“JOB SATISFACTION of the employees”

at
Essar Power Ltd, Hazira

A project report submitted for the

partial fulfillment of the
Master of Human Resource Development
[M.H.R.D.] – Semester – 4

Submitted by

NAME: Pandit Nikita R

Roll No: 39
MHRD {Sem-4}

Supervising Teacher

Mr. Rajat Bhogal

Submitted to

DEPARTMENT OF RESEARCH METHODOLOGY &

INTERDISCIPLINARY STUDIES IN SOCIAL SCIENCES

VEER NARMAD SOUTH GUJARAT UNIVERSITY

SURAT

YEAR-2009-2010
 ACKNOWLEDGEMENT

Knowledge in itself is a continuous process. Research and survey is

hard but involves great joy as well.

I would like to take this opportunity to express my deep sense of

gratitude towards Department of Human Resource Development, VNSGU
for giving me this tremendous opportunity to work on real time project
which will useful to me in future.

I, the student of MHRD-[Sem-4], feel proud on successfully

completing the project on “JOB SATISFACTION of the employees” at
ESSAR POWER, Hazira.

I am extremely grateful to Mr. Chetan Dashora for providing me

such a wonderful opportunity of getting trained in a reputed industry and
Mr. Rajat Bhogal for guided me during my training period.

2
 DECLARATION

I, undersigned Ms.Nikita R.Pandit, student of Master Of Human Resource

Development, affiliated to Veer Narmad South Gujarat University, Surat
declare that report on “JOB SATISFACTION of the employees” is my own
work. The research was carried out by me as a part of educational
curriculum activities.

Place: Surat

Name: Roll number: sign:

Pandit Nikita 39 ___________

3
 DEPARTMENT OF RESEARCH METHODOLOGY &
INTERDISCIPLINARY STUDIES IN SOCIAL SCIENCES

CERTIFICATE

To Whom So Ever It May Concern

This is certified that, NIKITA RAJESH PANDIT the student of Master

of Human Resource Development SEM – 4, 2009-10 has prepared this report on
the basis of her experience acquired during the Vocational Training at ESSAR
POWER LTD, HAZIRA.

Place: Surat Dr.Kiran. M. Pandya,

Date: 12/04/2010 Professor and Head,
DEPARTMENT OF RMISSS,
South Gujarat University,
Surat.

4
 INDEX

NO CHAPTER PAGE
NO
1. EXECUTIVE SUMMARY 6

2. OBJECTIVE OF THE STUDY 7

3. INTRODUCTION OF COMPANY 8

4. RESEARCH METHODOLOGY 19

5. INTRODUCTION OF TOPIC: 21

FACTORS INFLUENCING EMPLOYEE SATISFACTION

22
THEORIES OF JOB SATISFACTION
25

MEASURING JOB SATISFACTION 29

6. ANALYSIS AND DATA INTERPRETATION 31

7. CONCLUSION & FINDINGS 53

8. SUGGESTIONS 54

9. LIMITATIONS 55
10. BIBLIOGRAPHY 56

11. ANNEXURE 57

5
 EXECUTIVE SUMMARY

Employee satisfaction generates a feeling of well being and belongingness with the
organization. The greater truth is the fact that in a globally competitive
environment, it is an effective tool that can improve productivity and consequently
impact the bottom line of the company. My topic of research is “Job Satisfaction of
employees at ESSAR POWER”.

The dimensions which I have covered are The Job, The Work Environment,
Compensation, Relationship, Welfare, Rewards and Recognition, Training and
development, Health & safety and The Company.

This survey was conducted in the following departments of ESSAR POWER:

1. Maintenance
2. Stores
3. Accounts/ Finance
4. Human Resource Department
5. Purchase

6
 OBJECTIVE OF THE STUDY

 The objective of this project work as a vocational trainee was to study on the topic
of “Job Satisfaction”.

 To know or find out the level of job satisfaction of the employees of company in
terms of…..

 Welfare
 Training & development
 Compensation
 Support
 Quality of work
 Safety, Health & Security
 Relationship

 To ascertain the different factors which affect the level of satisfaction, morale and
motivation of the employees of an organization and the extent up to which those
factors influence the working of individuals of an organization.

 The prime motive of carrying out this study was to ascertain the various factors
that are responsible for negatively motivating and satisfying the employees and
thereby what are its consequences.

 Finally the prime objective behind this study is to find out the de-motivating
factors and suggest ways to remove them, so that the employees are provided with
a decent as well as satisfactory working condition.

7
 INTRODUCTION OF COMPANY

ESSAR GROUP

Steel Shipping Energy Power Communications Projects

Ports
&
Logistics

ESSAR POWER

Finance Maintenance Purchase Operation Stores

&
HR

Electrical Mechanical I&C

THE ESSAR WAY

Positive Action

ESSAR

Positive Attitude Positive Achievement

8
 ESSAR GROUP

The Essar Group (BSE: 500630), is a multinational conglomerate in the sectors of Steel,
Energy, Power, Communications, Shipping Ports & Logistics as well as Construction
based in Mumbai. The Group's annual revenues were over USD 15 billion in FY08-09.
Essar began as a construction company in 1969 and diversified into manufacturing,
services and retail.

Essar is managed by Shashi Ruia, Chairman – Essar Group and Ravi Ruia, Vice
Chairman Essar Group.

 Steel
Essar Steel is a global steel company with strong presence in intensive steel consuming
markets in Asia and North America. It is India's largest exporter of flat steel with 14
MTPA (million tons per annum) of capacity.Essar Steel is fully integrated from mining to
retail and has strong downstream capability with a global retail capacity of over 3 MTPA.

