CHAPTER-1

INTRODUCTION
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

Primary Objective
To find that whether the employees are satisfied with their jobs or not.
Secondary Objectives
To study the relationship between the personal factors of the Employee (Income, Designation,
Educational qualification, Gender, etc.,)
To analyses the companys working environment.
To check the Degree of satisfaction of employees.

SCOPE OF THE STUDY

The scope of the study is confined to the employees working in STEEL AUTHORITY OF
INDIA LIMITED (SAIL)
The benefit of the study for the company is that through this study, the company can improve
and modify its motivational techniques. The benefit of the study for the researcher is that it
helps to gain knowledge and experience and also provide the opportunity to study and
understand the prevalent motivational techniques.

RESEARCH METHODOLOGY
Meaning
Research is a systematized effort to gain new knowledge. It is a systematic study
consisting of a problem formulating a hypothesis collecting the facts and data, analyzing the facts
and reaching for certain conclusions, which can be in the form of either solution towards a
problem.

Research design
A research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in procedure.
The research design used in my study is basically descriptive in nature.

Types of research

Exploratory research

Descriptive research

Causal research

Applied research

Basic research

Exploratory research
Exploratory studies are conducted to clarify the ambiguous problems.

Ambiguity means that the nature of problem to be solved is unclear.

Descriptive research
The research design in my study is descriptive. Its studies are concern with describing

the characteristics of a particular group or individual. Studies concerned with specific prediction
with narration of facts and characteristics group or situations are examples of descriptive
research .it is also known as social research concerning individual,

Causal research
The mean purpose of causal research is to identify the cause and effect relationship

between variables.

Applied research
Applied research is conducted when a decision is to be made about a specific real-

like problem.

Basic research
Basic or pure research (fundamental research) attempts to expand the limits of

knowledge.
Sample Design
A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would adopt in selecting items for the
sample i.e. the size of the sample. Stratified sample method is adopted to select the sample.
Sample Size
It includes the number of sampling unit selected from the population for
investigation. The sample size must be optimum or adequate. If the sample size is small it may
not appropriately represent the population.
Too large sample would be costly in terms of money &time. The optimum sampling size would
fulfill the requirements of efficiency, representativeness, reliability, and flexibility.
The sample size is taken of 100 customers. It is because of the shortage of time & their busy
schedule.

Data Collection Method

Primary Method
The first handed information/Fresh data collected through various methods is
known as primary data. The types of primary data collection method are:

Face to Face interview

Questionnaires

Telephonic Survey

Survey through E-Mail

through Reference

I have used face to face interview Method

Secondary Method
The data which have been already collected & comprised for another purpose. The
types of secondary data collection method are:

Magazines

Internet sites

Internet websites.

LIMITATIONS OF THE STUDY

Data collected is based on questionnaire.

The number of employees in STEEL AUTHORITY OF INDIA LTD. is more, so sample

size is limited by 100.

The result would be varying according to the individual as well as time.

Some respondents hesitated to give the actual situation; they feared that management
would take any action against them

The findings and conclusions are based on knowledge and experience of the respondents
sometime may subject to bias.

CHAPTER-2
REVIEW OF LITERATURE

JOB SATISFACTION

Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the
person concerned. It could, for example, be associated with a personal feeling of achievement. Job
satisfaction is an individuals emotional reaction to the job itself. It is his attitude towards his job.
Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the amount of
reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals
have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
Job satisfaction is the amount of pleasure or contentment associated with a job. If you like
your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you
will experience job dissatisfaction.
-Andrew J DuBrins

RELATED ELEMENT OF JOB SATISFACTION

Human life has become very complex and completed in now-a-days. In modern
society the needs and requirements of the people are ever increasing and ever changing. When the
people are ever increasing and ever changing, when the peoples needs are not fulfilled they
become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job
satisfaction of industrial workers us very important for the industry to function successfully. Any
business can achieve success and peace only when the problem of satisfaction and dissatisfaction
of workers are felt understood and solved, problem of efficiency absenteeism labour turnover
require a social skill of understanding human problems and dealing with them scientific
investigation serves the purpose to solve the human problems in the industry.

Pay.

The work itself.

Promotion

The work group.

Working condition.

Supervision.

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

WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of employees.
People often used their co-workers as sounding board for their problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can influence life
outside of work. If people are require working long hours and / or overtime, they will have very
little felt for their families, friends and recreation outside work.

SUPERVISION
Two dimensions of supervisor style:

Employee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.

The other dimension of supervisory style influence participation in decision making,

employee who participates in decision that affect their job, display a much higher level
of satisfaction with supervisor and the overall work situation.

DETERMINANTS OF JOB SATISFACTION

While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the same job
in the same job environment and at the same time. Therefore, it appears that besides the nature of
job and job environment, there are individual variables which affect job satisfaction.
Individual factors
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individuals level of education,
age and other factors.

