availability, SAIL’s plans may be revised from time to time, and further growth in terms of volume, products, etc., may be aimed through Greenfield investments, acquisitions/mergers etc.

The current plan provides the broad direction for SAIL to move forward and would be reviewed periodically.

AWARDS AND ACCOLADESGlimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its employees :

Bhilai Steel Plant bagged the most prestigious “Prime minister’s Trophy Award 2004-05” for becoming the best among integrated steel plant.

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Out of 13 PM’s Trophy awarded so far Bhilai Steel Plant has bagged it 7 times.

5 Employees from Rail & Structural Mill bagged Prime Minister’s Shram Ratna – The highest Shram award. Out of total 15 awarded so far in the country, 13 awardees are from Bhilai Steel Plant.

3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award, and 5 Shram Shree in 2004.

10 Employees were honored with the Rashtriya Vishwakarma award - a total of 262 BSP employees have been awarded since inception.

Bhilai Steel Plant has won “Corporate Sustainability prize” instituted by CII-ITC Centre of Excellence for the year 2006 in the “Independent Unit category” for exemplary performance in environmental economic and social dimensions of sustainable development.

Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National Award - 2004 of Excellent Pollution Control Implementation Gold Award for Excellence in Indian Industries, sponsored by the International Greenland Society, Hyderabad.

BSP, a Winner of Gold Award in Metal Sector for outstanding achievement in Environment Management for the year 2004-05, sponsored by the Greentech Foundation, New Delhi.

Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai Steel Plant. Bhilai Steel Plant received IIM National Quality Award 2005 in the category of Integrated Steel Plant.

Golden Peacock Award for the most innovative product was awarded to Bhilai Steel Plant in the 16th World congress on Total Quality (WCTQ 2006) .

Bhilai Steel Plant was declared winner for HR Excellence Award by CII, Chhattisgarh

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Job - satisfaction

analysis report

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Abstract:

India has arrived on the global stage from America to the far East

everyone wants to do business with us. But in today’s competitive World,

to remain in business one needs to keep its employee motivated and

satisfied, and also keep sharpening eye to make talent stay;

corporate are trying newer and newer approaches to retain talent.

Job satisfaction describes how content an individual is with his or her job. It is

a relatively recent term since in previous centuries the jobs available to a

particular person were often predetermined by the occupation of that

person's parent. There are a variety of factors that can influence a person's

level of job satisfaction; some of these factors include the level of pay and

benefits, the perceived fairness of the promotion system within a company,

the quality of the working conditions, leadership and social relationships. the

job itself (the variety of tasks involved, the interest and challenge the job

generates, and the clarity of the job description/requirements).

In the contemporary workplace of today, leaders are empowering

employees, flattening organizations, encouraging staff participation in

decision-making, enhancing productivity and shifting from 9-5 to 24/7.All this

with only one objective of attaining high performance outcomes for the

organization. Many leaders in their quest for organization success often

overlook one very valuable motivational tool in their arsenal—job

satisfaction.

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http://www.answers.com/topic/social-relation-2

http://www.answers.com/topic/leadership-14

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

http://www.answers.com/topic/company-6

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

JOB SATIAFACTION analysis and then its study for means & measures

which help in retention & motivation management of employees and

executives, where retention refers to policies and practices companies use

to prevent valuable employee from leaving their jobs. How to retain

valuable employees is one of the biggest problem that plague

companies in the competitive market place. Now-a -days businesses

often find that they spend considerable time, effort and money to train

an employee only to have them develop into a valuable com-oddity and

live the comp. for greener pastures. In order to create a successful

company employers should consider as many options as possible when

it comes to retaining employees. The Harvard Business Review states

that 5% increase in retention will result In a 10% decrease in costs

and a 25% to 65% increase in productivity.

Keeping this in view I have studied the level of job satisfaction at

Executive level i.e. (E=1 to E-9, DGM, AGM & GM) and its practice to retain

Executives and to motivate executives and vis a vis employee in an

organization like Bhilai Steel Plant, Bhilai. The case study cover various

aspect of measures of job satisfaction in an Executive, Work Load they feel

over themselves and finally what could be the reason behind (in the case), if

they leave the job and its use & practice as retention management, also its

practice in various aspect of motivational level of executive. The

objective of this study was to examine the level of job satisfaction in

Executives of BSP, so that it can further provide an insight to study the

factors behind dissatisfaction in an executive and what measure steps are

required to improve this level , to motivate them and finally how to retain the

executives in organization i.e. Retention Management. Importance of job

satisfaction, retention and its contribution to behavior in executive &

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employees work, motivation and performance and make the

management of BSP aware how to use this knowledge to create an

innovative, productive and profitable enterprise based on the result

various conclusions have been drawn and motivational techniques that

can be employed by the organization have been recommended for

proper job satisfaction level & retention management of employee and

highly productive work reducing boredom and monotony at work

place .Also providing an opportunity of personal growth of Executives with

growing BSP, and matching goals of Executives with that of organization.

RESEARCH DESIGN, METHODOLOGY AND RESPONDENT PROFILE

Primary as well as secondary sources of data collection have

been used In the research. The primary data was collected with the

help of a Descriptive survey method including survey interviews, and

observation From various Department of BSP, Bhilai. For the primary

data Collection arranged interviews and questionnaires have been used

as the Research instrument. From a review of literature, a survey

questionnaire was developed. Data was collected through questionnaire &

Interviews.

The questionnaire was mixed format, comprising of close-ended as

well as open - ended questions. There were 27 questions and a special

question was asked to get an insight that what could be done in future to

retain Executives in the BSP and to study their satisfaction level. As a

result of this pilot testing, minor changes in word selection and

sentence formation were made to the questionnaire.

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The target population of this study include executives of the BSP,

BHILAI from various department. The executives include people from

various levels In the organization- managers, personnel officers, technical

executives supervisors, engineers, AGM, DGM & GM.

The sample size was fixed arbitrarily ; about 90-100 % of total

population was selected for the sample. The sampling procedure

adopted was non – probability sampling, where in convenience played a

part.

Personal interviews (arranged interviews) and questionnaires were the main method of collecting the data for my research. The questionnaire were hand-delivered to the participants. Mostly, questionnaires were filled out by participants on their own and then collected back. The secondary data sources were primarily external, such as books, reports, articles from the generals and internet.

