My Final Project Job Satisfaction

A.P.S. UNIVERSITY REWA (M.P.
Department of MBA (HRD)

A
PROJECT REPORT
ON
JOB SATISFACTION OF EMPLOYEES
IN
NATIONAL THERMAL POWER CORPORATION
(VINDHYACHAL SUPER THERMAL POWER STATION)
SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT

FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
MBA (HRD) APS UNIVERSITY REWA (MP)

COMPANY GUIDE
SHILPA DUNGDUNG
COLLAGE GUIDE
Dr. SUNIL KUMAR TIWARI
HOD of MBA(HRD)
APS University Rewa (MP)
PREFACE
Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)
The project work entitled A STUDY ON JOB SATISFACTION OF

EMPLOYEES Job Satisfaction is the favorableness or un-favorableness with which the
NTPC VINDHYACHAL employee views his work. It expresses the amount of
agreement between ones expectation of the job and the rewards that the job provides. Job
Satisfaction is a part of life satisfaction. The nature of ones environment of job is an
important part of life as Job Satisfaction influences ones general life satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a
narrow sense, these attitudes are related to the job under condition with such specific
factors such as wages. Supervisors of employment, conditions of work, social relation on
the job, prompt settlement of grievances and fair treatment by employer.
However, more comprehensive approach requires that many factors are to be included
before a complete understanding of job satisfaction can be obtained. Such factors as
employees age, health temperature, desire and level of aspiration should be considered.
Further his family relationship, Social status, recreational outlets, activity in the
organizations etc.
Contribute ultimately to job satisfaction.
ACKNOWLEDGEMENT
Vocational training is a bridge for a student that takes him

from his/her theoretical knowledge world to the poetical
industrial world. The real experience can be gained from an
excellent organization in this series NTPC LTD is playing
important role. Behind successful undertaking is the blessing
and guidance of may this format piece of acknowledgement
may not be sufficient to express my feeling of gratitude.
Primarily I thanks god and my parents for their blessings
showered on me who helped me more then I expected.
I very much thanks, full to Mr. JOHAN PHILLP M.
(MANAGER HR) for giving me opportunity to work in the
organization.
I express my indebtedness and deep sense of gratitude to Mr.
B.Thiagarajan (Deputy Manager HR- ES), Miss Shilpa
(Officer HR-EB). who have properly guided me during my
training period and provided me with all the theoretical
knowledge necessary for training. At last, I would like to
convey my thanks to all the members of HR Deptt. NTPCVSTPS who have helped me at every stage of training.
I am also indebted to my head of Department Dr.Sunil
Tiwari whose fatherly guidance has been a source of
inspiration to me.
I am also grateful to my faculty members Dr.Ajay Singh, Dr.
Usha Tiwari,
Mrs. Sushma Tiwari, and Miss. Akanksha Singh, whose
precious guidance through out the session has been of
undoubted help to us in grooming ourselves and without
which this work wasnt possible.
I am also thankful to all my friends and seniors whose help
has given this shape to the report.
MUKESH
KUMAR VISHWAKARMA
M.B.A.
(HRD) 3rd SEM.
A.P.S.UNIV
ERSITY, REWA (M.P)
DECLARATION
I, Mukesh Kumar Vishwakarma s/o Shri L.N.
Vishwakarma
student
of
3nd
Semester,
Department of MBA (HRD), A.P.S University,

Rewa (M.P.) has completed the Project on job
satisfaction of employee For the Academic Year
2010-11.
The information given in this project is true to

the best of my knowledge.
M
ukesh Ku.Vishwakarma
MBA(HRD)3rd sem
2009-2011
A.P.S.U.Rewa (M.P.)
CONTENT
S.No.
Topic
Chapter 1
Company Profile
Chapter 2
Introduction of Job
Satisfaction
Chapter 3
Objectives
Chapter 4
Research
Methodology
Chapter 5
Observation &
Findings
Chapter 7
Suggestions
Chapter 8
Bibliography
Chapter 9
Annexure
PART 1
Introduction of Job Satisfaction
INTRODUCTION
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.
-Ro
bert 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.
By Andrew
J DuBrins,
The practice of supervision,
New Delhi
Job satisfaction is one part of life satisfaction. The
environment influences the job. Similarly, since a job is
important part of life, job satisfaction influences ones general
life satisfaction. Manager may need to monitor not only the
job and immediate work environment but also their
employees attitudes towards other part of life.
JOB
FAMILY
POLITICS
LIFE
LEISURE
RELATED ELEMENT OF LIFE SATISFACTION
Human life has become very complex and completed in nowa-days. In modern society the needs and requirements of the
people are ever increasing and ever changing. When the
people are ever increasing and ever changing, when the
peoples needs are not fulfilled they become dissatisfied.
Dissatisfied people are likely to contribute very little for any
purpose. Job satisfaction of industrial workers us very
important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be
considered as backbone of any industrial development. To
utilize their contribution they should be provided with good
working conditions to boost their job satisfaction. Any
business can achieve success and peace only when the

problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism
labour turnover require a social skill of understanding human
problems and dealing with them scientific investigation
serves the purpose to solve the human problems in the
industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of
satisfaction. Pay is instrumental in fulfilling so many needs.
Money facilities the obtaining of food, shelter, and clothing
and provides the means to enjoy valued leisure interest
outside of work. More over, pay can serve as symbol of
achievement and a source of recognition. Employees often
see pay as a reflection of organization. Fringe benefits have
not been found to have strong influence on job satisfaction as
direct wages.
THE WORK ITSELF

Along with pay, the content of the work itself plays a very
major role in determining how satisfied employees are with
their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after
day. The two most important aspect of the work itself that
10
influence job satisfaction are variety and control over work

methods and work place. In general, job with a moderate
amount of variety produce the most job satisfaction. Jobs with
too little variety cause workers to feel bored and fatigue. Jobs
with too much variety and stimulation cause workers to feel
psychologically stressed and burnout.
PROMOTION
Promotional opportunities have a moderate impact on job
satisfaction. A promotion to a higher level in an organization
typically involves positive changes I supervision, job content
and pay. Jobs that are at the higher level of an organization
usually
provide
workers
with
more
freedom,
more
challenging work assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who
establish a supportive personal relationship with subordinates
and take a personal interest in them.
2. The other dimension of supervisory style influence
participation in decision making, employee who participates
in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest
source of job satisfaction to individual employees. The
working groups also serve as a social support system of
11
employees. People often used their co-workers as sounding

board for their problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they
lead to greater physical comfort. The working conditions are
important to employees because they can influence life
outside of work. If people are require to work long hours
and / or overtime, they will have very little felt for their
families, friends and recreation outside work.
Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction,
we have to keep in mind that: all individuals do no derive the
same degree of satisfaction though they perform the same job
in the same job environment and at the same time. Therefore,
it appears that besides the nature of job and job environment,
there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual
variables, nature of job, and situational variables determine
the degree of job satisfaction. Let us see what these factors
are.
Individual factors:
Individuals have certain expectations from their jobs. If their
expectations are met from the jobs, they feel satisfied. These
expectations are based on an individuals level of education,
age and other factors.
12
Level of education:
Level of education of an individual is a factor which
determines the degree of job satisfaction. For example,
several studies have found negative correlation between the
level of education, particularly higher level of education, and
job satisfaction. The possible reason for this phenomenon
may be that highly educated persons have very high
expectations from their jobs which remain unsatisfied. In their
case, Peters principle which suggests that every individual
tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at
different stages of their life. Job satisfaction is high at the
initial stage, gets gradually reduced, starts rising upto certain
stage, and finally dips to a low degree. The possible reasons
for this phenomenon are like this. When individuals join an
organization, they may have some unrealistic assumptions
about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these
assumptions fall short of reality, job satisfaction goes down. It
starts rising again as the people start to assess the jobs in right
perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes
down because of fear of retirement and future outcome.
Other factors:
Besides the above two factors, there are other individual
factors which affect job satisfaction. If an individual does not
have favourable social and family life, he may not feel happy
at the workplace. Similarly, other personal problems
13
associated with him may affect his level of job satisfaction.

