And its practice to

A study in

Guided By: Mrs. Nisha Soni AGM (P-NW) Submitted By: Arun Kumar Shukla M.B.A. 3rd Semester ROLL NO. 0701170027

United Institute of Management
Affiliated to UP Technical University, Lucknow
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Chapter No. Title Declaration from student Certificate from organization Acknowledgement Preface I 1.1 1.2 1.3 1.4 1.5 II 2.1 2.2 2.3 2.4 III IV V VI Introduction Company profile of SAIL Vision of SAIL Company profile of BSP Corporate Plan 2012 Awards & Accolades Research report Abstract Research Methodology Questionnaire Objective of study Graphical &Analysis Findings Recommendations Conclusion. Appendix Bibliography & Annexure Page No. 03 04 05 06 07-24 08-10 11 12-19 20-23 24 25-36 26-27 27-31 32-35 36

representation 36-54 55-56 57-60 61-62 63-66 67-71

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I Arun Kumar Shukla hereby declare that the project report entitled “JOB SATISFACTION ANALYSIS AND IT’S PRACTICE FOR RETENTION & MOTIVATION MANAGEMENT” has been written by me on the basis of my summer training at Bhilai Steel Plant (an integrated plant of SAIL), Bhilai during 9th June to 2nd August and has not submitted anywhere in any manner. It is a report which is based on various interviews, surveys that’s conducted by me during my summer training period in Bhilai as a student of Master of Business Administration from United Institute of Management, Allahabad affiliated by U.P.T.U. Luck now.

Arun Kumar Shukla
M.B. A. 3rd semester Roll No.-0701170027

UI M, Allahabad

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Name – M/S NISHA SONI AGM (P-NW) BHILAI STEEL PLANT Page 4 of 77 . Signature ………………. NAINI. This project report is the record of authentic work carried out by him during the period from o9th June 2008 to 02nd August 2008 (8-weeks). ALLAHABAD has successfully completed the project work titled “JOB SATISFACTION ANALYSIS AND IT’S PRACTICE FOR RETENTION & MOTIVATION MANAGEMENT” in partial fulfillment of requirement for the completion of MBA course as prescribed by the UPTU Technical University.CERTIFICATE This is to certify that Mr. ARUN KUMAR SHUKLA of United Institute Of Management. He has worked under my guidance.

ACKNOWLEDGEMENT I would like to pay my sincere gratitude to those people who guided me during this project. It is well known that success of any project needs some guidelines and cooperation.K. training coordinator for his valuable guidance. I am thankful to all my team members. executives of BSP & others who helped me directly or indirectly towards the completion of my work. I also like to give special thanks to Mr. Let me now thank Mr. I would like to express my gratitude to Mrs. Namdeo Barange. He always motivated me to get more than expectation and taught me. Alld. Firstly.ing an appropriate fields for research work.Nisha Soni. for her invaluable guidance and suggestions during my training. P. Finally. I have a special regard to him for sharing his most valuable time with me.Jacob Kurian. Assistant General Manager (P-NW) & Mr. all employees. Assistant General Manager (HRIS) Bhilai Technical Institute. Manas Shukla Assistant General Manager (HRD) who help me in guiding & select. Allahabad Page 5 of 77 . how to get together with people.Tiwari Assistant General Manager (HRD) & Mr. Arun Kumar Shukla UIM . BSP for his valuable guidance and constructive approach to understand the HR principle and to fulfill my project report timely. I am also thankful to my Faculty guide Mrs. The last 60 days with SAIL (Bhilai Steel Plant) has been full of learning and sense of contribution towards the organization. Parminder Narula at UIM.

This deals with brief history. Part 1 .Preface The importance of Human Resource retention as a discipline has evolved significantly in the last three decades due to understand employee a valuable resource. organization chart etc. future.T. The word has entered an era of unprecedented internationalization and globalization activity. Plan of the report: The report has been organized around two part. Page 6 of 77 . BHILAI. its structure. The focus of this research is on retention management and its practice to employee motivation and it provide a perspective analysis it. course as per the rule of U.U.of the report included about the organization profile of BHILAI STEEL PLANT(SAIL). Luck now.P.B.A. The research report is prepared by me for completion of my M. products/services.

of the report contained study & the analysis of the Job satisfaction level among executives and its practice to Retention Management & Employee motivation. Page 7 of 77 .Part 2.

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limestone and dolomite mines. It is a fully integrated iron and steel maker. SAIL has its own in-house Centre for Page 9 of 77 . SAIL manufactures and sells a broad range of steel products. SAIL's wide ranges of long and flat steel products are much in demand in the domestic as well as the international market. stainless steel and other alloy steels. SAIL has a well-equipped Research and Development Centre for Iron and Steel (RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry.With technical and managerial expertise and know-how in steel making gained over four decades. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India. producing both basic and special steels for domestic construction. bars and rods. automotive and defense industries and for sale in export markets. SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide. railway. including the Company's iron ore. including hot and cold rolled sheets and coils. located principally in the eastern and central regions of India and situated close to domestic sources of raw materials. engineering. galvanized sheets. railway products. Besides. Ranked amongst the top ten public sector companies in India in terms of turnover.COMPANY PROFILE Steel Authority of India Limited (SAIL) is the leading steel-making company in India. SAIL produces iron and steel at four integrated plants and three special steel plants. plates. power. This vital responsibility is carried out by SAIL's own Central Marketing Organization (CMO) and the International Trade Division. electrical sheets. structural’s.