PRIMARY DATA COLLECTION

FIELD OF STUDY

This study has been carried out in BSP and the area of study was selected as

per the topics and objectives of the study. BSP is very large and its technical

functions are wide spread in no. of departments, sections, and zones on

production, services maintenance parameter.

SAMPLE SIZE

BSP is very large integrated steel plant comprising about 35,000 regular

employees & 10,000 contract employees (executive and non-executive) with

different age mix, grade mix and experience mix, group of people which

have indifferent behavior, emotion and attitude for the organization. The

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production process continuous around the clock and the employees are

working in A, B and C shifts. In the most hazard places and unsafe place to

perform the production process therefore I have opted for a sizeable no. of

respondents i.e. 300 for the study. It is understood that the objectives of the

study would be fulfilled with this no. of respondent.

ADMINISTRATION OF THE QUESTIONNAIRE

The questionnaire was personally taken to the respondents at their

workplaces and it was tried to contact them when they could spare one time

to interact with the researcher. For this process the HOD’s, shift in charge of

the departments/ sections were taken into confidence & they were explained

about the purpose of the study. After having understood the objective of this

research the executives have extended full cooperation and have their

participation was extremely positive on the various problem and situation

which were related to their day to day problems.

PREPARATION OF QUESTIONNAIRE

It is imperative to conduct a good study that an effective

questionnaire should be prepared. The questions were limited in no. (i.e. 27

& an extended & interesting Question also) & were designed so that they

could be within the reach of their understanding. In this approach an honest

and holistic approach was done that the significance of the study is

maintained to fulfill the study purpose.

STATISTICAL SCALE FOR THE QUESTIONNAIRE

The study was under taken with objectives to ascertain mainly the

satisfaction level of Executives with their job so that proper condition and

environment can be provided to motivate them and barriers if any can be

removed, also a proper plan & policy can be chalked out for Retaining these

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Executives. Hence the scaling for the questionnaire was made very simple so

that the respondents can respond their perception very clearly on the

subject matter. In this regard 6 scale rating was selected by me, where Pt. 6

denotes the high satisfaction level in executives and goes on decreasing with

descending order i.e. (6 to 1) and pt.1 denotes low satisfaction level( In

some cases i.e. Q23&24 it denotes Too high to Too low workload level) , so

that spontaneous and quick reply on the question asked could be decided by

the respondents and authenticity of his will could be maintained.

Points Denotes

6 Extremely satisfied with job / too much workload

5 Highly satisfied with job / high workload

4 Satisfied with job / Average workload

3 Dissatisfied with job / low workload

2 Highly Dissatisfied with job / very low workload

1 Extremely Dissatisfied with job / Too low workload

SAMPLING METHOD

Though it was a tough job to get Questionnaire filled up by

Executives because most of time they were busy in meetings, plant visits

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and with their most tough technical jobs of Monitoring and controlling each

activities with perfection. So firstly we have taken a list of no. of executives

working in different departments, and then taken a fraction of executives

from each department so that each and every department and divisions can

be covered and proper distribution can be made of respondents, so for

better results we followed Stratified Sampling Method of Sampling, which

helped us in providing much accurate result and clear situation and level of

satisfaction in Executives.

SECONDRY DATA COLLECTION

It is necessary to obtain maximum information about the

organization if we want to study the subject very deeply and thoroughly. It is

also necessary that the brief information of the functioning of the

organization should be understood to make the study effective. The field of

our study is widely spread trough out the plant. Therefore comprehensive

information of the plant functioning have been obtained to make the study

more effective.

The data / information collection about the human profile,

production performance and raw material etc. were collected from the

various publications which are published by BSP. These publications were

available in central library of BSP and remaining was collected from various

formal and informal resources. These data’s were quite helpful to analyze

the study on various HR activities, Training & Development and

organizational Development programs.

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THE BHILAI STEEL PLANT

JOB SATISFACTION QUESTIONNAIRE

Dear Participant,

This survey is being conducted to assess the satisfaction level of our executives. Based on the results of the survey, certain interventions to enhance the quality of Life of our employees are planned. Kindly give your free and frank opinion; to that end, we have not asked for your name.

Your answer is to be given on a 6 point scale where 6 points show High satisfaction and 1 shows Low satisfaction.

6 5 4 3 2 1

High satisfaction ○ ○ ○ ○ ○ ○ Low satisfaction

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Participant Details:-

Department:- Grade:-

Years Of Service in BSP:- Age:-

Qualification:-

HS 6 5 4 3 2 1 LS

Q1 Communication and Information flow in your organization

(a) With Superiors ○ ○ ○ ○ ○ ○

(b) With Peers & Colleagues ○ ○ ○ ○ ○ ○

(c) With Juniors ○ ○ ○ ○ ○ ○

Q2 Inter-personal relationships (Relationships based on trust, openness and mutual support)



(c) With Juniors ○ ○ ○ ○ ○ ○

Q3 Feelings about the manner in which your efforts are valued by your:



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(c) With Juniors ○ ○ ○ ○

○ ○

Q4 Utilization of your basic qualification in the job assigned to you:

○ ○ ○ ○ ○ ○

Q5 Utilization of your potential in the job assigned to you

○ ○ ○ ○ ○ ○

Q6 Degree of motivation as far as the job is concerned:

○ ○ ○ ○ ○ ○

Q7 Current career opportunities: ○ ○ ○ ○ ○ ○

Q8 The level of Job Security: ○ ○ ○ ○ ○ ○

Q9 Extent of your involvement and identification with the organization’s Goals & Image:

○ ○ ○ ○ ○ ○

Q10

The nature of Supervision( Supervision implies the way your superior monitors your Work)

○ ○ ○ ○ ○ ○

Q11

The methodology by which change/innovation is implemented in the organization:

○ ○ ○ ○ ○ ○

Q12

The types of tasks you are asked to perform in addition to your core assignment:

○ ○ ○ ○ ○ ○

Q13

The extent to which personal growth and development is possible in this Organization:

○ ○ ○ ○ ○ ○

Q14

The way interpersonal conflicts are resolved in your department:

○ ○ ○ ○ ○ ○

Q1 The way Technical disagreements are ○ ○ ○ ○

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5 resolved in your Department: ○ ○

Q16

The Scope your job offers for you to realize your aspirations and ambitions

○ ○ ○ ○ ○ ○

Q17

The extent of your Participation in Important decisions:

○ ○ ○ ○ ○ ○

Q18

The degree to which your Skills are Utilized:

○ ○ ○ ○ ○ ○

Q19

Flexibility & Independence allowed to you in carrying out your assignments:

○ ○ ○ ○ ○ ○

Q20

The Degree of enjoyment that you feel in your present Organizational climate:

○ ○ ○ ○ ○ ○

Q21

Your level of salary with reference to your experience and present workload:

○ ○ ○ ○ ○ ○

Q22

Your Satisfaction with the Organizational reporting structure:

○ ○ ○ ○ ○ ○

Q23

The quantity of work expected from / allotted to you ( Too High – Too Low )

○ ○ ○ ○ ○ ○

Q24

The degree to Which you feel extended in your Job ( Too High – Too Low )

○ ○ ○ ○ ○ ○

Q25

Recognitions of your Official status in Society:

○ ○ ○ ○ ○ ○

Q26

Facilities provided to you in the work place as per your designation:

○ ○ ○ ○ ○ ○

Q27

Support of service functions in helping you to concentrate on your assignment during work hours:

○ ○ ○ ○ ○ ○

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Q28. If ever I decide to leave BSP it would be for (Please tick only one):

i. More Salary and Perks

ii. Better working environment

iii. Better Status ( higher designation )

iv. Better Growth prospects

v. Freedom to work

@ THANKING YOU

Objectives:

To study and analyze the job satisfaction level in Executives

at BSP.

To find the employees level of satisfaction with the current

practice and policies adopted by the organization.

To measure retention effectiveness and motivational level of

Employee and recommend for further improving the system.

To identify what motivates people to exit.

To identify the most powerful motivators .

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To identify those factors which are causing dissatisfaction, so that

to improve and mend that before situation become worse.

Analysis and Graphical presentation of Data

DATA TABULATION

Most of the tabulated data is represented on the basis of

various dimensions of job satisfaction for an Executive. The information

below describes how to read the research results:-

Percentage of Responses refers to the percentage of actual

Participants who responded to the questions. Due to rounding

and non responses the total of these percentages may be

Slightly above or below 70 % .

GRAPHICAL PRESENTATION OF FINDINGS SSSSS

Q1:- Communication and information flow in your organization:-

(a) With Superiors

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Pie-chart clearly shows that 41% of Executives are highly / extremely satisfied with the level of information sharing & communication within Organization, rest 35% are also somewhat satisfied with their superiors.

Only 7% are extremely or highly dissatisfied and rest 17% are somewhat dissatisfied with their superiors.

INFERENCE: - Communication & Information sharing is very healthy between sub-ordinates & Superiors, and there are few bottleneck existing which can be removed by enhancing healthy relationship.

AVERAGE SCORE :- 4.21

(b) With Peers & Colleagues:-

AVERAGE SCORE:- 4.43

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Pie-chart clearly shows that 54% of Executives are highly / extremely satisfied with the level of information sharing & communication within Organization, 31% are also somewhat satisfied within their group .

Only 3% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied within their peer group.

INFERENCE: - Communication & Information sharing is very healthy among their peer group & colleagues in Executives which clearly indicates a strong bond and integration among themselves, but a little more can remove all bottlenecks.

(c) With Juniors :-


Q2:- Inter-personal relationships (Relationships based on trust, openness and mutual support):-

(a) With Superiors


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Pie-chart clearly shows that 55% of Executives are highly / extremely satisfied with the level of information sharing & communication within Organization, 29% are also somewhat satisfied with the way they share information and communicate with their juniors .

Only 5% are extremely or highly dissatisfied and rest 11% are somewhat dissatisfied with their juniors

INFERENCE: - Communication & Information sharing is very healthy between juniors & seniors and it indicates a strong bond and integration among themselves, but a little more effort can bring 100% satisfaction level between them.

Pie-chart clearly shows that 52% of Executives are highly / extremely satisfied with the level of relationship, trust and strong bond among them & superiors.

Only 7% are extremely or highly dissatisfied and rest 14% are somewhat dissatisfied and have less belief in their superiors.

INFERENCE: - Though level of trust & mutual support is at high level in BSP between Superiors and sub-ordinates but 21% dissatisfied executives is a cautious situation for Organization & trust between them should be entrusted through various means of motivation to avoid conflict in future.



c) With Juniors :-


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Pie-chart clearly shows that 52% of Executives are either highly / extremely satisfied with the level of trust & belief exist among them while 30% are also somewhat satisfied within their group .

Only 6% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied within their peer group.

INFERENCE: - Therefore the executives share a healthy relationship & have trust on each other & also have good understanding. Since this ability of making & developing relationship is individual inner quality so nothing much can be done for rest 18% of Executives.

Pie-chart clearly shows that 58% of Executives are either highly / extremely satisfied with the level of trust & belief &relation of mutual understanding exist among them & their juniors while 24% are also somewhat satisfied with their relationship with juniors.

Only 6% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied with their juniors.

INFERENCE: - Therefore the executives share a healthy relationship & have trust on each other & also have good understanding with their juniors. Since this ability of making & developing relationship is individual inner quality so nothing much can be done for rest 18% of Executives.

Q3:- Feelings about the manner in which your efforts are valued by your:-

(a) With Superiors




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Pie-chart clearly shows that 42% of Executives are highly / extremely satisfied with the manner in which their efforts are valued by their seniors , while 34% are only just satisfied with their superiors.

9% are extremely or highly dissatisfied and rest 15% are somewhat dissatisfied with the manner in which their efforts are valued by their seniors.

INFERENCE: - This clearly indicates that work is not appreciated by the superiors in 25% of cases and in 34% cases situation is somewhat same, so serious efforts are needed on this factor so that executives’ remains motivated and appreciated for the work they perform and give something extra every time.

Pie-chart clearly shows that 50% of Executives are either highly / extremely satisfied with the manner in which their efforts are valued by their peer group & colleagues, while 30% are only just satisfied within their groups.

Only 9% are extremely or highly dissatisfied and rest 11% are somewhat dissatisfied within their peer group with the manner they value their efforts.