Personal problems associated with him may affect his level of
job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form
of occupation level and job content.
Occupation level:
Higher level jobs provide more satisfaction as compared to
lower levels. This happens because high level jobs carry
prestige and status in the society which itself becomes source
of satisfaction for the job holders.
For example, professionals derive more satisfaction as
compared to salaried people: factory workers are least
satisfied.
Job content:
Job content refers to the intrinsic value of the job which
depends on the requirement of skills for performing it, and the
degree of responsibility and growth it offers. A higher content
of these factors provides higher satisfaction. For example, a
routine and repetitive lesser satisfaction; the degree of
satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in
organizational context formal and informal. Formal
organization emerges out of the interaction of individuals in
14
the organization. Some of the important factors which affect

job important factors which affect job satisfaction are given
below:
1. Working conditions:
Working conditions, particularly physical work environment,
like conditions of workplace and associated facilities for
performing the job determine job satisfaction. These work in
two ways. First, these provide means job performance.
Second, provision of these conditions affects the individuals
perception about the organization. If these factors are
favourable, individuals experience higher level of job
satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type
of supervision; the degree of importance attached to
individuals varies. In employee-oriented supervision, there is
more concern for people which is perceived favourably by
them and provides them more satisfaction. In job oriented
supervision, there is more emphasis on the performance of the
job and people become secondary. This situation decreases
job satisfaction
.
3. Equitable rewards:
The type of linkage that is provided between job performance
and rewards determines the degree of job satisfaction. If the
reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is
perceived to be based on considerations other than the job
performance, it affects job satisfaction adversely.
15
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the
context of job nature and work environment by they also
attach importance to opportunities for promotion that these
job offer. If the present job offers opportunity of promotion is
lacking, it reduces satisfaction.
1. Work group: Individuals work in group either created
formally of they develop on their own to seek
emotional satisfaction at the workplace. To the extent
such groups are cohesive; the degree of satisfaction is
high. If the group is not cohesive, job satisfaction is
low. In a cohesive group, people derive satisfaction
out of their interpersonal interaction and workplace
becomes satisfying leading to job satisfaction.
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.
16
For example, Lawler has pointed out that drug abuse,

alcoholism and mental and physical health result from
psychologically harmful jobs. Further, since a job is an
important part of life, job satisfaction influences general life
satisfaction. The result is that there is spillover effect which
occurs in both directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job
satisfaction and productivity
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship
between job satisfaction and productivity; when job
satisfaction
increases,
productivity
increases;
when
satisfaction decreases, productivity decreases. The basic logic

behind this is that a happy worker will put more efforts for
job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs
may feel satisfied but he may not put his efforts more
vigorously because of his low expectations from the job.
Therefore, this view does not explain fully the complex
relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily
a productive worker explains the relationship between job
satisfaction and productivity. Various research studies also
support this view.
17
This relationship may be explained in terms of the operation

of two factors: effect of job performance on satisfaction and
organizational
expectations
from
individuals
for
job
performance. 1. Job performance leads to job satisfaction and

not the other way round. The basic factor for this
phenomenon is the rewards (a source of satisfaction) attached
with performance. There are two types of rewardsintrinsic
and extrinsic. The intrinsic reward stems from the job itself
which may be in the form of growth potential, challenging
job, etc. The satisfaction on such a type of reward may help to
increase productivity. The extrinsic reward is subject to
control by management such as salary, bonus, etc. Any
increase in these factors does not hep to increase productivity
though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to
higher productivity because he has to operate under
certain technological constraints and, therefore, he
cannot go beyond certain output. Further, this
constraint affects the managements expectations
from the individual in the form of lower output.
Thus, the work situation is pegged to minimally
acceptable level of performance. However, it does
not mean that the job satisfaction has no impact o
productivity. A satisfied worker may not necessarily
lead to increased productivity but a dissatisfied
worker leads to lower productivity.
Extrinsic
reward
Perceived equity
of rewards
Performanc
e
18
Satisfaction
Intrinsic
reward
THE RELATION BETWEEN PERFORMANCE AND SATISFACTION
Absenteeism:
Absenteeism refers to the frequency of absence of
job holder from the workplace either unexcused absence due
to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence which is
a matter of concern. This absence is due to lack of satisfaction
from the job which produces a lack of will to work and
alienate a worker form work as for as possible. Thus, job
satisfaction is related to absenteeism.
HIGH
TURNOVER
JOB
SATISFACTION
ABSENCES
LOW
LOW
HIGH
TURNOVER AND ABSENCES
RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES
19
Employee turnover:
Turnover of employees is the rate at which employees leave
the organization within a given period of time. When an
individual feels dissatisfaction in the organization, he tries to
overcome this through the various ways of defense
mechanism. If he is not able to do so, he opts to leave the
organization. Thus, in general case, employee turnover is
related to job satisfaction. However, job satisfaction is not the
only cause of employee turnover, the other cause being better
opportunity elsewhere.
For example, in the present context, the rate of turnover of
computer software professionals is very high in India.
However, these professionals leave their organizations not
simply because they are not satisfied but because of the
opportunities offered from other sources particularly from
foreign companies located abroad.
20
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
ENVIRONMENTAL
SOCIAL
ORGANIZATIONAL
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.
21
Environmental
factors:-Economic,
social,
technical and governmental influences.

Cultural factors:-Attitudes, beliefs and values.
These factors affect job satisfaction of certain individuals

in a given set of circumstances but not necessarily in others.
Some workers may be satisfied with certain aspects of their
work and dissatisfied with other aspects .Thus, overall degree
of job satisfaction may differ from person to person.
IMPORTANCE
TO
STUDY
JOB
SATISFACTION
The importance to the study of job satisfaction level is very
important for executives. Job satisfaction study importance
can be understood by the answer of the following question
1) Is there room for improvement?
2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?
Benefits of job satisfaction study

Job
satisfaction surveys can produce positive, neutral or negative
results. If planned properly and administered, they will
usually produce a number of important benefits, such as1. It gives management an indication of general levels of
satisfaction in a company. Surveys also indicate
specific areas of satisfaction or dissatisfaction as
22
compared to employee services and particular group

of employee.
2. It leads to valuable communication brought by a job
satisfaction survey. Communication flow in all
direction as people plan the survey, take it and discuss
the result. Upward communication is especially
fruitful when employee are encouraged to comment
about what is on their minds instead of merely
answering questions about topics important to
management.
3. as a survey is safety value, an emotional release. A
chance to things gets off. The survey is an intangible
expression of managements interest in employee
welfare, which gives employees a reason to feel better
towards management.
4. Job satisfaction surveys are a useful way to determine
certain training needs.
5. Job satisfaction surveys are useful for identifying
problem that may arise, comparing the response to
several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows
management to evaluate the actual response to a
change and study its success or failure.
Importance to Worker and Organization