Level of education
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the level of
education, particularly higher level of education, and job satisfaction. The possible reason for this
phenomenon may be that highly educated persons have very high expectations from their jobs
which remain unsatisfied. In their case, Peters principle which suggests that every individual tries
to reach his level of incompetence, applies more quickly.
Age
Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they are
going to drive from their work. These assumptions make them more satisfied. However, when
these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the
people start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of retirement
and future outcome.
Other factors
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favorable social and family life, he may not feel happy
at the workplace. Similarly, other personal problems associated with him may affect his level of
job satisfaction. Personal problems associated with him may affect his level of job satisfaction.
Nature of job
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
Occupation level
Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders.
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For example, professionals derive more satisfaction as compared to salaried people: factory
workers are least satisfied.
Job content
Job content refers to the intrinsic value of the job which depends on the requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction;
the degree of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.

Situational variables
Situational variables related to job satisfaction lie in organizational context formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:

Working conditions
Working conditions, particularly physical work environment, like conditions of

workplace and associated facilities for performing the job determine job satisfaction. These work
in two ways. First, these provide means job performance. Second, provision of these conditions
affects the individuals perception about the organization. If these factors are favourable,
individuals experience higher level of job satisfaction.

Supervision
The type of supervision affects job satisfaction as in each type of supervision; the

degree of importance attached to individuals varies. In employee-oriented supervision, there is

more concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of the job and
people become secondary. This situation decreases job satisfaction.

11

Equitable rewards
The type of linkage that is provided between job performance and rewards determines

the degree of job satisfaction. If the reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations
other than the job performance, it affects job satisfaction adversely.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individuals physical and mental health. Since job
satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the
individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health
result from psychologically harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that there is spillover effect which
occurs in both directions between job and life satisfaction.

Productivity
There are two views about the relationship between job satisfaction and productivity:

A happy worker is a productive worker,

A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and
productivity;
When job satisfaction increases, productivity increases; when satisfaction decreases, productivity
decreases. The basic logic behind this is that a happy worker will put more efforts for job
performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may not
put his efforts more vigorously because of his low expectations from the job. Therefore, this view
does not explain fully the complex relationship between job satisfaction and productivity.
12

Another view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support this
view.
This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance. Job performance leads to job satisfaction and not the other way round. The basic
factor for this Phenomenon is the rewards (a source of satisfaction) attached with performance.
There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from the job
itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such
a type of reward may help to increase productivity. The extrinsic reward is subject to control by
management such as salary, bonus, etc. Any increase in these factors does not help to increase
productivity though these factors increase job satisfaction.

A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore, he cannot go beyond certain
output. Further, this constraint affects the managements expectations from the individual in
the form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no impact o productivity.
A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker
leads to lower productivity.

Extrinsic
reward

Performance

Intrinsic
reward

Satisfaction

Perceived equity
of rewards

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

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

HIGH

TURNOVER
ABSENCES

JOB
SATISFACTION

LOW
LOW

HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover
Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tries to overcome
this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the
organization. Thus, in general case, employee turnover is related to job satisfaction. However, job
satisfaction is not the only cause of employee turnover, the other cause being better opportunity
elsewhere.

14

For example, in the present context, the rate of turnover of computer software professionals is
very high in India. However, these professionals leave their organizations not simply because they
are not satisfied but because of the opportunities offered from other sources particularly from
foreign companies located abroad.

SIGNIFICANCE OF THE STUDY

Most human resources professionals agree that employers of all sizes should invest the
time and effort in developing and updating these documents on a regular basis, because
well written job Analysis can serve as a valuable tool for employers in the recruitment,
selection, compensation, orientation, training and evaluation of employees. These tool have
little value, however, if they do not accurately reflects a job duties, responsibilities and
qualifications.

CONTENT OF JOB SATISFACTION

Post title and department

Background to the post

Purpose / Objective of the post

Main duties and responsibilities

Key relationships

Special requirement

15

DIMENSIONS OF JOB SATIFACTION

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

DIMENSIONS

INDIVIDUAL

SOCIAL

ORGANIZATIONAL

ENVIRONMENTAL

CULTURAL

FACTORS

FACTOR

FACTOR

FACTOR

Individual: Personality, education, intelligence and abilities, age, marital status,

orientation to work.

Social factors: Relationship with co-workers, group working and norms, opportunities for
interaction, informal relations etc.

Organizational factors: Nature and size, formal structure, personnel policies and
procedures, industrial relation, nature of work, technology and work organization,
supervision and styles of leadership, management systems, working conditions.

Environmental factors: Economic, social, technical and governmental influences.

Cultural factors: Attitudes, beliefs and values.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question

Is there room for improvement?

Who is relatively more dissatisfied?

What contributes to the employee satisfaction?

What are the effects of negative employee attitudes?

16

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned
properly and administered, they will usually produce a number of important benefits, such as:

It gives management an indication of general levels of satisfaction in a company. Surveys

also indicate specific areas of satisfaction or dissatisfaction as compared to employee
services and particular group of employee.

It leads to valuable communication brought by a job satisfaction survey. Communication

flow in all direction as people plan the survey, take it and discuss the result. Upward
communication is especially fruitful when employees are encouraged to comment about
what is on their minds instead of merely answering questions about topics important to
management.

As a survey is safety value, an emotional release. A chance to things gets off. The survey
is an intangible expression of managements interest in employee welfare, which gives
employees a reason to feel better towards management.