INFERENCE: - This clearly indicates that work & efforts are not appreciated & valued within the peer group in around 50% of cases, so it is an alarming situation where serious steps are needed to be taken to avoid any conflict in future.

c) With Juniors :-


Q4:- Utilization of your basic Qualification in the job assigned to you:-

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Pie-chart clearly shows that 58% of Executives are either highly / extremely satisfied with the manner in which their efforts are valued by their juniors, while 26% are only just satisfied with the way their juniors valued their effort.

Only 4% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied with the way their juniors valued their efforts.

INFERENCE: - This is a contrast situation existing within executives of that of previous , so a proper study is required on this matter in the organization to get a deep insight that what is the real problem as on one side there exist problem with Superiors & peers and on other situation is perfectly O.K. with Juniors.

Pie-chart clearly shows that 42% of Executives are either highly / extremely satisfied with the way their basic qualification are utilized by the organization, while 29% are satisfied.

But 15% are extremely or highly dissatisfied and rest 15% are somewhat dissatisfied with the way their basic qualification are utilized while assigning them a job.

INFERENCE: - Since 30% of executives feels that their qualification are not properly utilized by Organization, out of which 15% lies n highly to extremely dissatisfied. So proper Knowledge Management is required in the Organization so that Right man can be placed at Right Place and full utilization of their ability can be done.


Q5:- Utilization of your potential in the job assigned to you:-


Q6:- Degree of motivation as far as the job is concerned:-


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Pie-chart clearly shows that 50% of Executives are either highly / extremely satisfied with the way their potential & ability are utilized by the organization, while 29% are satisfied with the job assigned to them as per their ability.

But 9% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied with the way their potential are utilized while assigning them a job.

INFERENCE: - Since 21% of executives feels that their potential & ability are wasted by not properly assigning them job of their caliber, a little more efforts in the organization can remove & reduce this problem to a minimal level thus full utilization of their ability can be made possible.

Pie-chart shows that 43% of Executives are either highly / extremely motivated as far as their job is concerned, while 31% are satisfied with the degree of motivation from their job.

But 11% executives feels extremely or highly de-motivated and rest 15% are somewhat dissatisfied with the motivational level at their job.

INFERENCE: - Since 26% of executives feels de-motivated and next 31% are just satisfied with the motivational level from their job. So Organization required studying closely the means by which they can motivate Executives & increase their satisfaction level.

Q7:- Current Career opportunities:-


Q8:- The level of Job Security:-

AVERAGE SCORE:- 4.84 of 79

Pie-chart shows that only 34% of Executives are either highly / extremely satisfied with the current career opportunities available at BSP, while next 30% are somewhat satisfied with the career opportunities in this organization.

14% are extremely or highly dissatisfied and rests 22% are somewhat dissatisfied with the career opportunities available in this organization.

INFERENCE: - A large no. that is 36% (14% highly/extremely zone) of Executives are not happy with the Career Opportunities currently in BSP, and next 30% are just satisfied, so it is an alarming situation for Organization which can seriously to be deal, because it could be one of the reason for executives to leave the Organization.

Pie-chart clearly shows that large no. i.e. 68% of Executives are either highly / extremely satisfied with the job security level in the Organization, and 20% are in satisfied zone when job security is concerned.

Only 4% are extremely or highly dissatisfied and rest 8% are lie in dissatisfied zone when job security is concerned.

INFERENCE: - Being a PSU, Job security is not a big issue in executives and in 88% cases they feel highly secure about their job which is a big plus point for this Organization.

Q9:- Extent of your involvement & identification with the Organization’s Goals & Image:-


Q10:- The nature of supervision (Supervision implies the way your superior monitors your work):-


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Pie-chart clearly shows that 55% of Executives are either highly / extremely satisfied and identify their own goals with the Organizations goals & remain fully involve in Organization work, while 29% are satisfied with this feel attached in all activities of organization.

Only 4% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied and fails to identify & involve in Organization work.

INFERENCE: - When around 85% executive’s personal goal matches with that of Organization & they feel proud of being an employee of BSP, it is always a good sign for an organization. A little more improvement in policies can thrust it to 90% level.

Pie-chart clearly shows that 54% of Executives are either highly / extremely satisfied with the nature of supervision in the organization, while 25% are satisfied with the way their superiors monitors their work.

6% are extremely or highly dissatisfied and rest 15% is somewhat dissatisfied with the way their superiors monitors their work.

INFERENCE: - Around 80% of executives are in the satisfaction zone when nature of supervision is concerned, it clearly indicates superiors are performing their duty of supervision rightly and without any bias, but rest 20% cases must be taken as caution and needful steps to be taken.

Q11:- The methodology by which change / innovation is implemented in the Organization:-


Q12:- The types of tasks you are asked to perform in addition to your core assignment:-


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Pie-chart shows that only 1/3rd of Executives are either highly / extremely satisfied with the change and innovation is implemented in the Organization, while next 36% are somewhat satisfied with the methodology of change / innovation.

12% are extremely or highly dissatisfied and next 19% are somewhat dissatisfied with the methodology of change / innovation in the Organization.

INFERENCE: - Being a PSU, BSP is also somewhat traditional in its approach and change and innovation takes a long time to get implemented. Also it is not an autonomous organization so every new concept passes through several routes before being implemented.

Pie-chart shows that 44% of Executives are either highly / extremely satisfied with the types of additional tasks they are asked to perform , and 32% are somewhat satisfied with these additional tasks.

But 10% are extremely or highly dissatisfied and rests 14% are somewhat dissatisfied with the additional tasks asked to perform.

INFERENCE: - When 75% 0f executives are in satisfied zone with the types of additional tasks apart from core assignments it is always a good sign, a little more care & effort while assigning these additional tasks can push this zone to a level of 85% plus.

Q13:- The extent to which personal growth & development is possible in this Organization:-


Q14:- The way interpersonal conflicts resolved in your department:-


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Pie-chart clearly shows that 39% of Executives are either highly / extremely satisfied with the personal growth & development possibilities in BSP, while 29% are satisfied with the personal growth over here.

But 10% are extremely or highly dissatisfied and rests 24% are somewhat dissatisfied & doubtful about their personal growth & development.

INFERENCE: - There is lot of opportunities to learn & develop in the BSP but the need is to identify that by executives. So a proper time to time counseling and transfer of responsibilities can help in overcoming this situation as a large chunk i.e. 32% lie in dissatisfied zone and next 29% in just satisfied zone, which is always an alarming situation for an Organization.