Frequently,
work
underlies
self-esteem
and
identity
while
unemployment lowers self-worth and produces anxiety. At the same

time, monotonous jobs can erode a worker's initiative and enthusiasm
and can lead to absenteeism and unnecessary turnover. Job
23
satisfaction and occupational success are major factors in personal

satisfaction, self-respect, self-esteem, and self-development. To the
worker, job satisfaction brings a pleasurable emotional state that
often leads to a positive work attitude. A satisfied worker is more
likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work
force that is motivated and committed to high quality performance.
Increased productivity the quantity and quality of output per hour
worked seems to be a byproduct of improved quality of working life.
It is important to note that the literature on the relationship between
job satisfaction and productivity is neither conclusive nor consistent..
Unhappy employees, who are motivated by fear of job loss, will not
give 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and as soon as the
threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization
include reduction in complaints and grievances, absenteeism,
turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy work
force and has been found to be a good indicator of longevity. And
although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the
"bottom line." No wonder Andrew Carnegie is quoted as saying:
"Take away my people, but leave my factories, and soon grass will
grow on the factory floors. Take away my factories, but leave my
people, and soon we will have a new and better factory"
24
SATISFIED EMPLOYEE
25
Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job
that create job satisfaction? Organizations can help to create job
satisfaction by putting systems in place that will ensure that workers
are challenged and then rewarded for being successful. Organizations
that aspire to creating a work environment that enhances job
satisfaction need to incorporate the following:
Flexible
work
arrangements,
possibly
including
telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and

allows the worker opportunities to "put his or her signature" on the
finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own

work
A stable, secure work environment that includes job

security/continuity
An environment in which workers are supported by an

accessible supervisor who provides timely feedback as well as
congenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering
job satisfaction is that there are many factors that affect job
satisfaction and that what makes workers happy with their jobs varies
from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the
26
employee's
personal
characteristics,
the
manager's
personal
characteristics and management style, and the nature of the work

itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of
the work force.
For example, when creating work teams, managers can enhance
worker satisfaction by placing people with similar backgrounds,
experiences, or needs in the same workgroup. Also, managers can
enhance job satisfaction by carefully matching workers with the type
of work.
For example, a person who does not pay attention to detail would
hardly make a good inspector, and a shy worker is unlikely to be a
good salesperson. As much as possible, managers should match job
tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can
also take other deliberate steps to create a stimulating work
environment. One such step is job enrichment. Job enrichment is a
deliberate upgrading of responsibility, scope, and challenge in the
work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement.
Large companies that have used job-enrichment programs to increase
employee motivation and job satisfaction.
Good management has the potential for creating high morale, high
productivity, and a sense of purpose and meaning for the organization
and its employees. Empirical findings show that job characteristics
such as pay, promotional opportunity, task clarity and significance,
and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have
27
significant effects on job satisfaction. These job characteristics can be

carefully managed to enhance job satisfaction.
Of course, a worker who takes some responsibility for his or her job
satisfaction will probably find many more satisfying elements in the
work environment. Everett (1995) suggests that employees ask
themselves the following questions:
When have I come closest to expressing my full potential

in a work situation?
What did it look like?
What aspects of the workplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be

applied to the present situation?
28
29
Workers' Roles in Job Satisfaction
1. Develop excellent communication skills. Employers value

and reward excellent reading, listening, writing, and
speaking skills.
2. Know more. Acquire new job-related knowledge that
helps you to perform tasks more efficiently and
effectively. This will relieve boredom and often gets one
noticed.
3. Demonstrate creativity and initiative. Qualities like these
are valued by most organizations and often result in
recognition as well as in increased responsibilities and
rewards.
4. Develop teamwork and people skills. A large part of job
success is the ability to work well with others to get the
job done.
5. Accept the diversity in people. Accept people with their
differences and their imperfections and learn how to give
and receive criticism constructively.
6. See the value in your work. Appreciating the significance
of what one does can lead to satisfaction with the work
itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
7. Learn to de-stress. Plan to avoid burnout by developing
healthy stress-management techniques.
30
Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful
planning and effort both by management and by workers. Managers
are encouraged to consider such theories as Herzberg's(1957) and
Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating,
challenging,
supportive,
and
rewarding
work
environment is vital. Because of the relative prominence of pay in the

reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather
than seniority.
So, in essence, job satisfaction is a product of the events and
conditions that people experience on their jobs. Brief (1998) wrote:
"If a person's work is interesting, her pay is fair, her promotional
opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to
predict she is satisfied with her job" (p. 91). Very simply put, if the
pleasures associated with one's job outweigh the pains, there is some
level of job satisfaction
31
MODEL OF JOB SATISFACTION
32
THEORIES OF JOB SATISFACTION
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably
the most famous job satisfaction model. The main premise of
this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job.
Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when
expectations are/arent met. When a person values a particular
facet of a job, his satisfaction is more greatly impacted both
positively (when expectations are met) and negatively (when
expectations are not met), compared to one who doesnt value
that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy,
then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will
produce stronger feelings of dissatisfaction the more a worker
values that facet.
Dispositional Theory
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
ones job. This approach became a notable explanation of job
33
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 ones
disposition towards job satisfaction: self-esteem, general selfefficacy, locus of control, and neuroticism. This model states
that higher levels of self-esteem (the value one places on
his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an
internallocus of control (believing one has control over
her\his own life, as opposed to outside forces having control)
leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction[].
Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs Two factor theory (also known as
Motivator Hygiene Theory) attempts to explain satisfaction
and motivation in the workplace This theory states that
satisfaction and dissatisfaction are driven by different factors
motivation and hygiene factors, respectively. An employees
motivation to work is continually related to job satisfaction of
a subordinate. Motivation can be seen as an inner force that
drives individuals to attain personal and organization goals
(Hoskinson, Porter, & Wrench, p.133). Motivating factors are
those aspects of the job that make people want to perform,
and
provide
people
with
satisfaction,
for
example
34
achievement in work, recognition, promotion opportunities.

These motivating factors are considered to be intrinsic to the
job, or the work carried out. Hygiene factors include aspects
of the working environment such as pay, company policies,
supervisory practices, and other working conditions
While Hertzberg's model has stimulated much research,
researchers have been unable to reliably empirically prove the
model, with Hack man & Oldham suggesting that Hertzberg's
original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not
consider individual differences, conversely predicting all
employees will react in an identical manner to changes in
motivating/hygiene factors.] Finally, the model has been
criticized in that it does not specify how motivating/hygiene
factors are to be measured.
According to Herzberg following factors acts as motivators:

Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
35
Responsibility.
Hygiene factors are :

Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person
is satisfied if he gets what he wants & the more he wants
something or the more important it is to him, the more
satisfied he is when he gets it & the more dissatisfied he is
when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.
36
a) Need for personal achievement :

Desires for personal career development, improvement in
one's own life standards, better education & prospects for
children & desire for improving one's own work performance.
b) Need for social achievement :

A drive for some kind of collective success is relation to some
standards of excellence. It is indexed in terms of desires to
increase overall productivity, increased national prosperity,
better life community & safety for everyone.
c) Need for influence :

A desire to influence other people & surroundings
environment. In the works situation, it means to have power
status & being important as reflected in initiative taking and
participation in decision making.
In summary, this theory tell us that job satisfaction is a
function of, or is positively related to the degree to which
one's personal & social needs are fulfilled in the job situation.
Social References - Group Theory :

It takes into account the point of view & opinions of the
group to whom the individual looks for the guidance. Such
groups are defined as the 'reference-group' for the individual
in that they define the way in which he should look at the
world and evaluate various phenomena in the environment
37
(including himself). It would be predicted, according to this

theory that if a job meets the interest, desires and
requirements of a person's reference group, he will like it & if
it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin.
He measures the effects of community characteristics on job
satisfaction of female clerical workers employed in 300
different catalogue order offices. He found that with job
conditions held constant job satisfaction was less among
persons living in a well-to-do neighborhood than among those
whose neighborhood was poor. Hulin, thus provides strong
evidence that such frames of reference for evaluation may be
provided by one's social groups and general social
environment.
38
INDUSTRIAL PROFILE
HISTORY OF POWER SECTOR DEVELOPMENT
IN INDIA
Power Development :
The electric power generation in India on a commercial basis
is almost a
century old, substantial power development
efforts began only after independence. At the launch of the