Job satisfaction surveys are a useful way to determine certain training needs.

Job satisfaction surveys are useful for identifying problem that may arise, comparing the
response to several alternatives and encouraging manager to modify their original plans.
Follow up surveys allows management to evaluate the actual response to a change and
study its success or failure.

17

CHAPTER-3
COMPANY PROFILE

18

STEEL AUTHORITY OF INDIA LIMITEDINTRODUCTION

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 defence industries and for sale in
export markets. SAIL is also among the five Maharanis of the country's Central Public Sector
Enterprises. SAIL manufactures and sells a broad range of steel products, including hot and cold
rolled sheets and coils, galvanised sheets, electrical sheets, structurals, railway products, plates,
bars and rods, stainless steel and other alloy steels.

COMPANY BACKGROUND
SAIL produces iron and steel at five 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. The company
has the distinction of being Indias second largest producer of iron ore and of having the
countrys second largest mines network. This gives SAIL a competitive edge in terms of captive
availability of iron ore, limestone, and dolomite which are inputs for steel making

19

SAIL's wide range 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 Organisation (CMO) that transacts business through its network of 37 Branch Sales
Offices spread across the four regions, 25 Departmental Warehouses, 42 Consignment
Agents and 27 Customer Contact Offices. CMOs domestic marketing effort is supplemented by
its ever widening network of rural dealers who meet the demands of the smallest customers in
the remotest corners of the country. With the total number of dealers over 2000 , SAIL's wide
marketing spread ensures availability of quality steel in virtually all the districts of the country.
SAIL's International Trade Division ( ITD), in New Delhi- an ISO 9001:2000 accredited unit of
CMO, undertakes exports of Mild Steel products and Pig Iron from SAILs five integrated steel
plants.

VISION
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.

QUALITY POLICY
SAIL has a well-equipped Research and Development Centre for Iron and Steel (RDCIS) at
20

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

History of the SAIL:

IISCO Steel Plant of Steel Authority of India Limited (SAIL) is located at Burnpur, near Asansol.
The turbulent history of the plant, starting from its pioneering days, has found it a place in
industrial history. It was the second integrated steel plant, after Tata Iron and Steel Co. Ltd.
(TISCO) at Jamshedpur, to come up in India and for many years, these two were the only steel
plants in the country. It has rich history that goes back to the days when James Erskine pioneered
the production of iron in this country at nearby Kulti. Modern metallurgy was introduced to India
at Kulti with the setting up of the first blast furnace using coal instead of charcoal.
The possibility of a second steel plant in the country
was opened up with disruption of supplies of iron
and steel from Europe during the First World War.
Burn & Co. promoted the Indian Iron & Steel Co.
Ltd. in 1918. G.H.Fairhurst is credited with having
founded the plant at Burnpur. The blast furnaces
were not of the open top type as at Kulti and coke
oven batteries were also built to provide coke for the
furnaces. However, bullock carts continued to be
used for transportation. The first blast furnace went
operation
Bessemer into
Converters

in 1922 and the second in 1924.

Steel Corporation of Bengal (SCOB) set up the steel plant at Burnpur adjacent to the iron making
facilities of IISCO in 1939. The two were merged and operated under the managing agency of
Martin Burn in the early fifties. The plant was expanded to an annual capacity of 1 million tonnes
21

and it achieved rated capacity in the early sixties. IISCO was a highly profit making concern and
its shares were quoted on London Stock Exchange. Within the country, it had the reputation of
being the best place for investment even by widows. Investments were considered safe and sound.
IISCO owed its success largely to the efficient top management team, who steered the company
most effectively. Over the years, that team included H.V.Peeling, Ashok Chaterjee, John
McCracken, F.W.A.Lahmeyer and N.R.Dutt. They were management legends, long departed but
still remembered for their contribution to the growth and development of the steel plant and life in
the township. They took IISCO to great heights of glory. With high production and profitability,
life in the townships was enriched.
Delay in modernization
Iron and steel technology advanced in leaps and bounds since the Second World War,
along with massive growth in production globally. The technological leap forward left the plant
the plant at Burnpur in shambles. Rising cost of production made the once profit making
organisation a loss-making unit. Coupled with militant labour trouble in the sixties, IISCO faced a
situation of near collapse in the early seventies. The management of IISCO was taken over by the
government on 14th July 1972. Subsequently IISCO was nationalised and made a wholly owned
subsidiary of SAIL (Steel Authority of India Ltd.). At the time of government-take over IISCO
was the third largest private sector company (after TISCO and Telco) in India.
Spun p

There were two major obstacles to modernisation of IISCO. The first was the non-availability of
funds for the gigantic task. Around Rs. 5,000 crores were required for the modernisation
programme. The second obstacle was the massive reduction in manpower.
During the days of private management, IISCO had manpower of 18,000 for a production of 1
million tonnes of steel at Burnpur. In spite of decline in production, considerable additional
manpower was added in the last days of private management. With government takeover, the
manpower swelled to 28,000. The consortium of Japanese steel companies, which was planning
for the modernisation of IISCO proposed manpower of 14,200 for a production of 2.1 million
tonnes. That became a source of bitterness although officially everybody accepted the proposal
formally. In todays context, the manpower requirement for a steel plant has gone down even