Pie-chart clearly shows that 34% of Executives are only highly / extremely satisfied with the way interpersonal conflicts are resolved in their department, while 36% are somewhat satisfied with the way conflicts are handled & resolved.

A large no. i.e. 13% executives are extremely or highly dissatisfied and rest 17% are dissatisfied with the way conflicts are handled & resolved in their department.

INFERENCE: - Since 30% Executives are in dissatisfied zone, which indicates there is a problem exists in resolving conflicts within a department in the Organization. A proper well planned method and ways are required to resolve those conflicts.

Q15:- The way technical disagreements are resolved in your department:-


Q16:- The scope your job offers for you to realize your aspirations & ambition:-

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Pie-chart clearly shows that 38% of Executives are either highly / extremely satisfied with the way technical disagreements are resolved in their department, while 37% are somewhat satisfied with the process.

But 11% are extremely or highly dissatisfied and rests 14% are somewhat dissatisfied with the way technical disagreements are resolved in their department .

INFERENCE: - Since 1/4th Executives are in dissatisfied zone, and next 37% are just satisfied which indicates that problems are existing in resolving & overcoming technical disagreement. A proper well planned method and ways are required to resolve these conflicts, so that all bottlenecks& disagreements can be overcome.

Pie-chart indicates that 37% of Executives are either highly / extremely satisfied with the scope their job is offering to fulfill their aspirations & ambitions, while 35% are just satisfied with the scope of their job.

A large percentage i.e. 14% are extremely or highly dissatisfied and feels that their ambitions are curbed in this organization & rest 14% are somewhat dissatisfied with the scope of their job.

INFERENCE: - Since 28% executives feels that their aspirations & ambitions are curbed in this organization & next 35% are just satisfied so it shows that Executives in BSP feels that scope in this organization is not according their expectations & aspirations.


Q17:- The extent of your participation in important decisions:-


Q18:- The Degree to which your Skills are utilized:-

AVERAGE SCORE:- 4.22 of 79

Pie-chart clearly indicate that 34% of Executives are highly / extremely satisfied with the way they are included while taking an important decisions in Organization, while 36% are somewhat satisfied with their extent of participation in important decisions.

But 14% are extremely or highly dissatisfied and next 16% are somewhat dissatisfied with their extent of participation in important decisions.

INFERENCE: - Since 30% of Executives are in Dis-satisfaction zone, so we can say that executives are not properly contacted or included when important decisions are considered or their views are not properly considered. So, Organization must have to take care of this issue.

Pie-chart indicates 45% of Executives are either highly / extremely satisfied with the way their Skills are utilized in the Organization, and next 31% are satisfied.

But 10% of executives are extremely or highly dissatisfied and rests 14% are somewhat dissatisfied with the degree to which their skills are utilized in the organization.

INFERENCE: - Around 1/4th of executives are not happy with the way their skills are utilized by organization, so there is need to sit down together and properly chalk out a plan to utilize their skills in best possible way so that organization be benefitted with their proper utilization.

Q19:- Flexibility & Independence allowed to you in carrying out your assignments:-


Q20:-The degree of enjoyment that you feel in your present organizational structure:-

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Pie-chart clearly shows that 40% of Executives are either highly / extremely satisfied with the flexibility & independence provided to them in carrying out their assignments, while next 37% are satisfied with the freedom given to them in performing their job.

But 9% are extremely or highly dissatisfied and rest 14% are somewhat dissatisfied and not happy with the level of flexibility & independence allowed and felt their hand tied while carrying out assignment.

INFERENCE: - Lot of flexibility & independence is provided by Organization to Executives, so executives’ works freely without much boundations.

Pie-chart indicates that 40% of Executives are highly / extremely satisfied and enjoying working in the BSP, while 28% are somewhat satisfied with the present organizational structure.

14% executives are extremely or highly dissatisfied and rests 18% are somewhat dissatisfied with the present organizational structure.

INFERENCE: - Since 32% of Executives are in dissatisfaction zone, so it clearly indicates that most of executives are not enjoying present organizational structure and a change is needed in the organization.


Q21:-Your level of salary with reference to your experience and present workload:-


Q22:-Your satisfaction with the Organizational reporting structure:-

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Pie-chart clearly shows that only 27% of Executives are either highly / extremely satisfied with the level of salary they get as per their experience & designation, while 31% are somewhat satisfied with their salary package.

A large chunk of 21% executives are extremely or highly dissatisfied and rests 21% are somewhat dissatisfied with their level of salary they get as per their experience& present workload.

INFERENCE: - Statistics clearly indicates that most of Executives are not satisfied by their salary. Being a central organization & PSU salary is decided by Govt., so there is less scope but then additional benefits & packages are always there & 6th Pay commission can little bit satisfy their appetite.

Pie-chart clearly shows that only 1/3rd of Executives are highly / extremely satisfied with the organizational reporting structure, while 35% are somewhat satisfied.

15% of executives are extremely or highly dissatisfied with the organizational reporting structure and rest 17% are somewhat dissatisfied.

INFERENCE: Most of executives are not satisfied with the organizational reporting structure (since 1/3rd exist in dissatisfaction zone), so a proper Organizational reporting structure is needed to be planned again.


Q23:- The quantity of work expected from / allotted to you:-


Q24:- The degree to which you feel extended in your job:- of 79

Pie-chart shows that 45% of Executives feels that work expectation & workload on them is too extreme/ very high, while 34% feels that it is somewhat on higher side.

While 6% feels it is too low / very low, and rests of 15% feels workload is at average level.

INFERENCE: - Since 80% of Executives feels that work expected from them / allotted to them is on higher side, so needful is to be done to shed down their workload. Also a methodical planning of distributing responsibility among executives to be done to avoid too much workload overload over an individual.

Pie-chart shows that 45% of Executives feels too extreme/ highly extended in their job, while 29% feels that extended is somewhat on higher side.

While 8% feels too low / very low extended in their job, and rests of 18% feels extension of average level.

INFERENCE: - Since 3/4th of Executives feels extended in their job, so needful is to be done to shed down their workload. Also a methodical planning of distributing responsibility among executives to be done to avoid too much workload overload over an individual.


Q25:- Recognition of your official status in Society:-


Q26:- Facilities provided to you in the work place as per your designation:-

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Pie-chart clearly shows that 44% of Executives are either highly / extremely satisfied with their official status in the society, while 31% are somewhat satisfied with their recognition & status in society.