 Global footprint

In 2007, Essar Steel acquired Algoma Steel in Canada, which has a current capacity of 4
MTPA, and Minnesota Steel, which has iron ore reserves of over 1.4 billion tons. The
company is building a 6 MTPA pellet plant, a concentration plant and a direct reduced
iron plant in Minnesota. In Indonesia, it operates a 400,000 TPA cold rolling complex
with a galvanizing line of 150,000 TPA, making it the largest private steel company in
that country. As of March, 2010, Essar Group is reported to be planning to float on the
London Stock Exchange, a move that could raise up to $3bn (£2bn). Reports say Essar, is
planning to sell a 20% stake in the business. According to the reports, Essar has hired
banks JPMorgan Cazenove and Deutsche Bank to organise the share listing. Analysts say
Essar wants to raise funds to pay for its expansion plans. Over March 07, 2010, Essar
announced that it had signed a deal to buy US coal producer Trinity Coal Partners from
US private equity group Denham Capital for $600m.

 Indian operations

Essar Steel is the largest steel producer in western India, with a capacity of 10 MTPA at
Hazira, Gujarat. The Essar Steel complex at Hazira in Gujarat, India has a complete
infrastructure setup, including a captive port, lime plant and oxygen plant. The company
is building a 1.5 MTPA plate mill and a 0.6 MTPA pipe mill in Hazira.

The Indian operations also include an 8 MTPA beneficiation plant at Bailadila,

Chhattisgarh, an 8 MTPA pellet complex at Visakhapatnam, a 5.5 MTPA hot briquetted
iron plant in Hazira and a 1.4 MTPA cold rolling complex. Additionally, Essar is setting
up an 12 MTPA pellet plant in Paradip, Orissa.

9
  Products and services
Essar Steel produces customized products catering to a variety of product segments and is
India's largest exporter of flat products to the US and European markets, and to those of
South East Asia and the Middle East.

 Energy

Essar Energy is a fully integrated oil & gas company of international scale with strong
presence across the hydrocarbon value chain from exploration & production to oil retail.
It has a portfolio of onshore and offshore oil & gas blocks worldwide, with about
70,000 km2 available for exploration.

 Exploration and production

The Exploration and Production business of the company has participating interests in
several hydrocarbon blocks for exploration and production of oil & gas. This includes the
Ratna and R-Series fields and one shallow water offshore exploration block, both in
proximity to the Mumbai High field in the Mumbai offshore basin. The business also has
interests in an exploration block in Mehsana, Gujarat, which in currently under
commercial production. It additionally owns a Coal Bed Methane (CBM) block at
Durgapur in West Bengal, and two more exploration blocks in Assam, India. The
overseas exploration assets include two onshore oil & gas blocks in Madagascar-Africa,
one onshore block in Indonesia, two offshore blocks in Australia and one offshore block
each in Vietnam and Nigeria.

 Power

Essar Power is today India's second largest power generation company in the private
sector. Its current generation capacity of 1,200 MW is being expanded to 6,000 MW.
With a portfolio of gas, coal and liquid fuel based power plants, Essar Power is among
the lowest cost power producers. It has also entered the transmission and distribution
sectors in India where it has quickly built a strong presence. It is market leader in western
India.

 Existing and upcoming plants

Essar Power operates five power plants with a combined capacity of 1,200 MW in three
locations across India. Including two gas-based plants and one liquid fuel based plant in
Hazira, a co-generation plant in Vadinar and a coal-based plant in Visakhapatnam.

 Communications

Essar Communications is in the communications sector with presence in telecom

services, telecom retail, telecom tower infrastructure and business process outsourcing.

10
  Vodafone-Essar
Vodafone-Essar is a joint venture of Essar Communication Holdings Ltd and the UK-
based Vodafone Group. It is one of India's largest cellular service companies, with a
subscriber base of over 75 million. Essar is also venturing into emerging markets in
Africa and South Asia. In Kenya, Essar Communications has launched a new cellular
services brand called “yu”, becoming the country‟s fourth telecom operator.

 Shipping Ports & Logistics

Essar Shipping was started in 1945.Ports & Logistics is a comprehensive sea logistics
company with presence in sea transportation, ports & terminals, logistics and oilfields
services. It owns a shipping fleet of 25 vessels, and has placed orders for 12 new ships. It
is one of India's largest operators of ports and are building a cargo handling capacity of
over 150 MTPA.

 Sea transportation

The Sea Transportation business provides transportation management services for crude
oil and petroleum products, and dry bulk cargo to the global energy, steel and power
industries. It has a diversified fleet of 25 vessels, including Very Large Crude Carriers,
product tankers and cape-sizes.

 Ports and terminals

The Ports & Terminals business is among India's largest owners and operators of ports
and terminal facilities. The operations include an oil terminal in Vadinar and upcoming
bulk terminals in Hazira and Salaya, all in the state of Gujarat. Vadinar, which is an all-
weather, deep-draft port, serves major oil refineries and independent cargo traders in the
region. The terminal has crude receiving capacity of 32 MTPA (being expanded to 50
MTPA) and sea-based product dispatch capacity of 14 MTPA. The port at Hazira has a
capacity to handle 8 MTPA of bulk cargo. This will be enhanced to 30 MTPA through
building a shipping channel that can berth larger vessels. The enhanced capacity will not
only serve the expansion in the Hazira steel plant, but also cater to the needs of the
upcoming Essar SEZ units. The business is also building a port, of about 20 MTPA
capacity, at Salaya comprising a bulk and liquid terminal with container handling
facilities.

 Logistics

The Logistics business provides end-to-end logistics services from ships to ports,
lighterage services, intra-plant logistics and dispatch of finished products. It owns trans-
shipment assets to provide lighterage support services, and onshore & offshore logistics
services. It also operates a fleet of 4,200 trucks to provide inland transportation of steel
and petroleum products.

11
 Essar Power

Commissioning Dates

Gas Turbine 1: August 1995

Gas Turbine 2: August 1995
Gas Turbine 3: November 1995
Steam Turbine Generator: May 1997

Major Equipment Suppliers

Gas Turbines: General Electric, USA

Steam Turbines: General Electric, USA
Heat Recovery System: Hanjung Korea
Control System & Switchyard Equipment: Siemens
Transformers: BHEL, CGL

Capacity: 515 MW
Supplies: 300 MW to the Gujarat Electricity Board (GEB), 215 MW to Essar Steel.