Management Training Institute (MTI) and Safety Organization at Ranchi. NTPC SAIL Power Company Pvt. Almost all our plants and major units are ISO Certified. this 50:50 joint venture between SAIL and the National Thermal Power Corporation (NTPC) operates and manages the Captive Power PlantsII of the Durgapur and Rourkela Steel Plants which have a combined capacity of 240 MW. Our captive mines are under the control of the Raw Materials Division in Calcutta. Page 10 of 77 .Engineering and Technology (CET). MAJOR UNITS Integrated Steel Plants 1) Bhilai Steel Plant (BSP) in Chhattisgarh 2) Durgapur Steel Plant (DSP) in West Bengal 3) Rourkela Steel Plant (RSP) in Orissa 4) Bokaro Steel Plant (BSL) in Jharkhand Special Steel Plants 1) Alloy Steels Plants (ASP) in West Bengal 2) Salem Steel Plant (SSP) in Tamil Nadu 3) Visvesvaraya Iron and Steel Plant (VISL) in Karnataka Subsidiaries 1) Indian Iron and Steel Company (IISCO) in West Bengal 2) Maharashtra Elektrosmelt Limited (MEL) in Maharashtra 3) Bhilai Oxygen Limited (BOL) in New Delhi Joint Venture SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Ltd Set up in March 2001.

which is carried out with carbon in single stage reactor with the use of oxygen. this company promotes e-commerce activities in steel and related areas. SAIL has formed a joint venture with BMW industries Ltd. National Mineral Development Corporation (NMDC) and Russian promoters for marketing Romelt Technology developed by Russia for reducing of iron bearing materials. Romelt-SAIL (India) Ltd A joint venture between SAIL. a subsidiary of the US Steel Corporation. promotes information technology in the steel sector. Bhilai Electric Supply Company Pvt. on 40:60 basis to promote a service centre at Bokaro with the objective of adding value to steel. Limited Another SAIL-NTPC joint venture on 50:50 basis formed in March 2002 manages the 74 MW Power Plant-II of Bhilai Steel Plant which has additional capacity of producing 150 tonnes of steam per hour.com Private Limited A joint venture between SAIL and Tata Steel on 50:50 basis. North Bengal Dolomite Limited A joint venture between SAIL and West Bengal Mineral Development Corporation ltd on 50:50 basis was formed for development of Jayanti Dolomite Deposit. Metaljunction. SAIL-Bansal Service Center Pvt.Bokaro Power Supply Company Pvt. Jalpaiguri for supply of Dolomite to DSP and other plants. Limited This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed in January 2002 is managing the 302-MW power generation and 1880 tonnes per hour steam generation facilities at Bokaro Steel Plant. UEC SAIL Information Technology Limited This 40:60 joint venture between SAIL and USX Engineers & Consultants. Page 11 of 77 . Ltd.

To be a respected world class corporation and the leader in Indian steel business in qualit PRODUCTIVITY. PROFITABILITY and CUSTOMER SATISFACTION. SEVEN C’s OF “SAIL”        Consistent quality Committed delivery Customized products Contemporary products Competitive price Complaint settlement Culture of customer service Page 12 of 77 .

by inaugurating the Blast Furnace no.when concreting of the foundation of 1st Blast Furnace. Bhilai Steel Plant is a pulsating giant in the glorious industrial context of India. BSP the functionary of SAIL is a symbol of Indo-Soviet Techno economic collaboration. and have been evaluated in memory terms. but its original story started on 2nd February 1955 when the agreement with USSR government prove the possibility of dreams come true. The agreement was signed on 2nd Feb. 1955 for 1 MT production capacity of crude steel. the more important Page 13 of 77 .beyond this BSP provides social benefits could be. THE PEOPLE Bhilai Steel Plant has consistently endeavored to be a model employer. BSP has performed to fulfill certain statutory obligations. Dr. Rajendra Prasad dedicated Bhilai to the nation.5 MT (1967). Since then Bhilai has never looked back an has steadily grown and modernized day by day. 1 for production. In its role as an employer. It has striven to give social benefits to its employees in a good measure. It came into existence on 10th June 1957. Bhilai has all along been giving special attention to the employment to the weaker section. which rose to then 2. is one of the 1st three integrated steel plant setup by the government of India to build up a sound base for industrial growth of the country.HISTORY Bhilai steel plant (BSP) is a unit of the steel authority of India limited (SAIL). & then to 4 MT in 1988. president. such as contribution to the compulsory provident fund . On 4th February 1959.