22

further. Globally, the thumb rule is 1,000 workers for a production of 1 million tonnes. In South
Korea, POSCO produces 28 million tonnes with around 10,000 workers.
With the resignation of Rajiv Gandhis government in 1989, the proposal for the modernisation of
IISCO fell through. Thereafter various proposals were mooted, including privatisation of IISCO,
but nothing matured. Even with a clean balance sheet, after all loans were written off, there were
no takers for IISCO against global tenders. IISCO was virtually in the dock facing the threat of
being closed down. After earning profits for 14 years in a row, SAIL was once again in the red
when the entire steel industry was in the doldrums from the late nineties. Things started looking
up from 2003-04 and SAIL was back in profits. It has taken up a massive programme of
expansion/modernisation with an investment of around Rs. 25,000 crores encompassing all its
plants, after it has completed its modernisation programme costing Rs. 15,000 crores.

Trade union activity

The first trade union was established in IISCO in 1943. Prof. Abdul Bari was associated with it
for some time. Gopeswar, who later became national president of the Indian National Trade Union
Congress (INTUC), operated at Burnpur and was all along been associated with IISCO. He has
represented the workers on the boards of many companies. The famous strike in 1953 led to the
formation of Action Committee, which later emerged as a wing of the All India Trade Union
Congress (AITUC). Since its split, the Centre of Indian Trade Unions (CITU) played a big role in
IISCO affairs, their leaders being Chandrasekhar Mukherjee and Bamapada Mukherjee. Amongst
other leaders who need a mention are Taher Hussein and Nitish Sett of AITUC.
For many years, the trade unions and IISCO Officers Association have worked in unison under
the banner of the Save IISCO Committee. On the positive side, the trade unions were responsible
for the increase in wages and improvements in working conditions of the workers. However, it is
yet to be seen as to what role they play in a completely changed scenario. Steel workers are
amongst the best paid in the organised sector of Indian industry. The IISCO workforce is
particularly reputed for its strong sense of belonging. Many of them are second or even third
generation employees.

23

Modernisation inaugurated
Prime Minister Manmohan Singh inaugurated the work for a Rs. 9,600 crore
modernisation programme at Burnpur on 24 December 2006. It is the largest investment in West
Bengal in the last ten years.
The programme envisages the installation of state-of-the-art environmentfriendly and energy-efficient steel making technology. It will help ISP multiply its crude steel
production capacity from the present 0.5 million tonnes to 2.5 million tonnes by the year 2010.
Among the new facilities that will be installed as part of ISPs expansion are a large-volume blast
furnace, coke oven battery, two sinter plants, three converters with continuous billet and beam
blank/bloom casters, heavy section mill of 0.6 million tonne capacity and wire rod & bar mill of
1.2 million tonne capacity. Besides increase in steel production, the new facilities will provide the
plant with a competitive edge in terms of manpower productivity and other techno-economic
parameters like blast furnace productivity, coke rate, energy consumption, etc.

IISCO merges with SAIL

The Financial Express, February 17, 2006
Burnpur-based Indian Iron & steel Company (IISCO) has finally merged with its parent company
Steel Authority of India Ltd (SAIL). The merger will add strength to the public sector unit that is
already the countrys largest steel producer.
The ministry of company affairs on Wednesday issued the final order approving IISCOs
amalgamation with SAIL. While the amalgamation is effective with immediate effect, the
accounts of IISCO would be consolidated with SAIL from April 1, 2006.
The trend in the industry world over has been towards merger and consolidation leading to
creation of greater value for stakeholders. IISCOs merger with SAIL will help the company to
build better synergy resulting in faster growth of the company, SAIL chairman VS Jain said in a
company release.

After the merger, SAIL now has five integrated steel plants under its fold, with total steel
production capacity increasing marginally by 0.85 mt (million tonne) to 14.85 mt. It plans to
24

increase its total hot metal production capacity to 22.5 mt by 2011-12. The company would be
investing Rs 8000 crore for the expansion of IISCO, whose production capacity is set to increase
to 2.5 mt by 2011-12.
Production at IISCO
The Company recorded a turnover of Rs. 1487.29 crore. The net profit for the year after charging
depreciation of Rs. 27.25 crore and interest and finance charges of Rs. 24.58 crore was Rs. 46.59
crore. The company produced 357 thousand tonnes of crude steel, 287 thousand tonnes of saleable
steel and 182 thousand tonnes of pig iron during the year.
IISCO Steel Plant (ISP), has the capacity to produce 4.26 lakh tonnes of saleable steel and 2.54
lakh tonnes of pig iron annually. ISP, the erstwhile Indian Iron & Steel Company (IISCO), which
was a 100% subsidiary of Steel Authority of India Limited (SAIL) has been amalgamated with the
parent company with effect from 16 February 2006.
ISP produces a large number of steel structurals and special sections as well as pig iron. the plant
pioneered the production of centre sill Z-section used in the fabrication of wagon and Z-type
sheet piling section used in construction of barrages, bridge foundations and other projects and
colliery arch section used for roof support in collieries. The plant has also developed slit rolling
for small diameter rounds (10 mm and 12 TMT), which are in high demand in the domestic
market.