515 MW combined cycle power plant. India’s First

Independent Power Plant

12
Recognitions:

 Conferred the sword of honour the British Safety council‟s highest

award.

 Conferred British Safety council‟s (UK) National Safety Award for

three consecutive years from 1998 to 2000.

 Five Star Rating from British Safety council.

 Award “Shreshta Suraksha Puraskar” by the National Safety

council of India.

 Conferred Gujarat State Safety award by Gujarat Safety council.

Achievements at Essar Power Ltd :

Air Gas Turbine Compressor Fuel Combustion System Exhaust Alternator Boiler Steam
Turbine Alternator Condenser Cooling Water Boiler Feed Pump(s) Condensate
Extraction Pump(s) Deareator To other Boilers From Other Boilers

 Thermal barrier Coating and installation of Life Extension

Kits in GT. ( Honey Comb Shrouds & Cutter tooth buckets).
 35 Modifications in Plant Last year augmenting Plant Availability
to 97%.
 Preventive and Predictive Maintenance of Critical

Equipments like Flow Divider and Warren Pump.

 In House Combustion Inspection of Gas Turbine.
 Six-Sigma Approach resulted in 75 ideas being implemented.
 Benchmarking of Plant Performance with similar Plants.
 Last Year 10 Energy Conservation Schemes implemented.
 Technical Audit ( Over 200 Modifications in the Plant )

13
  Units successfully islanded during the flooding of Surat for six
days ensuring Power supply to ESTL and colony thereby ensuring
partial production capacities
 During Hot Gas path inspection of GT # 3 the replacement of old
parts resulted in capacity regain to the tune of 8 MW and plant
Heat Rate by 1 %
 The Company has provided prompt Flood relief to the people of
Surat & nearby GETco Substations during heavy Floods in August
2006. The Company continues to encourage participation of local
labour in and around Hazira, by providing business and job
opportunities through various job contracts.

 Conventional HPSV, HPMV & Copper ballast Lights replaced by

Energy efficient lights in the Water treatment area, Service
buildings, Stores and various MCCs .

Unique Features of Essar Power:

 First IPP Post Liberalization.

 One of the Biggest Private Capacity in One location.
 Best Safety Practices- Sword of Honor/OHSAS 18001.
 Most Environment Friendly with CDM.
 Unique Islanding Systems for Grid Support.
 Multi fuel with online change over systems.
 In-house O&M.
 Lowest Man MW Ratio.
 High availability and PLF among Similar plants Globally.
 Energy Efficient with low Aux consumption and low Heat Rate.
 High level of Plant and Business process automation.

14
 Shell Hazira Gas is in talks with the Essar group for supply of gas for the latter‟s
proposed 1500 megawatt gas-based power plant at Hazira near Surat.

 Essar Power, part of the Essar group, announced on Wednesday that it will set up
a Rs 4,000 crore power plant at Hazira. Shell Hazira Gas is in advanced stages of
completing a liquefied natural gas (LNG) terminal at Hazira.

 “Shell Hazira is in talks with the Essar group to provide gas for the new power
plant that Essar Power plans to set up at Hazira. We intend to finalise the deal
with Essar on providing gas for the proposed project,” said Nitin Shukla, chief
executive officer, Shell Hazira Gas.

 Essar group chairman Shashi Ruia announced here that the power plant will be set
up at Hazira, where Essar Power already has a 515 MW combined cycle power
plant. Essar Power has already tied up gas from a supplier and has also signed
power purchase agreements for selling power produced at the plant.

 The company is said to have approached the Power Finance Corporation for
financing the project and the funding is being structured in such a way that tariffs
could be well below Rs 2.50 per unit of electricity.

 While a company spokesperson said that “the project is in initial stages of

development,” it is not clear exactly when the power project will be
commissioned. However, a company spokesperson said that gas for the proposed
power plant has “already been tied up” and agreements have also been signed for
sale of power produced.

 “Essar Power as been working on capacity expansion plans over the past few
years and with significant positive developments in its existing operations and
welcome developments in the policy framework in the sector, the present
environment is conducive to implement the expansion plan,” a company
spokesperson said.

 The total 515 MW of electricity presently being produced by Essar Power at

Hazira, 300 MW is being supplied to the Gujarat Electricity Board, while the
remaining 215 MW is being supplied to Essar Steel. Essar Power‟s power plant at
Hazira has been operating at consistent profitability for the past seven years and at
a plant availability of 96 per cent.

15
 Strategic advantages:

 Independent international consultants have confirmed the plant's design and

construction to be world class
 The plant is highly efficient and flexible
 Both plant availability, and the plant load factor are high
 The plant has the lowest 'Manpower to Megawatt Ratio' in India
 Multi-fuel plant, capable of operating on naphtha or gas

The equipment that has been installed at Essar's power plant comes from the world's best
suppliers General Electric, Siemens, Honeywell and Hanjung, at a total capital outlay of
US$500 million. The Hazira combined cycle block consists of some of the world's most
renowned manufacturer of power plant equipment including General Electric, Siemens,
Honeywell and Hanjung having supplied equipment to Essar's power plant. The total
captive outlay on the plant is over US$ 500 million.

16
Processes

Configuration
3 x Gas Turbine Generators

3 x Heat Recovery Steam Generators

1 x Steam Turbine Generator

Gas Turbines
Manufacturer General Electric Company, USA

Type of Fuels Used NGL / Distillate / Natural Gas / HSD

Heat Recovery Steam Generator

Manufacturer Doosan Heavy Industries & Construction Co. Ltd,
S. Korea

Type Unfired, natural circulation, dual steam pressure

Number 3

Capacity 210.36 tonnes / hr each

Steam Turbine
Manufacturer General Electric Company, USA

Type Two cylinder, axial flow, condensing

Rating 186.1 MW

17
Awards:

Following is the list of Safety Awards received by Essar Power over the last few
years:

 Award “ Shreshtha suraksha puraskar” by the National safety council of India.