also exist. There are mainly 18 major types of quarters in different architectural designs. With an annual production capacity of 3. HOUSING FACILITIES Bhilai has well laid out township with demarcated 16 sectors with broad avenues. PROFILE Seven time winner of Prime Ministers Trophy for best integrated Steel Plant in the country. A central library on BTI. creating a peaceful atmosphere. CURRENT STATUS Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. This has resulted in an environment of peaceful and healthy industrial relations. This human element has been responsible. A National Occupational and Medical Health Centre. The plant’s plate mill. produces both basic and special steels Page 14 of 77 . BSP is India’s sole producer of Rails and Heavy steel plates and major producer of Structural designs. a cordial atmosphere between the management and the employees of Bhilai collectively. the plant also specializes in other products such as wire rod and merchant products. for casualty in plant. for creating and sustaining over many years.aspects is the attitude of the management towards its employees. jayanti and panth stadium for staging sports and games events and several community centers with ispat club. trade apprentice and graduate engineers. Dalli mechanized Mines and Rail mill have also received ISO : 14001certification for their environment management system. leading to. Bhilai offers excellent medical and health services. Pre-employment training is given by the Bhilai Technical Institute for training operatives. in BSP. with 12 health centers in various sectors. SAIL. EDUCATIONAL FACILITIES There are 80 schools. All saleable products of BSP are under the ISO umbrella as per BSP’s accrediting ion with ISO 9001:2000 the Quality management System Standard. a fully integrated iron and steel maker. A main hospital named Jawahar lal Nehru Hospital & Research Centre. Post operative training is also given. Bhilai has maintained a friendly approach tinged with human touch. museum with industrial and other model. 7 colleges in Bhilai which cater to the basic education to young people at different levels. which is more important.153 MT of saleable steel.

BHILAI STEEL PLANT PERFORMANCE HIGHLIGHTS : 2007 . Hot Metal. Knowledge Management. Bhilai Steel Plant has been performing consistently despite many odds and has achieved profits for the 18th consecutive year. Multi-skilling etc. automotive and defense industries and for sale in export markets. It broke its own record of highest ever profit of Rs 1932 crore by any steel plant in 2003-04 and registered a profit of Rs 4042 crores in 2004-05. ERP. Crude Steel and Saleable Steel. resource management. The true testimony to BSP’s status of a world class steel plant is that BSP’s EBITDA margin of 33% is quiet comparable to many International steel players like POSCO (30%). This year is a milestone in BSP journey when new tools have been introduced viz. SAIL created perhaps the biggest turnaround in the corporate history of India. power.08 During 2007-08. Bhilai Steel Plant continued to forge Page 15 of 77 . which contributed to 60% of its profits. In terms of annual production SAIL is the 18th largest steel producer in the world. In order to meet the challenges of Corporate Plan 2012 and to maintain the leadership position of BSP in Indian steel industry. Six Sigma. etc. NIPPON (19%).for domestic construction. This is on account of strong internal response to raise the production levels to unprecedented heights and increase in value added production without any significant investment so as to seize the opportunities offered by the rising steel demand. BSP is the first steel plant in India to have crossed the annual production of 5MT crude steel in the year 2005-06. Living up to the description by Jawaharlal Nehru as significant symbol of a new age in India. Maintaining the track record. In the year 2005-06 also it earned a handsome profit of Rs. engineering. Its Gross Margin to average capital employed at 182% is a Global Benchmark. BSP continued to operate above the rated capacity in production of the three main items viz. led of course by BSP. the leadership has taken bold steps to make significant investments for breakthrough improvements in efficiency. MITTAL STEEL (16%0. railway. 2781 Crores despite input price escalation. knowledge and skill by deploying world class tools. the year of Golden Jubilee. ARCELOR (16%).

ahead in the areas of production. RSM. In response to increasing market demand all the four finishing mills viz. Hot Metal. Against all odds.  Higher Finished Steel component in Saleable Steel at 81.e. With depleting Iron Ore reserves & constraints in Coal supplies throughout the year. Rails. Ingots rolled at BBM and Billets from CBM. productivity and techno-economics. 5. the Plant continued to operate well above the rated capacity in all major areas of production and achieved a capacity utilization of 112.  Rolling of different TMT profiles simultaneously from different strands at WRM. Special emphasis was also given to the production of Special Steel/ Value added products. Sinter from Sintering Plant 2.  Enhancing customer satisfaction by on-line invoicing of deliveries by road. With expansion activities picking up pace for enhancement of production capacities. Page 16 of 77 .  Maintaining average pushing level at 718 equivalent ovens per day throughout . BF Coke. production at SMS-2 was maximized to sustain higher production of Rails & Plates. Cast Blooms. Total Sinter.4 % registering a growth of 6.3% and 4.  Greater thrust on value addition of products like gradual switch over to higher grade. Coke Oven pushing had to be regulated resulting in reduced production of Hot Metal. For optimally utilizing the available Hot Metal. Total Finished Steel and Total Saleable Steel. Fe-500 for both TMT Bars & Rods. Wire rods. Plates. BSP took up various projects and chalked out an ambitious road map (production plan).4 % in Hot Metal. Iron Ore from Rajhara. Total Crude Steel. Some of the initiatives were:  Optimum utilization of available resources like operating all seven Blast Furnaces and three Converters with 3 Casters simultaneously with the fourth Caster being operated on overlapping sequence. This has resulted in a growth of 9.43 MT. MM.8 % in Saleable Steel.3 % over last year.1 % in Crude Steel and 140. Cast Slabs. Ingot Steel at SMS-1. WRM & PM operated well above the rated capacity and achieved best ever yearly production for the first time since inception. Bhilai Steel Plant registered substantial growth and achieved best yearly production of Sinter from Sintering Plant-3. The upward trend in production was maintained throughout and several new records were established. Growth was also registered in the areas of production of Limestone from Nandini. i.9% respectively over the last year. Merchant Products. 129. which paved the path for continuous growth and helped in maximizing our share in the domestic steel market. Several Strategies were adopted & new initiatives were taken up for enhancing performance and to provide a cutting edge to the organization during the year. the plant operated above the rated capacity for the fifteenth year in succession and notched a production of 4. Total Rails & Structural’s. Cast Steel at SMS-2. As regard of Saleable Steel at.4%. The semis component in Saleable Steel was restricted in order to sustain production in finishing mills.