STEEL AUTHORITY OF INDIA LIMITED (SAIL)

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
25

coils, galvanized sheets, electrical sheets, structural, railway products, plates, bars and rods
stainless steel and other alloy steels. SAIL produces iron and steel at five 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 Companys iron ore, limestone
and dolomite mines The company has the distinction of being Indias second largest producer of
iron ore and of having the countrys second largest mines network This gives S IL a competitive
edge in terms of captive availability of iron ore, limestone, and dolomite which are inputs for steel
making.
SAILs wide range 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 SAILs own Central Marketing
Organization (CMO) that transacts business through its network of 37 Branch Sales Offices
spread across the four regions, 25 Departmental Warehouses, 42 Consignment Agents and 27
Customer Contact Offices CMOs domestic marketing effort is supplemented by its ever widening
network of rural dealers who meet the demands of the smallest customers in the remotest corners
of the country. With the total number of dealers over 2000, SAILs wide marketing spread ensures
availability of quality steel in virtually all the districts of the country.
SAILs International Trade Division (ITD), in New Delhi- an ISO 9001:2000 accredited unit of
CMO, undertakes exports of Mild Steel products and Pig Iron from S ILs five integrated steel
plants. With technical and managerial expertise and know-how in steel making gained over four
decades, SAILs 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 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 Kolkata. The Environment
Management Division and Growth Division of SAIL operate from their headquarters in Kolkata.
Almost all our plants and major units are ISO Certified.
Major Units

Integrated Steel Plants

26

Bhilai Steel Plant (BSP) in Chhattisgarh

Durgapur Steel Plant (DSP) in West Bengal

Rourkela Steel Plant (RSP) in Orissa

Bokaro Steel Plant (BSL) in Jharkhand

IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants

Alloy Steels Plants (ASP) in West Bengal

Salem Steel Plant (SSP) in Tamil Nadu

Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary plants

Maharashtra Elektrosmelt Limited (MEL) in Maharashtra.

Ownership and Management

The Government of India owns about 86% of SAILs equity and retains voting control of the
Company However, S IL, by virtue of its Maharatna status; enjoy significant operational and
financial autonomy.
A Rich Heritage A flashback album of SAIL
SAIL traces its origin to the formative years of an emerging nation - India. After independence the
builders of modern India worked with a vision - to lay the infrastructure for rapid industrialist on
of the country. The steel sector was to propel the economic growth. Hindustan Steel Private
Limited was set up on January 19, 1954

EXPANDING
Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at
Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron
and Steel Ministry. From April 1957, the supervision and control of these two steel plants were
also transferred to Hindustan Steel. The registered office was originally in New Delhi. It
moved

to

Calcutta

in

July

1956,
27

and

December

1959.

The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of December
1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after
commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from .
158 MT (1959-60) to 1.6 MT. A new steel company, Bokhara Steel Limited, was incorporated
in January 1964 to construct and operate the steel plant at Bokaro.The second phase of Bhilai
Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The
last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February
1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after
commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at
Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity
of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.

HOLDING
The Ministry of Steel and Mines drafted a policy statement to evolve a new model for
managing industry. The policy statement was presented to the Parliament on December 2,
1972. On this basis the concept of creating a holding company to manage inputs and outputs
under one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The
company, incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crore, was
made responsible for managing five integrated steel plants at Bhilai, Bokaro, Durgapur,
Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel Plant. In 1978 SAIL was
restructured as an operating company. Government has examined the issue of framing
comprehensive and transparent guidelines defining the criteria for selection of Advisors, so
that the parties selected through competitive bidding inspire public confidence. Earlier, a set of
criteria like sector experience, knowledge, commitment etc. used to be prescribed. Based on
experience and in consultation with concerned departments, Government has decided to
prescribe the following additional criteria for the qualification/disqualification of the parties to
act as Advisors to the Government for the disinvestment transactions:

ACHIEVEMENTS

Authority for a grave offence against the Advising concern or its sister concern would
28

since its inception; SAIL has been instrumental in laying a sound infrastructure for the
industrial development of the country. Besides, it has immensely contributed to the
development of technical and managerial expertise. It has triggered the secondary and
tertiary waves of economic growth by continuously providing the inputs

Constitute a disqualification. Grave offence would be defined to be of such a nature

that it outrages the moral sense of the community. The decision in regard to the nature
of offence would be taken on a case-to-case basis after considering the facts of the case
and relevant legal principles by the Government. Similarly, the decision in regard to the
relationship between the sisters concerns would be taken based on relevant facts and
after examining whether the two concerns are substantially controlled by the same

persons.
In case such a disqualification takes place, after the entity has already been appointed
as Advisor, the party would be under an obligation to withdraw voluntarily from the
disinvestment process, failing which the Government would have the liberty to

terminate the appointment / contract.

Disqualification shall continue for a period that Government deems appropriate.
Any entity, which is disqualified from participating in the disinvestment process, would
not be allowed to remain associated with it or get associated merely because it has
preferred an appeal against the order based on which it has been disqualified. The mere

pendency of appeal will have no effect on the disqualification.