First Five Year plan in 1951, power generation was
recognized as a major input for the countrys economic
development and was accorded high priority. Power sector
outlays have among the highest in successive Five Year Plans
ever since. The two plans focused on hydropower (as
component of multi-purpose projects). Subsequent plans
emphasized on rapid installations of thermal power stations.
As a result of plan efforts, Indias installed power generation
capacity grew to 16,664 MW in 1974. However, assessment
of the planned growth since 1951 indicated that with the
39
uneven distribution of resources, power development with

only states as spatial units would and greater capacity
addition, led the Government Of India to assume a leading
role in large-scale power generation as a matter of policy and,
through an amendment of the Electricity (Supply) Act,
National Thermal Power Corporation Ltd. (NTPC) and
National Hydroelectric Power Corporation Ltd. (NHPC) were
set in the central sector to supplement the efforts of the states.
Consequently, total installed capacity of power utilities has
increased from 1,362 MW in 1947 to 1,04918MW in March
2002. Electricity generation, which was only
about 4.1
billion units in 1947, has risen to 515 billion units in 2001-02.

As on March 2002, the total installed capacity of utilities
stood at 104918 MW. Most of this installed capacity is under
government control
nearly 60% of the power generation
capacity. Currently, the central government owns about 30%

of the power generation capacity in the country, the majority
of which is in the thermal sector. Of the total
installed
thermal capacity of 25366.50MW in central sector, NTPCs

share is 20092MW (76.61%).
COMPANY PROFILE
NTPC- An Integrated Power Major
40
JOURNEY TOWARDS EXCELLENCE established in 1975,

NTPC Limited, a premier Public Sector Enterprise, is Indias
largest power utility with an installed capacity of 27,904 MW
through 26 power stations including stations operated under
Joint Venture Companies. NTPC has emerged as an
Integrated Power Major with presence in Hydro Power, Coal
mining, Oil & Gas exploration, Power Distribution & Trading
and also plans to enter into Nuclear Power Development.
NTPC plans to become a 50,000 MW Company by 2012 and
75,000 MW plus company by 2017. The Company
contributed 29.25% of the total electricity generated in the
country during 2006-07 with 20.71% share of the total
installed
capacity of the nation including capacity and generation of
Joint Venture Companies.
STRATEGIC INITIATIVES:
NTPC has acquired 44.6% equity stake in Transformers &
Electrical
Kerala
Ltd.
(TELK)
for
manufacturing
of
Transformers. As part of globalization initiatives, NTPC plans

to construct and operate thermal power plants in overseas
market. NTPC has signed an MOU with Nigeria for supply of
LNG. NTPC in turn shall set & operate 500 MW coal based
and 700 MW gas based power plant in Nigeria. The company
has also signed an MOU for setting up of a 500 MW coal based
power plant in SriLanka.
POWER PERFORMANCE (2006-07):
41
A dividend of 32%. Highest ever generation of

188.674 billion units.
Highest ever capacity utilization (PLF) of 89.43% in
coal based power plants.
Net profit after tax of Rs. 68.647 million.
New national record559 days of uninterrupted running
set by Unit #3 of Vindhyachal
Super Thermal Power Station.
Paid
INTEGRATED POWER MAJOR:
NTPC Electricity Supply Company Ltd., (NESCL)

formed as a subsidiary company to take up power
distribution activities. NESCL has started the process
of implementation of Accelerated Rural Electrification
Programme in West Bengal.
NTPC Vidyut Vyapar Nigam Ltd. has been formed as
a subsidiary company for power trading. NVVN
transacted business of 2664 MUs in 2006-07.
Entered the coal mining business and has been allotted
8 coal mining blocks.
42
NTPC has got the approval for Mining Plan of 15

MTPA for its first coal mining project at Pakri
Barwadih. It is the largest ever capacity planned, in
the very first phase, in a single mine in the country.
NTPC has also signed a MOU with CIL and SCCL for
formation of Joint Ventures to undertake development,
Operation & Maintenance of coal blocks and
integrated coal-based power plants.
MOU
signed
with
BEML for
joint
business
development in the field of contractcoal mining.
Consortium comprising NTPC, Canoro and Geopetrol

has been allotted an oil exploration block in Arunachal
Pradesh.
MOU signed with Ministry of Railway for setting up
power plant of 1000 MW at Nabinagar in Bihar.
Project approved by CCEA.
MOU signed with ADB for establishment of power
generation of about 500 MW through Renewable
Energy Sources.
MOU signed with BHEL for taking up EPC jobs
together.
43
FOARY INTO HYDRO SECTOR:
NTPC has been giving increased thrust to hydro

development for a balanced portfolio for long term
sustainability, 1920 MW under implementation at
Koldam (800 MW), Loharinag Pala (600 MW) and
Tapovan Vishnugad (520 MW).
NTPC Hydro Ltd. Incorporated as a subsidiary
company to take up small hydro projects. Presently
the projects planned for implementation are Lata
Tapovan(171 MW), Uttarakhand & Rammam III (120
MW), West Bengal.
MOU
signed
with
Arunachal
Pradesh
for
implementation of two Hydro Projects Etalin (4000

MW) and Attunli (500 MW).
AWARDS & ACCOLADES:
Ranked No.1 in the category of Independent Power

Producer under Top Asian Performance by Industry
in the 2007 Platts Top 250 Global Energy Companies
in Asia.
44
NTPC bagged SCOPE Meritorious Award for Good

Corporate Governance for 2005-06.
Simhadri has been awarded with the prestigious
International Project Management Award (IPMA) for
the year 2005 for excellence in Project Management.
Unchahar station of NTPC received coveted Asian
Power Plant of the year Award, 2006 for Efficiency,
Environment, Operational
Characteristics and Business Management.
NTPC bagged 7 National Award for Meritorious
performance.
Ranked Top Awardee for MoU Award for Excellence
in Performance by Govt. Of India.
NTPC has been ranked as per total income in the
Power Generation, Transmission, Distribution Sector
among Indias Top 500 Companies for the year 2006
by Dun & Bradstreet.
Ranked among top 10 Great place to Work for in the
country in the Business World survey.
4 NTPC stations received the CII Exim Bank
Excellence Award 2006.
45
PMI, NTPC has bagged the prestigious Golden

Peacock National Training Award, 2006, for 4th year
in succession.
NTPC won the Golden Peacock National Award for
Corporate
Social Responsibility in Emerging
Economics (Public Sector), 2007.