100 % Utilization of LD slag.8 % over previous year.1 T/Man/Year against the previous best of 285 T/Man/Year in ‘05-06. - Record production of 7.23 MT of Total Sinter. − Page 17 of 77 .93 MT in ‘05-06 and registering a growth of 8. Best ever Techno-economic parameters achieved: Highest ever Labour Productivity at 289. Use of Chiller in ASU-3 of OP-2 to increase Oxygen Production. surpassing the previous best of 6. Restarting of Tar Injection in Blast Furnace.      Charging of Nut Coke with Iron Ore lumps in BF 3 & 4. Maximize Utilization of Grinding facilities for increasing CDI injection in BF’s. Rolling of 100 % TMT in Fe500 grade in Merchant Mill.

etc. 54 Crs. Illumination & Auxiliary power supply. 1 of CO&CCD – Extension of Civil Building.6 KV Substation No. CAPITAL EXPENDITURE :The highest Capital Expenditure made during the current financial year 07-08 has exceeded Rs. Installation of MSDS-V. Replacement of 6. C. 700 TPD – ASU-IV. 535 Crs. 2 Nos 5 T CNC Lathe and Package IV-B. 1. MSDS-VI. of Works Contracts (24 nos Capital Schemes – Rs 50 Crs & 19 Nos Revenue schemes. Page 18 of 77 .’08). Package-V of COB-6. Exports: Besides catering to the increased demand of domestic market. 6 to NSPCL boundary wall (1. This includes Enabling / Preliminary works for 7 MT modernization and expansion of BSP . This is the highest Capital Expenditure incurred by BSP since inception.Civil & Strl. Extension of perimeter wall from water tower No. BSP exported about 1.8 Km). (Up to Feb. 531 crs.96 Lakh tonnes of saleable steel to various countries. Works for installation of 700 TPD ASU-IV at OP-II. Major contracts pertain to Replacement of existing MG Set for Roughing & Finishing Stand drive motors of Plate Mill by digital Thyristor converter. Total 43 Nos.4 Crs) have been awarded amounting to Rs. CONTRACTS AWARDED:This year as many as 18 nos. Turnkey Contracts have been signed amounting to Rs. Electromagnetic Stirrer in Bloom Caster. End Forging Plant for Thick web rails.B.

Sri Lanka.514 1. Belgium. Nepal. Switzerland. Vietnam and Philippines. Germany. Holland. Netherlands. Portugal. UK and France.536 Nepal and Sudan.672 1. Sudan.Unit: Tonnes 2007-08 (Lo adi ng) 45. Total 1.644 Products Countries Billets Merchant Products Wire Rods Plates Nepal.25.96. Sudan 23.366 “4” CORE VALUES OF BSP     Customer satisfaction Concern for people Consistent profitability Commitment of excellence NAME AND PRODUCTION OF DIFFERENT DEPARTMENT Page 19 of 77 .

Unit Coke Ovens SP-2 SP-3 Blast Furnaces SMS-I SMS-II Blooming Mill Billet Mill R& S Mill Merchant Mill Wire Rod Mill Plate Mill Capacity ‘000T 3303 3137 3197 4080 2500 1425 2149 1501 750 500 420 950 Page 20 of 77 .

S FSS & SEWA SEWA Page 21 of 77 . highly skilled & supervisory.I.633 as on 31.ORGANIZATIONAL SET UP The plant is headed by Managing Director. skilled.2006. At plant level the top management comprises of MD and his DROs at ED / GM level who are functional heads.03. and the front line executives consist of Senior Managers down to Junior Managers.e. SAIL.R. who is a member of Board of Directors and reports to Chairman. NON WORKS (PERSONNEL) DEPARTMENT         General Establishment Section Rules Section Law section MPS & Recruitment Section Executive Cell H. The Middle level is of sectional heads at DGM / AGM level. Non-Executive employees are categorized into four levels i. The senior level is made up of the Zonal Heads/ HODs who are DROs to the functional heads. unskilled. mostly GMs / DGMs. Manpower of Bhilai Steel Plant including mines is 35.

which has been drawn up as a consequence. given the steel sector’s strong backward and forward linkages. ‘Corporate Plan-2012’. in Page 22 of 77 . provides a blueprint for the company’s growth in the coming years. This has also contributed significantly to national interests. SAIL felt it necessary to prepare a long-term perspective plan for itself. Steel Authority of India Limited (SAIL) has always believed in structured planning for achieving organizational growth.     Counseling Section IR Section Grievance Section Contract Labor Cell Canteen Cell Corporate Plan 2012 As the largest steel producer in the country. the general perception that the current phase of buoyancy in the market will last for a longer time-span. superseding the last such plan drawn up in 1992. Changes in business environment call for periodical review of long-term plans. and market growth projections of around 8%. In the backdrop of the upheavals faced by the global steel business in the recent past.