The disqualification criteria would come into effect immediately and would apply to all
the Advisors already appointed by the Government for various disinvestment

transactions, which have not yet been completed.

Before disqualifying a concern, a Show Cause Notice why it should not disqualified

would be issued to it and it would be given an opportunity to explain its position.14

Henceforth, these criteria will be prescribed in the advertisements seeking Expressions
of Interest (EOI) from the interested parties to act as Advisor. Further, the interested
parties shall be required to provide with their EOI an undertake effect that no
investigation by a regulatory authority is pending against them. In any investigation is
pending against the concern or its sister concern or against the CEO or any of its
Directors/Managers/Employees, full details of such investigation including

The name of the investigating agency, the charge/offence for which the investigation has
been launched, name and designation of persons against whom the investigation has been
launched and other relevant information should be disclosed, to the satisfaction of the
Government. For other criteria also, similar undertaking will be obtained along with EOI.
29

They would also have to give an undertaking that if they are disqualified as per the
prescribed criteria, at any time before the transaction is completed, they would be Required
to inform the Government of the same and voluntarily withdraw from the Assignment.

The interested parties would also be required to give an undertaking that there exists
no conflict of interest as on the date of their appointment as Advisors in handling of
the transaction and that, in future, if such a conflict of interest arises, the Advisor
would

Immediately intimate the Government of the same. For disinvestment

proposes conflict of interest. is defined to include engaging in any activity or business

by the Advisor in association with any third Party, during the engagement, which
would or may be reasonably expected to, directly or indirectly, materially adversely
affect the interest of Government of India or the Company (being disinvested) in
relation to the transaction, and in respect of which the Advisor has or may obtain any
proprietary or confidential information during the engagement, that, if known to any
other client of the Advisor, could be used in any manner by such client to the material
disadvantage of Government of India or the Company (being disinvested) in the
transaction. The conflict of interest would be deemed to have arisen if any Advisor
firm/con cern has any professional or commercial relationship with any bidding firm /
concern for the same disinvestment transaction during the pendency of such
transaction. In this context, both Advisor firm and bidding firm would mean the
distinct and separate legal entities and would not include their sister concern, group
concern or affiliates etc. The professional or commercial relationship is defined to
include acting on behalf of the bidder or undertaking any assignment for the bidder of
any nature, whether or not directly related to disinvestment transaction.

On receiving information on conflict of interest, the Government would give the

option to the Advisor to either eliminate the conflict of interest within a stipulated
time or withdraw from the tar

30

Facilities in SAIL

Blast Furnace
Two blast furnaces each of useful volume 1170 cu m
Coke Oven
Two coke oven batteries each of height 4.5 m and capacity 18.6 t of dry coal

31

Steel Melting Shop

1 Twin Hearth Furnace of 2110 t capacity
Rolling Mills
32 Soaking Pits;
Blooming Mill capacity 0.9 Mtpa
Billet Mill capacity 0.8 Mtpa
Heavy Structural Mill capacity 0.25 Mtpa
Light Structural Mill capacity 0.12 Mtpa
Merchant & Rod Mill capacity 0.15 Mtpa
Pollution Control
All environmental parameters like SPM, SOX, NOX, water testing are regularly undertaken to
meet the Pollution Control Board norms. The department is equipped with latest testing facilities.
Computer Services
Computerized Integrated Maintenance and Materials Management System (IMMMS) based on
CA-OpenIngres RDBMS under HP-UX.
A Sun Solaris network running Oracle RDBMS in Finance department.
Email and internet facilities.
32

Education
ISP runs 3 Higher Secondary, 1 Secondary and 4 Primary schools providing subsidised education
to more than 7000 students. Besides, 1 co-educational English medium CBSE school with 2000+
students is supported by the company.
Health Care
A 500-bedded Central Hospital with facilities like modern OT, ICU, ICCU, Dialysis unit, Dental,
isolation ward, blood bank, physiotherapy. Besides, there are Clinics in all townships and
Occupational Health Centre in the plants.

Products
Product Wise
Blooms, Billets & Slabs
Semis
Flat Products

HR Coils, Sheets & Skelp

Plates
CR Coils & Sheets
GC Sheets\ GP Sheets and Coils
Tinplates
Electrical Steel

Tubular Products

Pipes

Railway Products

RailsWheels, Axles, Wheel Sets

33

Current endeavors
SAILs ascent in terms of productivity and performance, irrespective of unfavorable
situations, is not a matter of chance. Its a consequence of decades of deliberate action,
geared towards instilling strength and flexibility in SAILs physical resources and human
potential.