Conferred Gujarat state safety award by Gujarat safety council.
 Gujarat State Safety Award Winner - Rotating Shield and citation for 2000
 National Safety Award - From British Safety Council 1998,1999 & 2000
 Five Star Rating - From British Safety Council , May 1999
 Sword of Honour - From British Safety Council , Oct. 1999
 Yogyata Praman Patra - From National Safety Council , 1998
 Gujarat State Safety Award Certificate of appreciation , 1999

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 RESEARCH METHODOLOGY

Research methodology is a systematic design, collection, analysis & reporting of data

& findings, relevant to appraisal specific personal situation facing the company.
Research methodology describes the research procedure covers the following points.
1. Research Design
2. Data Collection Method
3. Sampling Plan

RESEARCH DESIGN

Research design is the plan, structure & strategy of investigation conceived so as to

obtain answers to research questions and to control variance.

There are three types of Research design:

1. Exploratory
2. Descriptive
3. Causal
For the project Descriptive research design has been adopted

DATA COLLECTION METHOD

There are two sources of data:

1. Primary data
2. Secondary data

For project both type of data is taken into consideration.

DATA COLLECTION PROCEDURE:

For collection of primary data following method can be used.

1. Observation
2. Experimentation
3. Questionnaire
4. Interviewing
5. Case study method

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 For project questionnaire method is used.

TYPES OF QUESTIONNAIRE:

1. Open ended questions:

2. Dichotomous questions:
3. Multiple choices:

SAMPLING PLAN:

When only some representative items of a population are selected and data are collected
only from these items then this method is known as a sampling.

TYPES OF SAMPLING DESIGN:

Sample survey

UNIVERSE:

In this research the universe constitute of employees of ESSAR POWER.

SAMPLE SIZE:

It is the basic unit of the population to be sampled here the sample size of [100]
respondents are taken for carrying out research.

*Sampling method: Probability sampling

PLAN ANALYSIS:

To minimize manual work of calculation help of computer has been taken. The work was
done on Statistical Package for Social Sciences (SPSS), graphical aids like pie chart &
tables etc. have been prepared for a better understanding & interpretation of data for these
Microsoft Word has been used for the research.

20
 Introduction of the topic

Job satisfaction is an attitude that employees have about their work and is based
on numerous factors, both intrinsic and extrinsic to the individual. Job satisfaction is
important from the perspective of maintaining and retaining the appropriate employees
within the organization; it is about fitting the right person to the right job in the right
culture and keeping them satisfied.

Today's business environment is characterized by weak economies, rapidly

changing technology, organizational re-engineering, shortened length of tenure, and
outsourcing of peripheral business activities. The pharmaceutical industry is reflective of
this environment. Under these circumstances, managers should concentrate on removing
sources of dissatisfaction from the workplace in order to keep employees busy,
productive, and satisfied. At the same time, employees need to take responsibility for
their own satisfaction in their job.

21
 FACTORS INFLUENCING EMPLOYEE SATISFACTION

Several factors influence employee satisfaction. Each factor interacts with the others, and
Collectively all factors contribute to employee satisfaction.

ESSAR POWER identified six main factors that influenced job

satisfaction. When these six factors were high, job satisfaction was high. When the six
factors were low, job satisfaction was low.

1) Opportunity

Employees are more satisfied when they have challenging opportunities at work. This
includes chances to participate in interesting projects, jobs with a satisfying degree of
challenge, and opportunities for increased responsibility. Important: this is not simply
"promotional opportunity." As organizations have become flatter, promotions can be rare.
People have found challenge through projects, team leadership, special assignments - as
well as promotions.

22
Actions:

 Promote from within when possible.

 Reward promising employees with roles on interesting projects.
 Divide jobs into levels of increasing leadership and responsibility. .

2) Stress

When negative stress is continuously high, job satisfaction is low. Jobs are more stressful
if they interfere with employees' personal lives or are a continuing source of worry or
concern.
Actions:

 Promote a balance of work and personal lives. Make sure that senior managers
model this behavior.
 Distribute work evenly (fairly) within work teams.
 Review work procedures to remove unnecessary "red tape" or bureaucracy.
 Manage the number of interruptions employees have to endure while trying to do
their jobs.
 Some organizations utilize exercise or "fun" breaks at work.

3) Leadership

Employees are more satisfied when their managers are good leaders. This includes
motivating employees to do a good job, striving for excellence, or just taking action.
Actions:

 Well trained managers. Leadership combines attitudes and behavior. People

respond to managers that they can trust and who inspire them to achieve
meaningful goals.

23
 4) Work Standards

Employees are more satisfied when their entire workgroup takes pride in the quality of its
work.
Actions:

 Encourage communication between employees and customers. Quality gains

importance when employees see its impact on customers.
 Meaningful measures of quality. Celebrate achievements in quality. .

5) Fair Rewards

Employees are more satisfied when they feel they are rewarded fairly for the work they
do. Consider employee responsibilities, the effort they have put forth, the work they have
done well, and the demands of their jobs.
Actions:

 Make sure rewards are for genuine contributions to the organization.

 Be consistent in your reward policies.
 Rewards can include a variety of benefits and perks other than money.

6) Adequate Authority

Employees are more satisfied when they have adequate freedom and authority to do their
jobs.
Actions:

 Let employees make decisions.

 Allow employees to have input on decisions that will affect them.
 Establish work goals, but let employees determine how they will achieve those
goals. Later reviews may identify innovative "best practices."
 Ask, "If there were just one or two decisions that you could make, which ones
would make the biggest difference in your job?"