Coldreducing and Oil & Gas Transportation segments are poised for major growth in India. SAIL will increase hot metal production from its plants to a level of about 20 million tonnes per annum (MTPA) by 2012 against the current level of 13 MT. Structural’s. the Centre for Policy Research. Besides.2 3 6. the consumption of steel in India is expected to reach around 55 to 60 million tonnes (MT).tandem with a growing market. nearly double the current level.Projected level (201104) 12) 4. including stepped-up production. For SAIL.73 Bokaro Steel Plant (BSL) Page 23 of 77 4. Given its available infrastructure and skill base.98 7 3. TMT Bars & Rods. SAIL has the comparative advantage to supply additional volumes at the most competitive cost to the nation. the scenario holds a huge potential for growth. Plant-wise break-up of hot metal production is as follows: Integrated Steel Plant Bhilai Steel Plant (BSP) Durgapur Steel Plant (DSP) Current level (2003. further intensification of market-orientation. supported by rational investment and multiple managerial interventions to optimize resource utilization. Corporate Plan-2012 envisages enhancement in SAIL’s domestic market share from the current level of around 26% (it is estimated that in 2003-04 steel consumption in the country crossed 30 MT) to around 27% (of the projected 55-60 MT) through a mix of measures. in its November 2002 report dealing with perspectives up to 2025.9 1. For realistic achievement. Plates and Pipes have been identified as the key growth products for the domestic steel industry. which is an established and significant player in these product segments. HR/CR Coils. and improved cost and quality competitiveness. PRODUCTION As part of the plan.1 .5 Rourkela Steel Plant (RSP) 1. the plan has been split into two stages – Stage-1 pertaining to the period up to 2006-07 and Stage-2 up to 2011-12. By 2012. indicates that the Construction.

and will be supplemented by market borrowing if the need arises.300 crore The capital expenditure envisaged will be financed mainly through internal accruals.83 MT (achieved in 2003-04). The plan for capital expenditure covers up gradation/modernization of some existing assets as well as installation of some new facilities. have been estimated to be around Rs. DSP Revamping of iron & steel making facilities at BSP. a level of 1:1.6 MT. 25. DSP and BSL Installation of one blast furnace at RSP Installation of auxiliary fuel injection systems in all blast furnaces in a phased manner Installation of new finishing mills Page 24 of 77 . The immediate priority schemes. leading to saleable steel production of 17. This will enable inclusion of more value-added products in the company’s product basket.71 19. and is maintained at.7 Based on the above. crude steel production by SAIL is planned to reach a level of 18. and reduce generation of semi-finished steel from 20% of saleable steel to 4%.38 MTPA against the current level of 10.7 MTPA by 2012 from the current level of 11.73 MT. The areas broadly identified for investment pertain to: • • • • • • Development of iron ore mines Rebuilding Coke Oven Batteries at BSP. Care will be taken to ensure that the company’s debt-equity ratio attains. 4.000 crore by 2011-12. SAIL has also planned to raise its output of finished steel to 16.Total 12.6 MTPA by 2011-12 from the current level of 8. INVESTMENT SAIL has estimated that the measures to be taken to achieve the targeted levels of growth and sustain higher levels of cost and quality competitiveness will require investment in the region of Rs. to be taken/completed by 200607. In view of emerging market requirements.

coke rate reduction via CDI/auxiliary fuel injection. improvement in process consistency and metal treatment. and higher levels of process control computerization/automation. leading to enhancement of operating efficiency.4 MT). Structural Mill (0.Among new finishing mills planned to be set up are: BSP: Thin slab casting/inline Hot Strip Mill (1. Corporate Plan-2012 has considered the market growth projections assuming overall steel consumption at about 8% per annum.7 MT). Bar & Rod Mill (1 MT). and (c) by business process improvements such as streamlining of supplies of key inputs of steel making through higher utilization of ecommerce. CRM Line (0. Improved Cost & Quality Competitiveness Strengthening of competitiveness in cost and quality has been designated as a key strategic factor for the success of SAIL’s growth plan.075 MT) BSL: Hot Strip Mill (2.6 MT) While the Corporate Plan identifies the specific areas for development. Pipe Plant (0. 100% Basic Oxygen Furnace and Continuous Casting. CRNO Mill (0. advanced online testing and quality control facilities.2 MT) DSP: Bar & Rod Mill (1. However. it is entirely directional in nature. etc. Quality competitiveness: Technology & input quality improvement across value chain. standardization/automation/process control & IT.4 MT) RSP: Plate Mill (0.1 MT). centralized procurement for select items. the Page 25 of 77 . reduction in manpower cost and financial charges. and implementation will depend on the results of rigorous techno-economic evaluation and merit of each case. (b) reduction in variable cost through technological interventions like elimination of ingot steel route.5 MT). Following interventions have been planned in this direction: Cost competitiveness: (a) Reduction in fixed cost through volume growth. thrust on special quality steel and new products.