Strength
The diversified product mix and multi location production units are an area of strength
for the company. SAIL as a single source is able to cater to the entire steel requirement of
any customer. Also, it has a nationwide distribution network with a presence in every
district in India. This makes quality steel available throughout the length and breadth of
the country.
SAIL has the largest captive iron ore operations in India, which takes care of its entire
requirement. With plans in place to expand the mining operations, the company will
continue to be self sufficient in iron ore after completion of the on-going phase of
expansion.
34

SAIL's captive power plants take care of about 70% of its total power need. With
augmentation of capacities of power plants operated under Joint Venture, the Company
will continue to have security in this key input in future as well.
SAIL's large skilled manpower base is a source of strength. There is emphasis on skill
based training in the company. The expanded capacity will be operated with more or less
similar number of employees in future. In fact, with selective recruitment and regular
attrition on account of superannuation, the number of employees is likely to come down
over time; while there will be improvement in overall skill set.
The Company has one of the biggest in-house research and development centres in Asia.
SAIL's RDCIS (Research & Development Centre for Iron & Steel) is a source of regular
product and process innovation.
Low overall borrowings lend strength to the company's balance sheet as it can mobilize
resources while keeping the leveraging at manageable levels.
Weakness
SAIL is dependent on the market purchase for a key input coking coal. As India does
not have sufficient coking coal deposits, most of the supply is from external sources. As
international practice in purchase of coking coal is through annual/quarterly price
contract, it exposes the company to market risk if the steel prices crash but input prices
remain unchanged.
A large manpower base results in higher manpower cost as a proportion of turnover for
the company. Although there has been significant reduction in manpower through natural
and other separations, the manpower strength in SAIL is still higher than the industry
average.
A part of the operations in the company continues to be from energy inefficient processes
viz. open hearth and ingot route of production, which will be eliminated only after the
completion of the current expansion program.

35

At present around 20% of the products are in the form of semi-finished steel, resulting in
lower value addition. This will continue till new rolling mills planned under expansion
plan contribute to value addition as almost all semis will be converted to finished steel.
Opportunities
India is likely to emerge as the fastest growing steel market globally. This will provide
opportunities for steel companies to grow and acquire scale of global giants. SAIL being
the dominant producer of steel in India is suitably poised to avail opportunities offered by
the expanding market.
Threats
Global economic recovery is fragile. The developed economies are under pressure for
reconstructing their financial sectors and achieving fiscal consolidation without
impacting growth.
Emerging economies, on the other hand, have to contend with the threat of inflation. A
slowdown in global economic recovery will impact overall steel demand adversely.
With significant excess capacity in the global steel industry during 2009-10, cheap
imports from China and CIS continue to pose threats for domestic suppliers. With growth
in developed countries somewhat shaky, India could become the target for cheap steel
exports.
Delays in environmental clearances and renewal of mining leases could lead to
uncertainty with regard to raw material linkages and delay fresh capacity becoming
operational.

36

CHAPTER-4
DATA ANALYSIS &
INTERPRETATIONS

37

Q.1 Are the working hours of job is convenient?

Options
Strongly agree
Agree
Neutral

Percentage of Respondents
34
32
18

Disagree
Strongly disagree

13
3

Table 4.1: Convenient working hours

Figure 4.1: Convenient working hours

INTERPRETATION:
The above table shows that, it is clearly evident that 34% of the respondents strongly
agree that working hours are convenient from them and 32% agree with that and 18%
neither agree nor disagree and 13% disagree with the working hours and 3% are strongly
against time span of work

Q.2 Are you happy with your work place?

38

Options

Percentage of respondents

Strongly agree

30

Agree

39

Neutral

18

Disagree

Strongly disagree

Table 4.2: Ambient working environment

Figure 4.2: Ambient working environment

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

Q.3 Are you satisfied with the material and equipment provide to you?
Options

Percentage of respondents
39

strongly agree
Agree
Neutral
Disagree
Strongly disagree

59
24
11
6
0

Table 4.3: Satisfaction regarding material and equipment.

Figure 4.3: Satisfaction regarding material and equipment.

INTERPRETATION:
The above table shows that, it is clear that 59% respondents strongly agree and 24%
respondents agree that they are satisfied with material and equipment provide, only 6%
disagreed and 11% have no idea towards their material and equipment.

Q.4 Are you satisfied with the job satisfaction policy of you company?

40

Table 4.4: Satisfaction with job policy

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents
50
23
19
4
4

Figure 4.4: Satisfaction with job policy

INTERPRETATION:
The above table shows that, it is clear that 50% respondents strongly agree and 23%
respondents agree that they are satisfied with their job policy, only 4% disagreed and
19% have no idea towards their job policy and rest 4% are strongly disagree.

Q.5 Do you receive recognition for work well done?

41

Options
Agree
Neutral
Disagree
Strongly disagree
Recognition for work well done

Percentage of respondents
55
15
10
20

Table 4.5:

Figure 4.5: Recognition for work well done

INTERPRETATION:
The above table shows that, it is clear that 55% respondents agree that they are satisfied
with recognition for work well done, only 10% disagreed and 15% have no idea towards
their job policy and rest 20% are strongly disagree.

Q.6 Do you thing job satisfaction policy is helpful in achieving the goals
of the company?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents
56
42
26
3
5
10

Table 4.6: Policy is helpful in achieving the goals

Figure 4.6: Policy is helpful in achieving the goals

INTERPRETATION:
The above table shows that, it is clear that 56% respondents strongly agree and 26%
respondents agree that job satisfaction policy is helpful in achieving the goals, only 5%
disagreed and 3% have no idea and rest 10% are strongly disagree.