24
 Theories of Job Satisfaction

 Two-Factor Theory (Motivator-Hygiene Theory)

Herzberg developed one of the earliest theories relating to job satisfaction in the 1950s.
His "two-factor" theory emphasizes that there are factors in the workplace that create
satisfaction (motivators) and those which lead to dissatisfaction if they are not present
(hygiene factors). There are four motivators in the theory: achievement, recognition,
responsibility, and advancement; and five hygiene factors: monetary rewards, competent
supervision, policy and administration, working conditions, and security. The implication
of the theory is that satisfaction and dissatisfaction are not opposite ends of the same
scale and that job satisfaction may merely be an absence of job dissatisfaction. Herzberg
argues that it is necessary to have hygiene factors at an acceptable level simply to reach a
neutral feeling about the job. The theory has not been without its critics from the
perspective of both the methodology of the studies and the underlying assumption that all
individuals behave in a similar way in the workplace.

 Affect Theory

Edwin A. Locke‟s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren‟t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn‟t value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

25
  Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to have
tendencies toward a certain level of satisfaction, regardless of one‟s job. This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs. Research also indicates that
identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one‟s disposition towards job satisfaction:
self esteem, general self efficiency, locus of control. This model states that higher levels
of self-esteem (the value one places on his/her self) and general self-efficacy (the belief
in one‟s own competence) lead to higher work satisfaction. Having an internal locus of
control (believing one has control over her\his own life, as opposed to outside forces
having control) leads to higher job satisfaction.

 Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including
job satisfaction. The model states that there are five core job characteristics (skill variety,
task identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for
outcomes, and knowledge of the actual results), in turn influencing work outcomes (job
satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be
combined to form a motivating potential score (MPS) for a job, which can be used as an
index of how likely a job is to affect an employee's attitudes and behaviors----. A meta-
analysis of studies that assess the framework of the model provides some support for the
validity of the JCM.

26
 Employee satisfaction is a measure of how happy workers are with their job
and working environment. Keeping morale high among workers can be of tremendous
benefit to any company, as happy workers will be more likely to produce more, take
fewer days off, and stay loyal to the company. There are many factors in improving or
maintaining high employee satisfaction, which wise employers would do well to
implement.

To measure employee satisfaction, many companies will have mandatory

surveys or face-to-face meetings with employees to gain information. Both of these
tactics have pros and cons, and should be chosen carefully. Surveys are often anonymous,
allowing workers more freedom to be honest without fear of repercussion. Interviews
with company management can feel intimidating, but if done correctly can let the worker
know that their voice has been heard and their concerns addressed by those in charge.
Surveys and meetings can truly get to the center of the data surrounding employee
satisfaction, and can be great tools to identify specific problems leading to lowered
morale.

Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel like part of a family or team. Holding office events,
such as parties or group outings, can help build close bonds among workers. Many
companies also participate in team-building retreats that are designed to strengthen the
working relationship of the employees in a non-work related setting. Camping trips,
paintball wars and guided backpacking trips are versions of this type of team-building
strategy, with which many employers have found success.

Of course, few workers will not experience a boost in morale after receiving
more money. Raises and bonuses can seriously affect employee satisfaction, and should
be given when possible. Yet money cannot solve all morale issues, and if a company with
widespread problems for workers cannot improve their overall environment, a bonus may
be quickly forgotten as the daily stress of an unpleasant job continues to mount.

27
 If possible, provide amenities to your workers to improve morale. Make certain
they have a comfortable, clean break room with basic necessities such as running water.
Keep facilities such as bathrooms clean and stocked with supplies.

The backbone of employee satisfaction is respect for workers and the job they
perform. In every interaction with management, employees should be treated with
courtesy and interest. An easy avenue for employees to discuss problems with upper
management should be maintained and carefully monitored. Even if management cannot
meet all the demands of employees, showing workers that they are being heard and
putting honest dedication into compromising will often help to improve morale.

28
 Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert scale. Other less
common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data is typically
collected using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures one‟s
satisfaction in five facets: pay, promotions and promotion opportunities, coworkers,
supervision, and the work itself. The scale is simple, participants answer either yes, no, or
can‟t decide (indicated by „?‟) in response to whether given statements accurately
describe one‟s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.

Personality: A key to satisfaction

That employees are predisposed to greater or lesser job satisfaction has been
studied by Staw and his coworkers. Individuals with a positive outlook on life, or who are
optimistic, will have higher job satisfaction irrespective of the job or workplace they are
in. It is an individual's personality that causes consistent behaviour in given situations and
which lends itself to either a positive or negative outlook on life. Personality is a
relatively stable set of characteristics that give rise to the patterns of thinking, feeling, and
behaving within a person's environment. One element of personality that relates to job
satisfaction is optimism. Daniel Goleman discusses optimism and its relationship to an
individual's outlook in life. He argues that optimism is an attitude that allows individuals
to cope in the face of adversity, which prevents them from becoming apathetic and

29
depressed. Further, underlying optimism is the concept of self-efficacy, which relates to
an individual's belief that they can successfully complete tasks and meet objectives. A
high level of self-efficacy translates to a strong belief in one's own ability. Thus,
personality must have a strong influence on job satisfaction. It follows, then, that
managers must be aware of the personalities of their employees and how they fit into the
job, the work environment, and indeed the organizational culture.