Won the SCOPE Meritorious Award for Best Practices
in Human Resource Management.
Performance during the first quarter of 2006-07

45061million units of electricity was generated compared to
41406 million units in the first quarter of the previous year,
registering a growth of 8.83% .Coal based station operated at
plant load factor of 87.76% as compared to 87.26% during
the same quarter in the previous year. Gross revenues earned
for the quarter was Rs 77.905 million as compared to Rs
66,095 million in the first-quarter of the previous year ,
registering a growth of 17.87% profit after tax of the quarter
was Rs 15,528 million as compared to Rs 13,086 million in
the previous year thus growing by 18.65%. with the addition
of the 500 MW unit at Vindhyachal in august 2006, the new
capacity added during the 10th plan has gone up to 4500 MW.
46
INTRODUCTION TO NTPC
VINDHYACHAL
NTPC/VSTPS Vindhyachal Super Thermal Power

Station is the largest power plant of the India. It installed in
three stages. Stage-I have six units. Each unit has capacity of
210MW. Stage-II&III have two units of 500 MW. So total
capacity of the ten units is 3260MW stage-I is installed with
the help of USSR engineers and machinery but stage-II& III
are installed by Indian machines of BHEL,L&T,CG,ABB etc.
details of this project is given below in table:
47
Project name:
Vindhyachal Super Thermal Power
Station
Address:
P.O.vindhyanagar-486585,
Distt. Singrauli, Madhya Pradesh
Approved capacity:
3260 MW (Stage-I 260X6MW,
Stage-II
500X2MW, Stage-III 500X2MW)
Coal source:
Nigahi, Mines, Dudhichua
Water source:
Discharge Canal Of Singrauli

VSTPS Super Thermal Power Station
Beneficiary States:
Madhyapradesh, Chattisgarh,
Maharashtra, Gujrat,
Goa, Daman & Diu and Dadar Nagar
Haveli
Approved investment:
Stage-I & II Rs 4053.42
crores,
stage-III Rs 4201.5 crores
Unit I
: 210MW
October 1987
Unit I
: 500MW July
1988
Unit III
: 210MW
February 1989
Unit IV
: 210MW
December 1989
48
Unit V
: 210MW
March 1990
Unit Commissioned
Unit VI
: 210MW
February 1991
Unit VII
: 500MW
March 1999
Unit
VIII:
500MW
February 2000
Unit IX
: 500MW July
2006
Unit X
: 500MW March
2007
International assistance
USSR-stage-I
World Bank under Time Slice
Loan Stage-II
NTPC VINDHYACHAL STAGE III
Vindhyachal stage-III (2X500MW) is a further

expansion project identified for the benefit of the western
region states/union territories. The project is scheduled to be
implemented in 34 months from the date of LOA.
49
Standing linkage committee has accorded coal linkage

of 4.41MT/annum to the project from singrauli coal fields.
Concurrence on water availability has been conveyed by
ministry of water resources/CWC in February/March 2002
NOC from state pollution control board is available. MOEF
environmental
clearance
and
CEA techno
economic
clearance have been obtained. All the major packages have

been awarded. Vindhyachal schedule for unit 10 shall have a
time lag of 06 months with the schedule for unit 9.
IMPORTANT VINDHYACHAL STAGE III
Capacity: 1000MW (2X500MW)
Approved cost: Rs 4125 Cr. +WCM 76.5 Cr.
Land: No additional land was required (6178 acres

available)
Water: rihand reservoir thru singrauli discharge canal (40

Cusec)
Coal: nigahi mines of NCl (4.8MMT)
NTPC VINDHYACHAL STAGE IV
The stage iv in under construction 1000MW)
BENEFICIAL STATES
1. Madhya Pradesh
2. Chhattisgarh
3. Maharastra
4. Gujarat
50
5. Daman & Div and Dader & Nagerhaveli
Power allocation:
Madhya Pradesh
23.1%,
Chattisgarh
4.2%,
Maharashtra
31.9%,
Gujrat
23.9%,
Goa, Daman & Diu and Dadar Nagar Haveli
1.9%
Unallocated
15%
COAL SOURCE
Northern coal field ltd. (NCL) mines
Project
Distance
Dudhichua
7KM
Nigahi
10KM
Jayant
5KM
FUEL OIL SORCE

Indian oil corporation (IOC) COLD (customer operated
lubricant and oil deposit) at jayant (5KM).
WATER SOURCE
Discharge canal of Singrauli Super Thermal Power Station
(SSTPS).
51
NTPC MISSION
Develop and provide reliable

power, related products and
services at competitive prices,
integrating multiple energy
sources with innovative and
52
eco-friendly technologies and

contributed to society
NTPC VISION
A World Class Integrated power

major, powering Indias growth,
with increasing global
presence
VINDHYACHAL VISION
53
To be one of the largest, best

and most efficient Power Station
of India
CORE VALUE
Business Ethics
Customer Focus
Organizational &
Professional
Pride
o Mutual
Respect and
Trust
54
Innovati
on and
Speed
Total
Quali
ty
for
Exce
llenc
e
NTPC OBJECTIVES
1. To add generating capacity with prescribe time and cost.

2. To operate and maintain power stations at high availability
ensuring minimum cost of generation.
3. To maintain the financial operation in accordance with
good commercial utility practice.
4. To develop appropriate commercial policy leading to
remunerative tariffs and minimum receivables.
55
5. To function as a responsible corporate citizen and discharge

social responsibility, in respect of environment protection and
rehabilitation.
The corporation will strive to utilize the ash produced

at its stations to the maximum extent possible through
production of ash bricks buildings materials etc.
To adopt appropriate human resources development
policy leading to creation of team of motivated and
competent power professionals.
To introduce, assimilate and attain self-sufficiency in
technology, acquire expertise in utility management
practices and to disseminate knowledge essentially as
a contribution to other constituents of the power sector
in the country.
To develop Research & Development (R&D) for
achieving improved plant reliability.
To expand the consultancy operations and to
participate in ventures abroad.
The Ten principle of global

compact
HUMAN RIGHTS:-
56
Principle1. Business should support and respect the

protection of internationally proclaimed human rights.
Principle2. Make sure that they are not complicit in human
rights abuses.
LABOUR:Principle3. Business should uphold freedom of association
and the effective recognition of the right to collective
bargaining
Principle4. The elimination of all forms of forced and
compulsory labour.
Principle5. The effective abolition of child labour.
Principle6. The elimination of discrimination in respect of
employment and occupation environment.
Principle7. Business should support a precautionary approach
to environmental challenges.
Principle8. Undertake initiatives to promote greater
environmental responsibility.
Principle9. Encourage the development and diffusion of
environment friendly technologies.
ANTI-CORRUPTION;Principle10. Business should work against corruption in all
its forms, including extortion and broidery.
HUMAN RESOURCES AT NTPC
Powering Indias Growth: - through people
57
NTPC
strongly
believes
in
achieving
organizational
excellence through HumanResources and follows People

First approach to leverage the potential of its 23,500
employees to fulfill its business plans. Human Resources
Function has formulated an integrated HR strategy, which is
rests on four building blocks of HR viz. competence building,
commitment building, culture building and system building.
All HR initiates are undertaken within this broad framework
to actualize the HR vision of enabling the employees to be a
family of commitment world class professionals making
NTPC a learning organization. To induct talent and groom
them into dedicated cadre of power professionals Executive
Trainee Scheme was introduced in the year 1977 for
recruitment in the discipline of Mechanical, Civil, Electrical,
Control &Instrumentation and now encompasses Computer
Science, Chemistry, HR and Finance disciplines also. Besides
a comprehensive one-year training comprising theoretical
inputs as well as on the- job training, the new circuits are
attached with Senior Executives under a systematic and
formal Mentoring System of the company to integrate them
into the culture of company. As part of the post employment
training and development opportunities, a systematic training
plan has been formulated for ensuring minimum seven man
days training per employee per year and includes level-wise
planned intervention designed to groom people for assuming
positions of higher responsibility, as well as specific needs
based interventions based on Scientific Training Needs
Analysis. NTPC has created 15 project-training centers, 2
simulator training centers and an apex institute namely
Power Management Institute (PMI). While
the project
training centers(Employee Development Centers) have
58
specialized in imparting technical skills and knowledge, PMI

places
emphasis on management development. Besides
opportunities for long term education are also provided