Q.7 Is internal satisfaction is effective in your opinion?

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents
56
43
14
4
3
23

Table 4.7: Internal satisfaction is effective

Figure 4.7: Internal satisfaction is effective

INTERPRETATION:
The above table shows that, it is clear that 56% respondents strongly agree and 14%
respondents agree that, internal satisfaction is effective, only 3% disagreed and 4% have
no idea and rest 23% are strongly disagree.

Q.8 Are you satisfied with refreshment facilities provided by company?

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents
40
30
10
15
5

Table 4.8: Satisfied with the refreshment facilities

44

Figure 4.8: Satisfied with the refreshment facilities

INTERPRETATION:
The above table shows that, it is clear that 40% employees are strongly agreed and 30%
agreed with the refreshment facilities offered by the company while 15% of respondents
disagreed and 5% strongly disagreed and rest 10% have no idea.

Q.9 Are you satisfied with the chances for the promotion?
Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents
27
43
13
9
8

Table 4.9: Satisfaction with the chances for promotion

45

Figure 4.9: Satisfaction with the chances for promotion

INTERPRETATION:
The above table shows that, it is quite clear that employees are satisfied with their
chances for promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8%
strongly disagree, 13% neutral.

Q.10 Are you satisfied with parking spaces for vehicles?

Options
Percentage of respondents
strongly agree
30
b Agree
25
Neutral
20
Disagree
15
Strongly disagree
10
4.10: Parking spaces for vehicles are satisfactory

46

Ta
le

Figure 4.10: Parking spaces for vehicles are satisfactory

INTERPRETATION:
The above table shows that, it is clear that respondents are satisfied with the parking
facilities provided by the company as 30% of respondents strongly agreed and 25% of
respondents agreed and only 15% of respondents are disagree with the parking facilities,
20% have neutral and 10% are strongly disagree.

Q.11 Are you satisfied with the motivation of job to achieve the
organization goals?
Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents
31
33
15
12
9

47

Table 4.11: I feel my boss motivate me to achieve the organizational goals

Figure 4.11: I feel my boss motivate me to achieve the organizational goals

INTERPRETATION:
The above table shows that, it is evident that employees boss are motivating to achieve
organizational goals as 33% agree and 31% strongly agree. 12% disagree this is quite
high compared to other factors and 9% strongly disagree and 15% neutral.

48

CHAPTER-5
RECOMMENDATIONS
AND CONCLUSIONS

RECOMMENDATIONS

While preparing this report I calculated survey at SAIL Company and come to know
the healthy and I point regarding Job Satisfaction system. Here is below I am
summarizing the weakness and Suggestion-

I observed from my study that work load on workers of department like packaging
shipping very much. This is very much hard to complete the task which is not good
for their health. So my suggestion that work is to be desired.
49

The second most important hardly in communication system is lack of confidence in

the employees of the company. So my suggestion is that employees should bring
confidence and develop their basic skills consoling, session, motive , program etc will
also helpful to employees.

Meeting and conference plays an important part to make Job Satisfaction more. I
observed that there are minimum meeting between the workers and management in
the company. So my suggestion is that there must time to time meeting them by
which workers will be able to tell about their disqualities.

50

BIBLIOGRAPHY

51

BOOKS

Chabbra T.N., Human Resources Management, Dhanpat Rai & co. (p) Ltd. India,
Ninth Edition.

Kothari C.R., Research Methodology, New Delhi, New Age International Publisher,
Second Edition.

Gupta C.B.,Human Resource Management, Sultan Chand &Sons, Sixth Edition.

Ashwathapa K.,Human Resource Management,Mcgiaw Hill, Fourth Edition.

Prasad L.M., Organizational behavior, Sultan Chand & Sons, Fifth Edition.

Web-Site:

www.bhel.com

www.sail.com

www.tradeindia .com

www.realindia.com

www.passionhr.com

52

QUESTIONNAIRE
Name: ________________________Dept: ________________________Cat:
_____________
Designation: __________________ Qualification:
___________________Age____________
Nationality ___________________Sex________________Date___/__/_____

Q.1 Are the working hours of job is convenient?

Options
Strongly agree
Agree
Neutral

Percentage of Respondents

Disagree
Strongly disagree
Q.2 Are you happy with your work place?

Options

Percentage of respondents

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

Q.3 Are you satisfied with the material and equipment provide to you?
53

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

Q.4 Are you satisfied with the job satisfaction policy of you company?

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

Q.5 Do you receive recognition for work well done?

Options
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

Q.6 Do you thing job satisfaction policy is helpful in achieving the goals of the company?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

54

Q.7 Is internal satisfaction is effective in your opinion?

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

Q.8 Are you satisfied with refreshment facilities provided by company?

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

Q.9 Are you satisfied with the chances for the promotion?
Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

55

Q.10 Are you satisfied with parking spaces for vehicles?

Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

Q.11 Are you satisfied with the motivation of job to achieve the organization goals?
Options
strongly agree
Agree
Neutral
Disagree
Strongly disagree

Percentage of respondents

56