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinate‟s perceive a supervisor‟s behavior can
positively or negatively influence job satisfaction. Communication behavior such as
facial expression, eye contact, vocal expression, and body movement is crucial to the
superior-subordinate relationship. Nonverbal messages play a central role in interpersonal
interactions with respect to impression formation, deception, attraction, social influence,
and emotional expression. Nonverbal immediacy from the supervisor helps to increase
interpersonal involvement with their subordinates impacting job satisfaction. The manner
in which supervisors communicate their subordinates may be more important than the
verbal content. Individuals who dislike and think negatively about their supervisor are
less willing to communicate or have motivation to work where as individuals who like
and think positively of their supervisor are more likely to communicate and are satisfied
with their job and work environment. The relationship of a subordinate with their
supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses
nonverbal immediacy, friendliness, and open communication lines is more willing to
receive positive feedback and high job satisfaction from a subordinate where as a
supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally
receive negative feedback and very low job satisfaction from their subordinate‟s in the
workplace.. Motions == MOOD and EMOTIONS while working are the raw materials
which cumulate to form the affective element of job satisfaction. Moods tend to be longer
lasting but often weaker states of uncertain origin, while emotions are often more intense,
short-lived and have a clear object or cause.

30
Q1. Gender:

GENDER

Cumulative
Frequency Percent Valid Percent Percent
Valid Male 92 92.0 92.0 92.0
Female 8 8.0 8.0 100.0
Total 100 100.0 100.0

GENDER

Male
Female

92

INTERPRETATION: Male respondents are more than female respondents.

31
Q2. How long have you been working for the company?

YEAR

Cumulative
Frequency Percent Valid Percent Percent
Valid Less than a year 15 15.0 15.0 15.0
1-2 years 45 45.0 45.0 60.0
3-5 years 30 30.0 30.0 90.0
More than 5 years 10 10.0 10.0 100.0
Total 100 100.0 100.0

YEAR

50

40
Frequency

30

45

20

30

10
15

10

0
Less than a year 1-2 years 3-5 years More than 5 years
YEAR

INTERPRETATION: Most of the employees working in the company since 1-2

years, and 3-5 years.

32
Q3. Do the management people respond to you in a friendly
and courteous manner?

RESPONSE

Cumulative
Frequency Percent Valid Percent Percent
Valid Always 60 60.0 60.0 60.0
Sometimes 28 28.0 28.0 88.0
Rarely 12 12.0 12.0 100.0
Total 100 100.0 100.0

RESPONSE

Always
Sometimes
Rarely
12

60
28

INTERPRETATION: 60% employees respond that management people always

respond them in friendly and courteous manner, 28% feel that they respond sometimes
and 12% answered that they rarely respond in friendly and courteous manner.

33
Q4. Do you get the information or help you needed?

INFORMATION AND HELP

Cumulative
Frequency Percent Valid Percent Percent
Valid Always 78 78.0 78.0 78.0
Sometimes 12 12.0 12.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0

INFORMATION AND HELP

80

60
Frequency

40 78

20

12
10

0
Always Sometimes Rarely
INFORMATION AND HELP

INTERPRETATION: Employees always get information and help; very few replied
that they sometimes or rarely get the information and help.

34
Q5. Are you familiar with the services provided by your
company?

FAMILIAR WITH THE SERVICES

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 98 98.0 98.0 98.0
No 2 2.0 2.0 100.0
Total 100 100.0 100.0

FAMILIAR WITH THE SERVICES

Yes
No

INTERPRETATION: Mostly all the employees are familiar with the services
provided by the company, except only 2.

35
Q6. Are the welfare facilities helpful to increase the moral?

WELFARE FACILITIES

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 91 91.0 91.0 91.0
No 9 9.0 9.0 100.0
Total 100 100.0 100.0

WELFARE FACILITIES HELPFUL TO INCREASE THE MORAL

100

80
Frequency

60

91

40

20

0
Yes No
WELFARE FACILITIES HELPFUL TO INCREASE THE MORAL

INTERPRETATION: We can interpret from the above chart that welfare facility
helpful to increase the morale of the employees.

36
Q7. Are you satisfied with the training provided for your
current job?

SATISFACTION OF TRAINING

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 87 87.0 87.0 87.0
No 13 13.0 13.0 100.0
Total 100 100.0 100.0

SATISFACTION OF TRAINING

Yes
No

13

87

INTERPRETATION: 87% employees respond that they are satisfied with the
training provided by the company for their current job.

37
Q8. Does your company is concerned with the long term
welfare of employees?

LONG TERM WELFARE OF EMPLOYEES

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 70 70.0 70.0 70.0
No 30 30.0 30.0 100.0
Total 100 100.0 100.0

LONG TERM WELFARE OF EMPLOYEES

60
Frequency

40

70

20

30

0
Yes No
LONG TERM WELFARE OF EMPLOYEES

INTERPRETATION: From the above table we can interpret that company is

concerned with the long term welfare of the employees.

38
Q9. What do you look for most?

FIRST PREFERENCE

Cumulative
Frequency Percent Valid Percent Percent
Valid Good pay 20 20.0 20.0 20.0
Close location 15 15.0 15.0 35.0
Good social life 35 35.0 35.0 70.0
Flexible hours 18 18.0 18.0 88.0
Clean working condition 2 2.0 2.0 90.0
Low workload 10 10.0 10.0 100.0
Total 100 100.0 100.0

FIRST PREFERENCE

Good pay
Close location
Good social life
Flexible hours
10
Clean working condition
Low workload
2
20

18

15

35

INTERPRETATION: Number of employees strongly prefers good social life.

Employees are not more concerned about working condition.

39
Q10. Do you feel secure that you will be able to work for the
company as long as you do a good job?

ABLE TO WORK FOR THE COMPANY AS LONG AS YOU DO A GOOD JOB

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 83 83.0 83.0 83.0
No 17 17.0 17.0 100.0
Total 100 100.0 100.0

ABLE TO WORK FOR THE COMPANY AS LONG AS YOU DO A GOOD JOB

100

80
Frequency

60

83
40

20

17

0
Yes No
ABLE TO WORK FOR THE COMPANY AS LONG AS YOU DO A GOOD JOB

INTERPRETATION: 83% employees are confident that they are able to work for
the company as long as they are doing a good job.