through tie-ups with reputed institutions like IIT Delhi,
(M.Tech in Power Generation Technology), MDI Gurgaon
(Executive MBA programmes), BITS Pilani (B.Tech) etc. in
order to realize the HR vision of making NTPC a learning
organization by providing opportunities to continually learn
new capabilities a number of initiatives have been taken.
NTPC open competition for Executives Talent (NOCET) is
organized every year in which teams of executives compete
annually through oral and written presentation on a topical
theme. Similarly Professional Circle has been formed
department wise where Executives of the department meet
every fortnight to share their knowledge and experiences and
discuss topical issues. In order to tap the latent talent among
non- executives and make use of theyre potential for
creativity and innovation, Quality Circles have been set up in
various units/ offices in NTPC. Besides a management
journal called Horizon is published quarterly to enable the
employees to share their ideas and experiences across the
organization. Demonstrating its high concern for people,
NTPC has
developed strong employee welfare, health
&wellbeing and social security systems leading to high level

of commitment. NTPC offers best quality of life through
beautiful township with all amenities such as educational,
medical and recreational opportunities for employees and
their family members. The motivational to perform and excel
is further enhanced through a comprehensive NTPC Rewards
and Recognition System. In order to institutional a strong
culture based on values a number of initiatives are taken to
59
actualize the vision and core values (B-COMIT) across the

company. A culture of celebrating achievements and a strong
focus on performance are a way of life in a NTPC. NTPC has
institutionalized Development Centers in the company to
systematically diagnose the current and potential competency
requirements of the employees with the objective of
enhancing their development in a planned manner. These
centers give a good insight to the employees about their
strengths and weakness, the gaps in their competencies,
which they can bridge through suitable support
from
company. Due to innovative people management practices

there is a high level of pride and commitment amongst
employees as reflected in the Best Employees in India2003 survey by Hewitt Associates in which NTPC bagged
coveted third rank. Further continuous efforts are being made
by HR function to leverage the potential of its
employees and become a strategic business partner.
HR FUNCTIONS AT NTPC
The entire gamut of functions relating to HR in NTPC has
been organized under three levels, viz. Corporate, Regional
and Project levels. The responsibilities vary from level to
level depending on the tasks assigned, accountability and
implementation criteria. An overview of these functions is
hereby given in this section.
2.1 Corporate Level
60
Major functions under this level are:

(a) Industrial Engineering
(b) Employment and Placement
(c) Training
(d) Management
Development,
Development and Human
Organizational
Resource research
(e) Employee Benefits

(f) Policies and Rules
(g) Employee Relation and Welfare Policies
(h) HRD-Promotion, Performance Appraisal System
and Employee Development
(i) Employee Services
(j) Corporate Office administration
(k) Public Relations.
2.2 Regional level

At the regional level the functions undertaken by HR
department are
(a) Employee Benefits
(b) Recruitment
(c) Employee Services
2.3 Project level

The major functions covered by this level are
(a) Employee Benefits:

This area covers the activities pertaining to
joining, posting & transfers, confirmation /
absorption, promotion and seniority, processing
of resignation, retirement cases pertaining to the
61
non-executive employees of the project apart

from the employee entitlements of all the staff
posted in projects as per the policies laid down.
Industrial Engineering & Recruitment:
The activities include manpower planning,
budgeting,
organization
structure,
incentive/reward scheme, preparation of personal

data bank and computerization, job evaluation
and
development
specification/descriptions.
with
the
various
of
Recruitment
activities
job
deals
pertaining
to
recruitment of non-executive manpower required

for the project as per the manpower budgets laid
down.
(b)Employee Relations and welfare

This function deals with the implementation of
various industrial relations and welfare policies
apart from the day-to-day problem solving and
shop floor IR.
(c) Employee Services

The activities under this are the development and
maintenance
of
office
facilities
and
administration of township like house allotments,

SC/ST horticulture, issuance of personal issue
items, leave encashment etc. communication,
receipt and dispatch and all such other activities
required at the project level are taken care by this
function.
62
(d)Employee Development Centre

The center looks after the conduct of long
duration
training
programmes
under
the
executive / Diploma / ITI trainee schemes apart

from short-term skill / worker / supervisory
development program. The development and
maintenance of workshops, hostels and other
training facilities form a part of this function.
(e) Public Relations:
Establishment of constant liaison with the public,
regional press and other media, publication of
house journals etc. form the major components of
this function.
(f) Law cell:
The responsibility of this function spans the
various activities relating to the representation of
the organization in various cases in the labour
and other courts on land acquisition, labour
dispute cases etc,.
(g) Corporate Social Responsibility:
This cell looks after various activities, which are
related to the development of society as a whole.
Resettlement and rehabilitation of land ousties,
community development activities in nearby
villages, providing infrastructure like that for
schools, primary health etc., planting trees etc.
One of the major contributions of this section is
63
the plantation of about 14 lakhs trees across the

nation.
NTPC SAFETY POLICY

NTPC recognize, and accept its responsibility for
establishing and maintaining a safe working environment
for all its employees. This responsibility arises from:
Companys moral responsibilities to its employees, to

provide the best practicable conditions of work from
the point of view of health and safety.
The obligation to consult with its staff and their

representatives to implement policies and procedures
developed as a result of discussions.
Statutory responsibility in respect of health, safety

and welfare of employees emanating from relevant
legislations such as the factories act. The Indian
electricity act, the explosive act, the boiler act etc.
Environment, Safety, Health & Quality Policy
NTPC Ltd. Vindhyachal is committed to:
Generated reliable, economical and quality

electric power in eco-friendly, healthy & safe
64
working
environment
in
accordance
with
statutory requirements & norms with continual

improvement in performance.
Focus On Customer Satisfaction, Total Quality,
Teamwork, Human Resource Development And
Initiative For new Technologies.
Promoting
innovation,
speed
&
efficient
operating practices and prevention of pollution &

hazards.
Compliance with relevant legislation, regulation
and other requirements as applicable.
Waste
minimization,
maximization,
developing
ash
utilization
&
maintaining
greenery and conservation of natural resources.

Effective implementation of well recognized
management systems.
E-Mail Policy
NTPCs EOP & communication department is making
every effort to provide its employees with best technology
available to conduct the companys official business. In this
65
regard the company has installed, equipments, computers and

advanced technological systems such as E-mail for use to
conduct its official business. This document was created to
advise all users regarding the access to and the use of the
internet and other computer systems. For purposes of these
policies and guidelines the information system so not include
those
standalone
computer
systems
designed
to
be
confidential, so long as they are not put on the LAN/Internet

or web. There is no expectation of personal privacy on the use
of the internet and E-mail.
AN OVERVIEW
Project
NTPC OWNED
COAL
GAS/LIQ.FUEL
TOTAL
OWNED BY JVs
No of
projects
15
07
22
Commissioned
capacity
(MW)
22,895
3,955
26,850
66
COAL
GAS/LIQ.FUEL
GRAND
03
01
26
314*
740**
27,904
TOTAL
*captive power plant under JVs with SAIL
** power plant under JV with GAIL,FLs&
MSEB
PROJECT PROFILE
Coal based power stations
Coal based
1. Singrauli
Korba
2.
3. Ramagunda
4.
m
Farakka
State
Uttar Pradesh
Chattisgarh
Andhara
Pradesh
West Bengal
Commissioned
Capacity
(MW)
2,000
2,100
2,600
1,600
67
5. Vindhyachal Madhya Pradesh

Rihand
Uttar Pradesh
6.
Bihar
7. Kahalgaon
Ntcpp
Uttar Pradesh
8.
3,260
2,000
1,340
840
68
Projects under implementation
Coal/hydro
State
Fuel
1.
Kahalgaon stage II
Bihar
Coal
Additional
capacity under
implementation
(MW)
500
2.
(phase I) (phase II)