strategies of competitors. etc.  5 Employees from Rail & Structural Mill bagged Prime Minister’s Shram Ratna – The highest Shram award. 3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award. government policies and resource availability. 13 awardees are from Bhilai Steel Plant. 10 Employees were honored with the Rashtriya Vishwakarma award a total of 262 BSP employees have been awarded since inception. AWARDS AND ACCOLADES Glimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its employees :  Bhilai Steel Plant bagged the most prestigious “Prime minister’s Trophy Award 2004-05” for becoming the best among integrated steel plant. products.growth trends and macro-economic indicators could lead to higher growth potential. SAIL’s plans may be revised from time to time. Out of total 15 awarded so far in the country. The current plan provides the broad direction for SAIL to move forward and would be reviewed periodically. Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National Award . and 5 Shram Shree in 2004. Out of 13 PM’s Trophy awarded so far Bhilai Steel Plant has bagged it 7 times.. Therefore. and further growth in terms of volume. depending on the market growth. Bhilai Steel Plant has won “Corporate Sustainability prize” instituted by CII-ITC Centre of Excellence for the year 2006 in the “Independent Unit category” for exemplary performance in environmental economic and social dimensions of sustainable development. acquisitions/mergers etc. global economic scenario.2004 of Excellent Pollution Control Implementation     Page 26 of 77 . may be aimed through Greenfield investments.

Gold Award for Excellence in Indian Industries. Chhattisgarh    Job . Golden Peacock Award for the most innovative product was awarded to Bhilai Steel Plant in the 16th World congress on Total Quality (WCTQ 2006) . Bhilai Steel Plant received IIM National Quality Award 2005 in the category of Integrated Steel Plant. Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai Steel Plant. New Delhi. sponsored by the Greentech Foundation. Bhilai Steel Plant was declared winner for HR Excellence Award by CII.satisfaction analysis Page 27 of 77 report .  BSP. a Winner of Gold Award in Metal Sector for outstanding achievement in Environment Management for the year 2004-05. sponsored by the International Greenland Society. Hyderabad.

Abstract: India has arrived on the global stage from America to the far East everyone wants to do business with us. In the contemporary workplace of today. encouraging staff participation in decision-making. leadership and social relationships. JOB SATIAFACTION analysis and then its study for means & measures which help in retention & motivation management of employees and Page 28 of 77 .All this with only one objective of attaining high performance outcomes for the organization. the perceived fairness of the promotion system within a company. the job itself (the variety of tasks involved. Job satisfaction describes how content an individual is with his or her job. the interest and challenge the job generates. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that person's parent. Many leaders in their quest for organization success often overlook one very valuable motivational tool in their arsenal—job satisfaction. enhancing productivity and shifting from 9-5 to 24/7. corporate are trying newer and newer approaches to retain talent. to remain in business one needs to keep its employee motivated and satisfied. some of these factors include the level of pay and benefits. the quality of the working conditions. and also keep sharpening eye to make talent stay. flattening organizations. But in today’s competitive World. and the clarity of the job description/requirements). leaders are empowering employees. There are a variety of factors that can influence a person's level of job satisfaction.

The objective of this study was to examine the level of job satisfaction in Executives of BSP. DGM. AGM & GM) and its practice to retain Executives and to motivate executives and vis a vis employee in an organization like Bhilai Steel Plant. (E=1 to E-9. Keeping this in view I have studied the level of job satisfaction at Executive level i. In order to create a successful company employers should consider as many options as possible when it comes to retaining employees. productive and profitable enterprise based on the result Page 29 of 77 . also its practice in various aspect of motivational level of executive. motivation and performance and make the management of BSP aware how to use this knowledge to create an innovative.executives. Bhilai. Now-a -days businesses often find that they spend considerable time. for greener pastures. to motivate them and finally how to retain the executives in organization i. so that it can further provide an insight to study the factors behind dissatisfaction in an executive and what measure steps are required to improve this level . Importance of job satisfaction.e. Work Load they feel over themselves and finally what could be the reason behind (in the case). How to retain valuable employees is one of the biggest problem that plague companies in the competitive market place. The Harvard Business Review states that 5% increase in retention will result In a 10% decrease in costs and a 25% to 65% increase in productivity. Retention Management. if they leave the job and its use & practice as retention management. retention and its contribution to behavior in executive & employees work. The case study cover various aspect of measures of job satisfaction in an Executive. where retention refers to policies and practices companies use to prevent valuable employee from leaving their jobs.e. effort and money to train an employee only to have them develop into a valuable com-oddity and live the comp.