40
Q11. Manager encourages high achievement by
reducing the fear of failure.

MANAGER ENCOURAGES HIGH ACHIVEMENT BY REDUCING THE FEAR OF FAILURE

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 7 7.0 7.0 7.0
Disagree 10 10.0 10.0 17.0
Agree 21 21.0 21.0 38.0
Strongly agree 62 62.0 62.0 100.0
Total 100 100.0 100.0

MANAGER ENCOURAGES HIGH ACHIVEMENT BY REDUCING THE FEAR OF

FAILURE

Strongly disagree
Disagree
Agree
7 Strongly agree

10

62

21

INTERPRETATION: Most of the employees strongly agree that manager

encourages high achievement by reducing the fear of failure.

41
Q12. Do you think that your superior is competent in human
relation and deals with employees problems fairly?

SUPERIOR IS COMPETENT IN HUMAN RELATION & DEALS WITH EMPLOYEES PROBLEMS FAIRLY

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 75 75.0 75.0 75.0
No 25 25.0 25.0 100.0
Total 100 100.0 100.0

SUPERIOR IS COMPETENT IN HUMAN RELATION & DEALS WITH

EMPLOYEES PROBLEMS FAIRLY

80

60
Frequency

40
75

20

25

0
Yes No
SUPERIOR IS COMPETENT IN HUMAN RELATION & DEALS WITH
EMPLOYEES PROBLEMS FAIRLY

INTERPRETATION: 75% responses are positive that superior is competent in

human relation & deals with problems, on the other hand 25% responses is negative
about the same.

42
Q13. Does your company maintain salary level?

SALARY LEVEL

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 78 78.0 78.0 78.0
No 22 22.0 22.0 100.0
Total 100 100.0 100.0

SALARY LEVEL

Yes
No

22

78

INTERPRETATION: From the above chart we can interpret that company

maintains the salary level.

43
Q14. Do you receive co-operation from all other departments?

CO-OPERATION FROM OTHER DEPARTMENTS

Cumulative
Frequency Percent Valid Percent Percent
Valid Always 68 68.0 68.0 68.0
Sometimes 22 22.0 22.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0

CO-OPERATION FROM OTHER DEPARTMENTS

60
Frequency

40

68

20

22

10

0
Always Sometimes Rarely
CO-OPERATION FROM OTHER DEPARTMENTS

INTERPRETATION: Large number of employees responds that they always

receive co-operation from the other departments.

44
Q15. Does your company policies are properly and equally
administered?

POLICIES ARE PROPERLY & EQUALLY ADMINISTERED

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 72 72.0 72.0 72.0
No 28 28.0 28.0 100.0
Total 100 100.0 100.0

POLICIES ARE PROPERLY & EQUALLY ADMINISTERED

Yes
No

28

72

INTERPRETATION: Above chart shows that company policies are properly and
equally administered.

45
Q16. How do you rate the safety & health standard of the
company?

SAFETY & HEALTH STANDARD

Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 70 70.0 70.0 70.0
Very good 20 20.0 20.0 90.0
Good 8 8.0 8.0 98.0
Fair 2 2.0 2.0 100.0
Total 100 100.0 100.0

SAFETY & HEALTH STANDARD

60
Frequency

40

70

20

20

8
2
0
Excellent Very good Good Fair
SAFETY & HEALTH STANDARD

INTERPRETATION: We can interpret that safety and health standard of company

is excellent.

46
Q17. Does your manager takes responsibility for shaping the
attitudes and relationships within department?
MANAGER TAKES RESPONSIBILITY FOR SHAPING THE ATTITUDES AND RELATIONSHIPS WITHIN
DEPARTMENT

Cumulative
Frequency Percent Valid Percent Percent
Valid Always 56 56.0 56.0 56.0
Sometimes 31 31.0 31.0 87.0
Rarely 13 13.0 13.0 100.0
Total 100 100.0 100.0

MANAGER TAKES RESPONSIBILITY FOR SHAPING THE ATTITUDES AND

RELATIONSHIPS WITHIN DEPARTMENT

Always
Sometimes
Rarely

13

56

31

INTERPRETATION: Most of the employees respond that manager always takes

responsibility for shaping the attitude and relationship within departments.

47
Q18. How do you rate the relationship between the amounts of
compensation you receive and your performance?

RELATIONSHIP BETWEEN THE AMOUNTS OF COMPENSATION & PERFORMANCE

Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 53 53.0 53.0 53.0
Very good 22 22.0 22.0 75.0
Fair 13 13.0 13.0 88.0
Poor 12 12.0 12.0 100.0
Total 100 100.0 100.0

RELATIONSHIP BETWEEN THE AMOUNT OF COMPENSATION &

PERFORMANCE

60

50

40
Frequency

30
53

20

22
10
13 12

0
Excellent Very good Fair Poor
RELATIONSHIP BETWEEN THE AMOUNT OF COMPENSATION &
PERFORMANCE

INTERPRETATION: Number of responses about relationship between the amount

of compensation & performance is excellent or very good.

48
Q19. How do you rate the job security provided by the
company?
JOB SECURITY

Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 70 70.0 70.0 70.0
Very good 13 13.0 13.0 83.0
Fair 14 14.0 14.0 97.0
Poor 3 3.0 3.0 100.0
Total 100 100.0 100.0

JOB SECURITY

Excellent
Very good
Fair
3 Poor

14

13
70

INTERPRETATION: Most of the employees feel that job security provided by

company is excellent; very few respond that it is poor.

49
Q20. At work, does your opinion count?

OPINION

Cumulative
Frequency Percent Valid Percent Percent
Valid Always 63 63.0 63.0 63.0
Sometimes 27 27.0 27.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0

OPINION

60
Frequency

40

63

20

27

10

0
Always Sometimes Rarely
OPINION

INTERPRETATION: 63% employees respond that their opinion is always count,

27% employees respond that opinion is count sometimes and rest of the employees
respond that the opinion count rarely.