Sipat (stage I)
Coal
500
1980
3.
4.
(stage II)
Barh
Bhilai (exp.power
Bihar
Chattisgarh
Coal
Coal
500
1980
500
5.
6.
7.
8.
project-JV with SAIL)

Korba (stage III)
Farakka (stage III)
NCTPP (stage II)
Simhadri
Chattisgarh
West Bengal
Uttar Pradesh
Andhara
Coal
Coal
Coal
Coal
500
500
980
1000
9.
(stageII)
Koldam (HEPP)
Pradesh
Himachal
hydro
800
Pradesh
Uttarakhand
Uttrakhand
hydro
hydro
600
520
10. Loharinag pala (HEPP)

11. Tapovan
Chattisgarh
vishungad(HEPP)
Total (coal +hydro)
10,860
69
PART -3
OBJECTIVE OF THE
STUDY
OBJECTIVES
70
The objective of the study is to find out the satisfaction

level of employee in NTPC Vindhyachal.
To study the functions related to

of
job
satisfaction
among
employees at NTPC Vindhyachal.
Work
environment
in
the
organization.
To know about job satisfaction at

NTPC.
To
know
whether
the
employees/workers are satisfied

with their job or not.
To know about the effectiveness

of occupational health scheme at
NTPC.
To study the relationship between

competency of the employees and
satisfaction level.
71
To identify the basic employees

facility at the company premises.
72
73
RESEARCH
METHODOLOGY
74
DATA COLLECTION
For any study there must be data for analysis
purpose. Without data there is no means of study. Data
collection plays an important role in any study. It can be
collected from various sources. I have collected the data
from two sources which are given below:
1.
Primary Data
Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization
2.
Secondary Data
Published Sources such as Journals, Government

Reports, Newspapers and Magazines etc.
Unpublished Sources such as Company Internal

reports prepare by them given to their analyst & trainees
for investigation.
Websites like NTPC official site, some other sites

are also searched to find data.
75
Sample Size :Questionnaire is filled by 100 employees of NTPC

(VSTPS).
The questionnaire was filled in the office and vital
information was collected which was then subjects to:
Data collection was also done with the help of

personal observation.
After completion of survey the data was

analyzed and conclusion was
drawn.
At the end all information was compiled to

complete the project report.
76
DATA ANALYSIS
&
INTERPRETATION
Table No: 1
Working hours are convenient for me.
1
2
3
4
Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
2
1
14
61
77
strongly Agree
Total
22
100
CHART1
Interpretation:
From the above chart and table it is clearly evident
that 22% of the
respondents strongly agree that working hours are
convenient from them
and 61% agree with that and 14% neither agree nor
disagree and 1%
disagree with the working hours and 2% are strongly
against working
hours.
Table No: 2
I'm happy with my work place
78
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
1
3
10
55
31
100
Chart 2
Interpretation:
From the above table it is clear that 31% respondents
are strongly agree and
55% respondents are agree that they are happy with
their work place only
and 10% employees are neutral with their work
place & 3% disagree and 1% strongly disagree
towards their work place.
79
Table No: 3
I feel i have too much work to do
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
10
26
45
17
100
Chart 3
Interpretation:
From the above table it is quite clear that the work
load is not
80
high, 10% of the respondents disagreed with the

question I feel I have
too much work and another 2% strongly disagreed,
23% have no idea towards this question,45% agree
and 17% strongly agree with the question.
Table No: 4
Safety measures provided by the company
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
3
7
6
58
26
100
CHART 4
Interpretation:
81
From the above table it is evident that the safety

measures
provided by the organizations are good as 26 and
58% of the respondents
agree with that and only 7 & 3% disagreed and 6%
neither agreed nor
disagreed.
TABLE NO. 5
My relationship with my supervisor is cordial
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
6
55
35
100
CHART 5
82
Interpretation:
From the above table it is clear that relationship
between
employees and their supervisors are cordial because
35% of respondents
strongly agreed to it and 55% agreed to it and only 2
&2 % disagreed and
6% of respondents have neither agreed nor
disagreed.
TABLE NO 6
My supervisor is not partial
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
3
7
56
32
100
CHART 6
83
Interpretation:
From the above table it is evident that the
supervisors are not
partial to the employees as 32% strongly agreed and
56% agreed to the
question but 3% disagreed and 2% strongly
disagreed and 7% of respondents have neither agreed
nor disagreed.
TABLE NO 7
My supervisor considers my idea too while taking
decision
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
1
8
64
25
100
84
CHART 7
Interpretation:
From the above table it is clear that 64 and 25% of
the
respondents agree that supervisors consider their
employees ideas also
and only 1 &2% disagreed and 8% neither agreed
nor disagreed.
TABLE NO 8
I'm satisfied with the support from my co-workers
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
7
59
30
100
85
CHART 8
Interpretation:
From the above table it is clear that relation with coworkers is
quite good as nearly 89% of the respondents agree
that they are satisfied
with support from co-workers and only 4% disagreed
and 7% have no
answer to this.
TABLE NO 9
People here have concern from one another
and tend to help one another
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
0
5
11
66
18
100
86
CHART 9
Interpretation:
From the above table it is clear that in this
organization people
have concern over each other as 18% strongly agreed
and 66% agreed
and only 5% disagreed and 11% neither agreed nor
disagreed.
TABLE NO 10
I'm satisfied with the refreshment facilities
1
2
3
4
Strongly Disagree
Disagree
Agree
8
7
12
57
87
strongly Agree
Total
16
100
CHAR10
Interpretation:
From the above table it is clear that 16% employees
are strongly satisfied
with the refreshment facilities offered by the
company as 7% of
respondents disagreed and 8% strongly disagreed
and 12% neither
agreed nor disagreed and only 57% agreed.
88
TABLE NO 11
We are provided with the rest and lunch room and
they are good
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
7
17
34
32
10
100
CHART 11
Interpretation:
From the above table it is quite evident that 7%
strongly
disagreed and 17% of the respondents disagreed and
34% neither agreed
nor disagreed and only 42% of the respondents are
satisfied with the rest
and lunch room provided.
89
TABLE NO 12
The parking space for our vehicles are satisfactory
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
6
11
61
20
100
CHART 12
Interpretation:
From the above table it is clear that respondents are
not satisfied
with the parking facilities provided by the company
as 2% of
respondents
strongly
disagreed
and
6%
of
respondents disagreed and

only 81% of respondents are satisfied with the
parking facilities and 11%
90
have neither agreed nor disagreed.
Table no 13
I fell I'm paid a fair amount for the work i do
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
3
1
12
50
34
100
Chart 13
Interpretation:
From the above table it is evident that the
respondents are
satisfied with their salary as 50% agree and 34%
strongly agree. Only
`1% disagree and 3% strongly disagree, 12% neither
agree nor disagree.
91
Table no 14
I'm satisfied with the chances for my promotion
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
3
7
11
43
36
100
Chart 14
Interpretation:
From the above table it is quite clear that employees
are satisfied
with their chances for promotion as 43% agree and
36% strongly agree.
Only 7% disagree and 3% strongly disagree, 11%
neither agree nor
92
disagree.
Table no 15
I'm satisfied with the allowances provided by the
organization
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
8
50
38
100
Chart 15
Interpretation:
From the above table it is clear that the employees
are satisfied
with the allowances and other benefits provided by
the organization as
93
50% agree and 38% strongly agree. Only 2%

disagree and 2% strongly
disagree, 8% neither agree nor disagree.
TABLE NO 16
I feel my boss motivate me to achieve the
organizational goals
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
1
10
54
33
100
CHART 16
Interpretation:
From the above table it is evident that employees
boss are
94
motivating to achieve organizational goals as 54%

agree and 33%
strongly agree. 1% disagree this is quite high
compared to other factors
and 2% strongly disagree and 10% neither agree nor
disagree.
TABLE NO 17
My supervisor motivates me to increase my
efficiency at times when i'm not
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
2
14
57
25
100
CHART 17
Interpretation:
95
From the above table it is evident that employees

boss motivates
the employee when he is unproductive and help him
to be productive as
strongly disagree and 2%
disagree, 14% neither agree nor disagree.
.
TABLE NO 18
I feel that my job has little impact on the success of
the company
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
5
9
8
52
26
100
Chart 18
Interpretation:
96
From the above chart it is clear that 78% respondents

are think that they contribute in the success of a
company,
9%
respondent
disagree
from
the
statement and 5% respondent strongly disagree and