The target population of this study include executives of the BSP. RESEARCH DESIGN. For the primary data Collection arranged interviews and questionnaires have been used as the Research instrument.ended questions. Data was collected through questionnaire & Interviews.various conclusions have been drawn and motivational techniques that can be employed by the organization have been recommended for proper job satisfaction level & retention management of employee and highly productive work reducing boredom and monotony at work place . a survey questionnaire was developed. As a result of this pilot testing. The executives include people from Page 30 of 77 . From a review of literature.Also providing an opportunity of personal growth of Executives with growing BSP. The primary data was collected with the help of a Descriptive survey method including survey interviews. and observation From various Department of BSP. METHODOLOGY AND RESPONDENT PROFILE Primary as well as secondary sources of data collection have been used In the research. The questionnaire was mixed format. BHILAI from various department. minor changes in word selection and sentence formation were made to the questionnaire. There were 27 questions and a special question was asked to get an insight that what could be done in future to retain Executives in the BSP and to study their satisfaction level. comprising of close-ended as well as open . Bhilai. and matching goals of Executives with that of organization.

such as books. engineers. about 90-100 % of total population was selected for the sample. AGM. The secondary data sources were primarily external. and zones on production. PRIMARY DATA COLLECTION FIELD OF STUDY This study has been carried out in BSP and the area of study was selected as per the topics and objectives of the study. questionnaires were filled out by participants on their own and then collected back. grade mix and experience mix.000 contract employees (executive and non-executive) with different age mix. The questionnaire were hand-delivered to the participants.various levels In the organization. personnel officers. Personal interviews (arranged interviews) and questionnaires were the main method of collecting the data for my research. The sample size was fixed arbitrarily . technical executives supervisors. services maintenance parameter. SAMPLE SIZE BSP is very large integrated steel plant comprising about 35. The sampling procedure adopted was non – probability sampling. BSP is very large and its technical functions are wide spread in no. of Page 31 of 77 . B and C shifts. where in convenience played a part. articles from the generals and internet. emotion and attitude for the organization. reports. of departments.managers. sections. The production process continuous around the clock and the employees are working in A. In the most hazard places and unsafe place to perform the production process therefore I have opted for a sizeable no.000 regular employees & 10. Mostly. group of people which have indifferent behavior. DGM & GM.

The questions were limited in no. PREPARATION OF QUESTIONNAIRE It is imperative to conduct a good study that an effective questionnaire should be prepared. shift in charge of the departments/ sections were taken into confidence & they were explained about the purpose of the study. ADMINISTRATION OF THE QUESTIONNAIRE The questionnaire was personally taken to the respondents at their workplaces and it was tried to contact them when they could spare one time to interact with the researcher. In this regard 6 scale rating was selected by me. of respondent. For this process the HOD’s. After having understood the objective of this research the executives have extended full cooperation and have their participation was extremely positive on the various problem and situation which were related to their day to day problems.e.e. also a proper plan & policy can be chalked out for Retaining these Executives. 300 for the study. It is understood that the objectives of the study would be fulfilled with this no. Hence the scaling for the questionnaire was made very simple so that the respondents can respond their perception very clearly on the subject matter. 27 & an extended & interesting Question also) & were designed so that they could be within the reach of their understanding. where Pt. In this approach an honest and holistic approach was done that the significance of the study is maintained to fulfill the study purpose.respondents i. (i. STATISTICAL SCALE FOR THE QUESTIONNAIRE The study was under taken with objectives to ascertain mainly the satisfaction level of Executives with their job so that proper condition and environment can be provided to motivate them and barriers if any can be removed. 6 Page 32 of 77 .

1 denotes low satisfaction level( In some cases i. Points 6 5 4 3 2 1 Denotes Extremely satisfied with job / too much workload Highly satisfied with job / high workload Satisfied with job / Average workload Dissatisfied with job / low workload Highly Dissatisfied with job / very low workload Extremely Dissatisfied with job / Too low workload SAMPLING METHOD Though it was a tough job to get Questionnaire filled up by Executives because most of time they were busy in meetings. so that spontaneous and quick reply on the question asked could be decided by the respondents and authenticity of his will could be maintained. which Page 33 of 77 . so for better results we followed Stratified Sampling Method of Sampling. plant visits and with their most tough technical jobs of Monitoring and controlling each activities with perfection. of executives working in different departments.e. Q23&24 it denotes Too high to Too low workload level) . and then taken a fraction of executives from each department so that each and every department and divisions can be covered and proper distribution can be made of respondents. So firstly we have taken a list of no. (6 to 1) and pt.e.denotes the high satisfaction level in executives and goes on decreasing with descending order i.

The field of our study is widely spread trough out the plant. SECONDRY DATA COLLECTION It is necessary to obtain maximum information about the organization if we want to study the subject very deeply and thoroughly. Training & Development and organizational Development programs. These publications were available in central library of BSP and remaining was collected from various formal and informal resources. production performance and raw material etc. It is also necessary that the brief information of the functioning of the organization should be understood to make the study effective. were collected from the various publications which are published by BSP. These data’s were quite helpful to analyze the study on various HR activities. THE BHILAI STEEL PLANT JOB SATISFACTION QUESTIONNAIRE Page 34 of 77 . Therefore comprehensive information of the plant functioning have been obtained to make the study more effective. The data / information collection about the human profile.helped us in providing much accurate result and clear situation and level of satisfaction in Executives.