50
Q21. How do you rate the company as a place to work
compared with other companies?

COMPANY AS PLACE TO WORK COMPARED WITH OTHER COMPANIES

Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 81 81.0 81.0 81.0
Very good 15 15.0 15.0 96.0
Good 4 4.0 4.0 100.0
Total 100 100.0 100.0

COMPANY AS PLACE TO WORK COMPARED WITH OTHER COMPANIES

Excellent
Very good
Good
4

15

81

INTERPRETATION: According to the employees, the working place is excellent

compared with other companies.

51
Q22. Do you enjoy your job on the whole?

ENJOY THE JOB ON THE WHOLE

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 86 86.0 86.0 86.0
No 14 14.0 14.0 100.0
Total 100 100.0 100.0

ENJOY THE JOB ON THE WHOLE

100

80
Frequency

60

86
40

20

14

0
Yes No
ENJOY THE JOB ON THE WHOLE

INTERPRETATION: Most of the employees are enjoying the job on the whole.

52
 Conclusion and Findings of the study

 Majority of the employees are satisfied with the welfare facilities provided by
company.
 Working condition is better than other companies.
 Employees always get co-operation and help from the management people and
also from the other departments.
 Safety & Health standard of company is better than other companies.
 Welfare facilities help to increase the moral of employees.
 Majority of the employees are enjoying their job.
 The employee‟s satisfaction level is almost up to the mark but again in few of its
department the employees are not fully satisfied with the overall working
conditions.
 Company is taking proper measures and effective steps for the increment in the
satisfaction level of the employees that will consequently motivate them better
performance and the overall development of the company.
 The results of the survey suggest there is a direct link between pay and
satisfaction - the higher the salary and job level, the greater the number of
extremely satisfied employees.

53
 Suggestions

 Performance appraisal system should be effective for workers as well.

 Availability of the required tools and equipments should be on time for the
successful completion of the job.
 Effective two-way communication should be maintained in the company.
 Decision making and authorization of work should be delegated to the workers to
some extent.
 Necessary steps should be taken to avoid sound pollution. E.g.: special
equipments should be provided to the workers for the protection of ears from
noise pollution.
 Superior-worker relation should be verified.
 Rewards and recognition should be given to the deserving candidate on time.
 Promotion policies should be re-defined.
 Medical facilities should be improved.

54
 Limitations of the study:

 If the respondents are bias there are chances of receiving inappropriate

answer.
 The time span allocated for completion of project was very short.
 In the actual practice it is very difficult to satisfy each and every
individual.
 Satisfaction is a subjective term and it differs from one individual to
another.
 For some employees we found that the physical and social
environment, in which they were working, was good and for some it
was unsatisfactory.
 Due to space and time constraint the survey was not covered among all
the employees of ESSAR POWER, otherwise a more satisfied index
would have been possible.

55
 Bibliography:

 Website:

www.essar.com
www.google.com
www.citehr.com
http://www.companiesandmarkets.com
https://sourcing.essar.com

 Books:
 SPSS (FOR BEGINNERS)
Kiran Pandya & Smruti Bulsari

 Management Research Methodology

[Integration of Principles, Methods and Techniques]
K. N. Krishnaswamy
Appa Iyer Sivakumar
M. Mathirajan

 Essar Documentary

56
 ANNEXURE

I, Ms. Nikita Pandit, a student of MHRD from VNSGU, have taken up a

study on the topic “JOB SATISFACTION” as a part of my curriculum. I would be
grateful if you kindly cooperate and fill up this questionnaire, which will be used for
academic purpose.

Thank You.

(1) Gender: Male [ ] Female [ ]

(2) How long have you been working for the company?
Less than a year [ ]
1-2 years [ ]
3-5 years [ ]
More than 5 years [ ]

(3) Do the management people respond to you in a friendly and courteous manner?
Always [ ]
Sometimes [ ]
Rarely [ ]

(4) Do you get the information or help you needed?

Always [ ]
Sometimes [ ]
Rarely [ ]

(5) Are you familiar with the services provided by your company?
Yes [ ]
No [ ]

(6) Are the welfare facilities helpful to increase the moral?

Yes [ ]
No [ ]

(7) Are you satisfied with the training provided for your current job?
Yes [ ]
No [ ]

(8) Does your company is concerned with the long term welfare of employees?
Yes [ ]
No [ ]

57
(9)What do you look for most?
Good pay [ ]
Close location [ ]
Good social life [ ]
Flexible hours [ ]
Clean working condition [ ]
Low workload [ ]

(10)Do you feel secure that you will be able to work for the company as long as you do a
good job?
Yes [ ]
No [ ]

(11)Manager encourages high achievement by reducing the fear of failure.

Strongly disagree [ ]
Disagree [ ]
Agree [ ]
Strongly agree [ ]

(12)Do you think that your superior is competent in human relation and deals with
employees problems fairly?
Yes [ ]
No [ ]

(13)Does your company maintain salary level?

Yes [ ]
No [ ]

(14)Do you receive co-operation from all other departments?

Always [ ]
Sometimes [ ]
Rarely [ ]

(15)Does your company policies are properly and equally administered?

Yes [ ]
No [ ]

(16)How do you rate the safety & health standard of the company?
Excellent [ ]
Very good [ ]
Good [ ]
Fair [ ]

58
(17)Does your manager take responsibility for shaping the attitudes and relationships
within department?
Always [ ]
Sometimes [ ]
Rarely [ ]

(18)How do you rate the relationship between the amounts of compensation you receive
and your performance?
Excellent [ ]
Very good [ ]
Fair [ ]
Poor [ ]

(19)How do you rate the job security provided by the company?

Excellent [ ]
Very good [ ]
Fair [ ]
Poor [ ]

(20)At work, does your opinion count?

Always [ ]
Sometimes [ ]
Rarely [ ]

(21)How do you rate the company as a place to work compared with other companies?
Excellent [ ]
Very good [ ]
Good [ ]

(22) Do you enjoy your job on the whole?

Yes [ ]
No [ ]

59