8% neither agree nor disagree from the question.
Table no 19
I am happy with hospital facility at NTPC.
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
26
19
21
27
7
100
Chart 19
Interpretation:
97
From the above table it is clear that employees

happy with hospital facility at NTPC as 27% agree
and 7%
strongly agree. 19% disagree this is quite high
compared to other factors
and 26% strongly disagree and 21% neither agree
nor disagree.
Table no 20
I am satisfied with the sports facilities.
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
7
7
27
50
9
100
Chart 20
98
Interpretation:
are satisfied
with the sports facilities provided by the organization
as
50% agree and 9% strongly agree. Only 7% disagree
and 7% strongly
disagree, 27% neither agree nor disagree
Table no 21
I am satisfied with welfare facilities of NTPC.
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
5
5
7
71
12
100
Chart 21
Interpretation:
99

are satisfied
with
the
welfare
facilities
provided
by
the
organization as
disagree and 5% strongly
disagree, 7% neither agree nor disagree
Table no 22
Overall I'm satisfied with my job
1
2
3
4
5
Strongly Disagree
Disagree
Agree
strongly Agree
Total
2
1
6
52
39
100
Chart 22
100
Interpretation:
From the above table it is evident that Overall
satisfactions of the
respondents are good as 52% agree and 39%
strongly agree. Only 2%
strongly disagree and 1% disagree and 6% neither
agree nor disagree.
FINDINGS
101
From the study, the researcher has come to know that

most of the respondents are satisfied with their job.
the management has taken the best efforts to
maintain cordial relationship with the employees.
Due to the working conditions prevailing in this
company, job satisfaction of each respondent seems
to be the maximum. From the study, I have come to
know that most of the employees were satisfied with
the welfare measures provided by NTPC. The
employees of NTPC get more benefits compare to
other companies.
The respondents are satisfied with the
environment and nature of work
factors .
The
respondents
relationship
with
the
superiors and colleagues are quite good .

The Respondents are not provided with proper
welfare facilities.
The
communication
and
motivation
of
employees by their superiors in

this organization is reasonable.
The Pay and promotion activities in this
organization is also good .
The Respondents are overall satisfied with
their job
102
The Parking facilities provided by the

organization are good thats
why most respondents agree with this
question.
The refreshment facilities are also need to be
improved.
103
SUGGESTION
AND
RECAMANDATION
In the organization most of employees are satisfied
with all the facilities provided by company. But there
are some employees also who are not satisfied with
the company. Management should try to convert
unsatisfied employees in to satisfied employees.
Because if employee is not satisfied than the he is
not able to give his 100% to his work and the
productivity of employee decrease. So management
should try to satisfied his employees because
employees are the assets of the company not a
liabilities.
LIMITATIONS OF THE STUDY
Limitation are as follows
Data
collected
is
based
on
questionnaire.
The number of employees in NTPC (VSTPS)
is more, so sample size is
limited by 100.
The information collected by the

observation method is very limited.
The result would be varying according
to the individuals as well as time.
104
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.
BIBLIOGRAPHY
BOOKS:
Ashwathapa K., Human Resource Management
(third edition), Tata Mc Graw Hill
Publication Company Ltd.
Chhabra. , T. N. Human Resource Management,
Dhanpat Rai $Co(P)Ltd. India, ninth edition.
Web-Site:www.ntpc.co.in
www.google.com
105
ANNEXURE
106
Questionnaire
Strongl Disagr
Q
NO.
Question
ee
Neither
(2) Agree
Disagr
nor
ee
Disagr
(1)
ee
I am happy with my work place.

1.
Working hours are convenient for me.
I feel I have too much work to do.
Safety measures provided by
the
4.
company are good.

My relationship with my supervisor is
5.
6.
cordial.
My senior is not partial.
My senior considers my ideas while
7.
taking decision.
I am satisfied with the support I get from
8.
my coworkers.
People here have concern from one
9.
another and tend to help.

I am satisfied with the refreshment
10.
facility.
We are provided with the rest and lunch
11.
room and they are good.

The parking spaces for vehicles are
12.
13.
satisfactory.
I feel I am paid a fair amount for the
107
(4 Agr
)
(3)
2.
3.
Agre Stro
work I do.
I am satisfied with the chances for my
14.
promotion.
I am satisfied with the allowances
15.
provided by the organization.

I feel my boss motivate me to achieve
16.
the organizational goals.

My senior motivates me to increase my
17.
efficiency at a time when I am not.

I feel my job little impact on the success
18.
of the company.
I am happy with hospital facility at
19.
20.
NTPC.
I am satisfied with the sports facilities.
I am satisfied with welfare facilities of
21.
NTPC.
Overall I am satisfied with my present
22.
job.
Thanking you
108

My Final Project Job Satisfaction

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A.P.S. UNIVERSITY REWA (M.P.

Department of MBA (HRD)

SUBMITTED IN THE PARTIAL FULFILLMENT OF REQUIREMENT

MBA (HRD) APS UNIVERSITY REWA (MP)

The project work entitled A STUDY ON JOB SATISFACTION OF

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Vocational training is a bridge for a student that takes him

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Department of MBA (HRD), A.P.S University,

The information given in this project is true to

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Introduction of Job Satisfaction

Job satisfaction does not seem to reduce absence, turnover

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

RELATED ELEMENT OF LIFE SATISFACTION

business can achieve success and peace only when the

THE WORK ITSELF

influence job satisfaction are variety and control over work

challenging work assignments and high salary.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

employees. People often used their co-workers as sounding

Determinants of job satisfaction:

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

associated with him may affect his level of job satisfaction.

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

the organization. Some of the important factors which affect

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Effect of Job Satisfaction

Physical and Mental Health:

For example, Lawler has pointed out that drug abuse,

satisfaction decreases, productivity decreases. The basic logic

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

This relationship may be explained in terms of the operation

performance. 1. Job performance leads to job satisfaction and

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

DIMENSIONS OF JOB SATIFACTION

Individual:- Personality, education, intelligence and

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

technical and governmental influences.

These factors affect job satisfaction of certain individuals

Benefits of job satisfaction study

compared to employee services and particular group

Importance to Worker and Organization

unemployment lowers self-worth and produces anxiety. At the same

satisfaction and occupational success are major factors in personal

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

Creating Job Satisfaction

Training and other professional growth opportunities

Interesting work that offers variety and challenge and

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own

A stable, secure work environment that includes job

An environment in which workers are supported by an

Flexible benefits, such as child-care and exercise facilities

Competitive salary and opportunities for promotion

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)

characteristics and management style, and the nature of the work

Mukesh Kumar Vishwakarma MBA (HRD) A.P.S.University Rewa (M.P.)