But 10% executives are extremely or highly dissatisfied and rests 15% are somewhat dissatisfied with their recognition & status in society.

INFERENCE: - most of I.e. 3 / 4th of executives are well recognized in society as per their official status, so it clearly indicates that executives of BSP have their own high position & status in the society.

Pie-chart clearly indicates that only 29% of Executives are highly / extremely satisfied with the facilities provided to them in their work place as per their designation, and next 27% are somewhat satisfied with the facilities.

Large no. of Executives i.e. 25% are extremely / highly dissatisfied with the facilities at their workplace and rests of 19% are dissatisfied with the facilities provided as per their designation.

INFERENCE: - Facilities provided at the work place are not enough to satisfy the executives & they are highly dissatisfied with this factor. Executives want better facilities as per their designation in their workplace. This is an important factor which should be closely looked , as better working environment is one of the most important factor.


Q27:- Support of service functions in helping you to concentrate on your assignment during work hours:-


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Pie-chart clearly shows that 29% of Executives are either highly / extremely satisfied with the support of service functions, while 34% are somewhat satisfied.

But high no. of executives i.e. 18% are extremely or highly dissatisfied and rest 19% is somewhat dissatisfied with the service functions support during work hours.

INFERENCE: - Since 37% of executives are dissatisfied & not happy with support of service functions during work hours which is not a good indicator in the organization. This indicates that working facilities and services are not conducive at the work place & during work hours and also their average score are on the lower side.

Q28:- If ever I decide to leave BSP it would be for (please tick only one):-

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Pie chart indicates that 33% of executives if have to leave BSP will leave for more salary & perks, next 31% will leave BSP for better growth prospects.

16% may leave BSP for the lure of better status, while 15% will leave BSP for better working environment.

Only 5% will leave BSP for the Freedom to work.

INFERENCE :- Most of executives feels that salary & growth prospects are on the lower side in BSP, also Better status i.e. chance of early promotions are not much. Though working environment was one of the major cause of dissatisfaction among Executives but only 15% of executives of BSP will leave organization for this reason.

COUNT(A) 100 More Salary & Perks

COUNT(B) 46 Better working Environment

COUNT(C) 49 Better Status (Higher Designation)

COUNT(D) 93 Better Growth Prospects

COUNT(E) 13 Freedom to Work

FINDINGS

The case study analysis provided some interesting insight into job

satisfaction level and reason & matters on which the executives

satisfaction level goes up & the cases in which they felt

dissatisfied, so that it can help organization about retention

management and its practice to their motivation. On the basis of

above data inferences are drawn. These are the following

reasons which are responsible for executives high & low

satisfaction with some interesting findings:-

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In comparison to superior & peer and colleagues

executives share better relationship, communication and

mutual trust with their Juniors.

Efforts of executives are not properly valued by their

Superior & group members.

Executives feels that their Qualification, Ability & Potential

and their Skills are not properly utilized by the

organization.

Executives are not highly motivated as far as their job is

concerned.

Executives felt highly secure when job security is

concerned and level of their involvement & identification

with the organization’s Goals & Image is high(85%).

Change & Innovation is on the lower side and executives

are not satisfied.

Executives are highly satisfied with the nature of

supervision& the types of additional tasks they are asked

to perform.

Executives are dissatisfied with current career

opportunities and personal growth & development in

organization. Also they feel dissatisfied with the scope job

offers to realize their aspirations & ambitions.

Executives are also dissatisfied with the way interpersonal

conflicts & technical disagreements are resolved in their

department.

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Executives are dissatisfied with the extent of their

participation in important decisions, with organizational

reporting structure & degree of enjoyment in present

organizational structure.

Around 75% executives feels that there is too much

workload over them and feel extended in their job.

Executives have high level of flexibility & independence

allowed in their job and also high Recognition of their

status in society.

Executives are extremely dissatisfied with the following 3

factors:-

With the level of Salary as per their experience &

workload.

With the facilities and support service functions at

their workplace & during work hours.

With the workload in the job.

RECOMMENDATION

Based on the analysis, findings and inference of the data collected from 301

Executives of BSP on their level of job satisfaction at BSP following

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suggestions & recommendations are made for betterment & growth of this

organization. I hope these recommendation will help BSP in increasing the

satisfaction level of Executives and overcoming the bottlenecks & drawbacks

existing in the organization and help in its growth and development.

Firstly proper facilities are to be provided to executives at

their workplace ( as per their designation) , such as a

comfortable place to sit with all facilities, a vehicle on demand

for making visits etc. .

Secondly support of service functions during work hours to

help them in concentrating on their assignment, such as

supporting staff, additional staff during a project, proper &

timely dispatch of information when required etc. . So that a

conducive and supportive work environment is provided to

executive which can satisfy them & their status (as 15% are

those Executives which can leave BSP in choice of better

working conditions). Thus we can increase their satisfaction

level and motivate them, and it will help in retaining

Executives.

Thirdly involving all executives suggestions, considering their

views also while making an important decision can help

organization in improving executives trust in the organization

& superior. Also a reward system for best recommendations /

views & active participation can be started in departments to

encourage executives. Also new ideas , creative ideas which

can bring a change could be invited for being published in

monthly magazines of BSP specially, so that even if not

suggestions not implemented it can fulfill their inner soul

appetite and also lead to a high satisfaction level . But this

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should be implemented with proper planning & well calculated

steps.

Fourthly proper use of Knowledge Management ( Data mining

software & Intelligent Data software) should be implemented

while assigning Job, Responsibilities to the executives

because it should be done after carefully analyzing their basic

Qualification , their potential & abilities and their Skills so

that their qualities can be utilized to a full extent and in a

proper manner. It will help in improving the level of

dissatisfaction in executives and Organization will get

benefitted by “ RIGHT MEN AT RIGHT PLACE “.

A proper well planned structure is needed to be created by

sitting together to find the way and manner in which Inter-

personal conflicts & technical disagreements to be resolved

within the department.

Also a methodical & well calculated planning is required

within the organization to shed down the extra workload on

the Executives. For this purpose a proper distribution of

responsibility & staff among Executives to be done, also a

clear cut line to be demarcated to differentiate responsibility

among executives to avoid overload of the work over an

individual. By thus the executive will feel less extended in

their job and will work with full vigor and will have high

satisfaction level.

Re-planning & Re-designing of Organizational Reporting

Structure is required to be done by Organization by sitting

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together and with considering the views & suggestions of

executives.

There is need of improving the present organizational climate

as without fun at workplace there always exists boredom at

workplace. So recreation hall can be provided at rest place

with facilities of indoor games, light music etc to again re-

charge them.

Time to time Executive should be remind that they are

important for organization & there are lot of scope for

learning, personal growth & development with this

organization.

About Salary & Perks and fast growth prospects (related to

promotion) nothing much can be done, as there are

restrictions existing with that of being a PSU. But Executives

can be remind about the benefits and additional allowances

they get and if possible all bills can be presented to them at

the end of year indicating all benefits they received.

Recommendation for retention management

Certain retention measures and scheme have been proposed to

adopted by management in order to motivate its employee and

improve the retention. The key to retention management is to know

what motivate them to quit and designing a program based on

those needs. A typical employee today is more likely to be a trained

and qualified professional. Money and promotions are typically are

low on the priority list because they tend to be well paid and they

enjoy their work. Research suggests that as employees income of 79

increase money becomes less motivator while as employee get older

interesting work become more of a motivators. One of the major

changes taking place in organizations today is the addition of

temporary or contractual employees. They don’t have the security or

stability that permanent employees have. Then there are people who

have limited education, skills and opportunities for promotions and

growth thus having very low wages depending upon the situation

appropriate approach would be needed to retain and motivate people

at work places. Following are some guidelines for motivating

employees which retain them in BSP, BHILAI.

1. Hiring through referrals. Happy employees will only refer

those who fit the company’s needs.

2. Being a center for learning. Providing extensive training

including using internal specialization.

3. Offering cross functional growth opportunities.

4. Always completing the feedback loop. Great workplace correct

the wrong.

5. Not leaving flanks open to talent outage. They make concrete

succession plans.

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6. Building empowerment into systems. No amount of training

can ensure this.

7. Ensuring Fun, Impromptus parties, family outings etc. for

staffers create profitable company.

Some other measures are:

WELFARE MEASURES: the company should try to take

various welfare

Measures for employees.

CONFLICT RESOLUTION: a proper route should be

developed for hiring

executive.

JOINT DECISION MAKING: to make retention policy more

influence

the executive must be involved in decision making

process.

CONCLUSION

Based on the case analysis and interpretations certain conclusions have

been drawn about the relative importance of retention management &

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various motivational factors to retain Executives in the organization. They

are:-

1.- Money is the number one motivator. Remuneration is rated as the most

important factor for stay/quit from organization. This is a hygiene/extrinsic

factor which will lead to dissatisfaction.

2.-Number two motivator is a good work environment. The organization

climate is important for most of employee.

3.-Number third motivator is additional job benefits like incentives, facilities

and perks.

4.-Reward is an important motivator to stay employee. It represents

reorganization and appreciations for good performance.

5.-If recognition present it will lead to high motivation.

6.-Growth and advancement also lead to high motivation.

7.-Number seven factor is job security. This is safety dimension if it practiced

lead to job satisfaction.

8.-Good working condition, efficient administration & supervision, and work

autonomy will considerably lead motivated work force.

9.-Quality of work itself is interesting and challenging job is regarded an

important component of work.

10.-Performance based salary is viewed as means of performance appraisal

and recognition of work.

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WHAT RETAINS & MOTIVATE PEOPLE

When there are so many benefits associated with industry. When

there are so many privileges for the employee then what makes

them to change the Company / industry ? Is it only MONEY that

matters or anything else as well? The list out following reasons:

Money is not the only reason

PERSONAL GROWTH

COMPENSATION

LEARNING OPPORTUNITIES

JOB CONTENT

WORK LIFE BALANCE

IMMEDIATE SUPERVISOR

TALENT FIT

RECOGNITION

FAMILY TASK

CULTURE

WORK ENVIRONMENT

COMPANY IMAGE

INDUSTRY GROWTH

“ FUN” PLACE TO WORK

APPENDIX

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What should a organization do to improve retention?

Successful organizations realize employee retention and talent management

are integral to sustaining their leadership and growth in the marketplace.

Becoming an employer of choice by retaining high-caliber employees in

today’s labor market should be the highest priority.

Chart Course International helps organizations with retention programs to

recruit, manage, retain and develop the best workforce available by

providing cutting-edge strategies, assessments, consulting and training.

Greg smith helps organizations design employee retention programs to

reduce turn over and improve productivity. He is a leading authority on

employee retention and a former Examiner for the Malcolm Baldrige National

Quality Award-America’s highest award for organizational excellence.

ORGANIZATIONAL NEED FOR EMPLOYEE RETENTION

BETTER MATCHING-organization should spot and develop people who “fit”

with the job description, the company culture and the supervisor or

manager.

BETTER MANAGERS-retention training programs help insure managers learn

how to build teams, manage performance, develop individuals to their full

potential and help them achieve success on the job.

BETTER INTEGRATION-organization should design effective orientation and

“On boarding” programs to build enthusiastic employees that stay longer.

BETTER CONNECTIONS-organization should help to measure an employee’s

individual needs and help build productive relationships with their co-

workers.

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BETTER CULTURE-organization should drives employees need and expect

from their job.

BETTER ACCOUNTABILITY FOR TURNOVER-HR and line management capture

critical information such as retention plans, training needs and job

performance, and communications this information to the entire

management team for accountability.

RETENTION-a big Challenge

Fundamental changes are taking place in the work force and the workforce

that promise to radically alter the way companies relate to their employees.

Hiring and retaining good employees have becomes of nearly every

company in every industry. The fierce competition for qualified workers

results from a number of workplace trends, including:

*A robust economy

*Shift in how people view their careers

*Changes in unspoken “contract” between employer and employee

*Corporate cocooning

*A new generation of workers

*Changes in social mores

*Life balance

Concurrent with these trends, the emerging work force is developing very

different attitudes about their role the workplace. Today’s employees place a

high priority on the following:

@ Family orientation

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@ Quality of life issues

@ Autonomy

To hold your people, you have to work counter to prevailing trends the job

churning. Smart employers make it a strategic initiative to understand what

their people want and need- then give it to them.

MOTIVATING EMPLOYEES

Motivating employees to do what you want is easier than you thing. Learn

how this employee motivation program for success can increase productivity

by 20% and eliminate the costs of high staff turnover. Learn how everyone

can be a top team player in the workplace with in 72hrs.

In understanding the theories of motivation and organizational behavior, you

can learn how to easily achieve your targets and motivate your staff.

Motivating and retaining employees requires strong leadership skills and

effective management practices. Small changes can make dramatic changes

on team and master the leadership skills required to increase staff

motivation.

Employee motivation, positive employee morale, rewards and recognition

are explored in these resources. What create motivated, contributed

employee? How do you maintain high employee morale when people at work

long hours? How does your reward and recognition system contribute to or

deflate employee motivation , positive morale and retention? Answer are

here.

1.- What employee want from work

Every person has different reasons for working. The reasons for working are

as individual as the person. But we all work because we obtain something

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that we need from work. The something obtained from work impacts morale,

employee motivation, and the quality of life. To create positive employee

motivation, create employees as if they matter- because employee. These

ideas will help you fulfill what from work and create employee motivation.

2.- Motivation job Interview questions

Following sample job interview questions about motivation enable you to

assess what motivates the candidate you are interviewing. Feel free to use

these job interview questions in your own candidate’s interviews.

3.-Motivation Center

Every person is motivated. The challenge at the work is to create an

environment in which people are motivated about work priorities. Find out

how at the motivation center work.

4.-Retain your employee

Key employee retention is critical to the long term health and success of

your business. Managers are readily agree that their role is the key in

retaining your best employees to ensure business success. If managers can

cite the fact so well, why do many people behave in ways that so frequently

encourage great employee top quit their job?

5.-Inspirational quotes

Looking for an inspirational quote or a business quotation for your

newsletter, business presentation, bulletin board or inspirational posters?

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These motivation quotes are very useful to help motivation and inspiration.

These quotes about employee motivation will help you create success in

business, success in management, success in life.

6.-Celebrate annual holidays

7.-Give gift to the workers

8.-Reinforce and sustain your culture

9.-Motivation and morale resources

10.-Promote self discipline

BIBLIOGRAPHY

SAIL ANNUAL JOURNAL 2006-07, 07-08

ANNUAL REPORT: BSP 2006-07, 07-08

WEB SITE OF SAIL www.sail.co.in

WEB SITE OF BSP www.bsp.com

OTHER SITES: - www.google.com

www.wikipedia.com

MAGAZINES- Training & Development - Jan-July,2008

edition

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http://www.wikipedia.com/

http://www.google.com/

http://www.bsp.com/

http://www.sail.co.in/

TIDS – Jan, 07- July, 08 edition

Cranny, C. J., Smith, P. C., and Stone, E. F. (1992). Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance. New York: Lexington Books

Locke, Edwin A. (1976). "The Nature and Causes of Job Satisfaction." In M. D. Dunnette, ed., Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally.

Herzberg, F., Mausner, B., Peterson, R. O., and Capwell, D. F. (1957). Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Service of Pittsburgh

ANNEXURE

1) Study on effectivness of exicutive job satisfactiono program system is

conducted on 6 point scale. About 1104 executives list of the level E1-

TO-E7 & some Sr. executive also were contacted & discussed from the

following department .

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DEPARTMENT

NO OF

EXECUTIVE

1. BLAST FURNACE

2. COOK OVEN

3. SMS I&II

4. WATER SUPPLY

5. PROJECT

6. FINANCE

7. MEDICAL

8. PERSONAL MANAGEMENT

9. MPD/ MARKETING

10.VIGILENCE/AUDIT

11. PLATE MILL

12. CO CCD

13. MERCHANT MILL

14. EDUCATION/HORTICULTURE

15. RSM

16. BBM

17. INSPECTION

18. TND

19. TELECOM & OTHER DIPARTMENT

TOTAL ==

43

9

95

11

13

22

70

15

6

2

31

51

10

44

26

18

06

20

672

1104

2. Tabular representation of data collected data:-

SATISFACTION LEVEL

GOOD SATISFACTION LEVEL LOW SAMPLE

SATISFACTION

LEVEL

6 5 4 3 2 1SIZE HIGH LOW

E.S. S. S.W.S. S.W.D. V.D. E.D.

1A 36 103 105 40 13 3 300 81 19

1B 37 125 95 34 7 2 300 86 14

1C 53 114 88 32 9 4 300 85 15

2A 46 113 80 39 15 7 300 80 20

2B 42 124 92 30 9 3 300 86 14

2C 48 129 79 30 10 4 300 85 15

3A 41 100 94 42 18 5 300 78 22

3B 36 126 90 29 17 2 300 84 16

3C 54 130 76 32 5 2 299 87 13

4 50 90 87 44 19 10 300 76 24

5 53 110 85 30 14 7 299 83 17

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6 45 92 93 40 22 8 300 77 23

7 28 86 88 57 33 3 295 68 32

8 105 111 54 19 8 3 300 90 10

9 65 115 81 29 5 5 300 87 13

10 48 118 81 38 13 2 300 82 18

11 23 88 115 48 22 4 300 75 25

12 33 107 100 35 22 3 300 80 20

13 26 89 95 62 19 9 300 70 30

14 29 87 103 45 26 10 300 73 27

15 26 92 107 45 24 6 300 75 25

16 22 102 98 41 32 5 300 74 26

17 26 82 108 47 28 8 299 72 28

18 45 105 87 46 18 2 303 78 22

19 44 86 108 38 18 6 300 79 21

20 39 95 77 52 26 10 299 71 29

21 25 67 98 54 34 22 300 63 37

22 28 80 104 49 28 10 299 71 29

23 39 107 101 38 11 3 299 83 17

24 26 120 92 45 14 2 299 80 20

25 37 105 95 40 19 3 299 79 21

26 29 68 79 53 40 30 299 59 41

27 24 67 115 48 32 14 300 69 31

28 106 45 48 92 9 0 300 66 34

GR. TOTAL 1414 3378 3098 1443 640 217 10190 77 23

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LIKERT SCALE RATING

E.S. EXTREMELY SATISFIED

S. SATISFIED

S.W.S. SOME WHAT SATISFIED

S.W.D.SOME WHAT DISSATISFIED

V.D. VERY DISSATISFIED

E.D.EXTREMELY DISSATISFIED

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bhilai project

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