This survey is being conducted to assess the satisfaction level of our executives. Based on the results of the survey.Dear Participant. certain interventions to enhance the quality of Life of our employees are planned. Participant Details:Department:Years Of Service in BSP:Qualification:Grade:Age:- Your answer is to be given on a 6 point scale where 6 points show High satisfaction and 1 shows Low satisfaction. Kindly give your free and frank opinion. we have not asked for your name. 6 5 4 3 2 1 High satisfaction ○○○ ○○○ Low satisfaction Page 35 of 77 . to that end.

openness and mutual support) With Superiors ○○ (b) (c) Q3 (a) (b) (c) Q4 With Peers & Colleagues ○○ With Juniors ○○ Feelings about the manner in which your efforts are valued by your: With Superiors ○○ With Peers & Colleagues ○○ With Juniors ○○ Utilization of your basic qualification in the ○○○ ○ ○○○ ○ ○○○ ○ ○○○ ○ ○○○ ○ ○○○ ○ ○○○ ○ ○○○ ○○ ○○○ ○○ ○○○ ○○ (a) Page 36 of 77 .HS 6 5 4 3 2 1 LS Q1 (a) (b) (c) Q2 Communication and Information flow in your organization With Superiors ○ With Peers & Colleagues ○ With Juniors ○ Inter-personal relationships (Relationships based on trust.

job assigned to you: Q5 Q6 Q7 Q8 Q9 Utilization of your potential in the job assigned to you Degree of motivation as far as the job is concerned: Current career opportunities: ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ The level of Job Security: Extent of your involvement and identification with the organization’s Goals & Image: The nature of Supervision( Supervision implies the way your superior monitors your Work) The methodology by which change/innovation is implemented in the organization: The types of tasks you are asked to perform in addition to your core assignment: The extent to which personal growth and development is possible in this Organization: The way interpersonal conflicts are resolved in your department: The way Technical disagreements are resolved in your Department: The Scope your job offers for you to realize your aspirations and ambitions Q1 0 Q1 1 Q1 2 Q1 3 Q1 4 Q1 5 Q1 6 Page 37 of 77 .

ii. If ever I decide to leave BSP it would be for (Please tick only one): i.Q1 7 Q1 8 Q1 9 Q2 0 Q2 1 Q2 2 Q2 3 Q2 4 Q2 5 Q2 6 Q2 7 The extent of your Participation in Important decisions: The degree to which your Skills are Utilized: Flexibility & Independence allowed to you in carrying out your assignments: The Degree of enjoyment that you feel in your present Organizational climate: Your level of salary with reference to your experience and present workload: Your Satisfaction with the Organizational reporting structure: The quantity of work expected from / allotted to you ( Too High – Too Low ) The degree to Which you feel extended in your Job ( Too High – Too Low ) Recognitions of your Official status in Society: Facilities provided to you in the work place as per your designation: Support of service functions in helping you to concentrate on your assignment during work hours: ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ ○○○ ○ ○○ Q28. More Salary and Perks Better working environment Page 38 of 77 .

To identify the most powerful motivators . Better Status ( higher designation ) Better Growth prospects Freedom to work @ THANKING YOU Objectives: • To study and analyze the job satisfaction level in Executives at BSP. • To find the employees level of satisfaction with the current practice and policies adopted by the organization.iii. iv. so that • to improve and mend that before situation become worse. v. • • To identify what motivates people to exit. • To measure retention effectiveness and motivational level of Employee and recommend for further improving the system. To identify those factors which are causing dissatisfaction. Analysis and Graphical presentation of Data Page 39 of 77 .

INFERENCE: . Pie-chart clearly shows that 54% of INFERENCE: . Due to rounding responses the total Slightly above or below 70 % .Communication & Executives are highly /very healthy Information sharing is extremely satisfied with the level of information between sub-ordinates & Superiors. relationship.21 (b) With Peers & Colleagues:- Page 40 of 77 . rest 35% are also somewhat satisfied with their superiors. Only 7% are extremely or highly dissatisfied and rest 17% are somewhat dissatisfied with their superiors. 31% are also somewhat can be removed by enhancing healthy satisfied within their group .DATA TABULATION Most of the tabulated data is represented on the basis of various dimensions of job satisfaction for an Executive. The information below describes how to read the research results: Percentage and non of Responses refers to the percentage of actual of these percentages may be Participants who responded to the questions. GRAPHICAL PRESENTATION OF FINDINGS SSSSS Q1:.Communication and information flow in your organization:(a) With Superiors Pie-chart clearly shows that 41% of Executives are highly / extremely satisfied with the level of information sharing & communication within Organization. Only 3% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied within their peer group. and sharing & few bottleneck existing which there are communication within Organization.Communication & Information sharing is very healthy among their peer group & colleagues in Executives which clearly indicates a strong bond and integration among AVERAGE SCORE :.4.


(c) With Juniors :Pie-chart clearly shows that 55% of Executives are highly / extremely satisfied with the level of information sharing & communication within Organization, 29% are also somewhat satisfied with the way they share information and communicate with their juniors . Only 5% are extremely or highly dissatisfied and rest 11% are somewhat dissatisfied with their juniors INFERENCE: - Communication & Information sharing is very healthy between juniors & seniors and it indicates a strong bond and integration among themselves, but a little more


Q2:- Inter-personal relationships (Relationships based on trust, openness and mutual support):(a) With Superiors
Pie-chart clearly shows that 52% of Executives are highly / extremely satisfied with the level of relationship, trust and strong bond among them & superiors. Only 7% are extremely or highly dissatisfied and rest 14% are somewhat dissatisfied and have less belief in their superiors. INFERENCE: - Though level of trust & mutual support is at high level in BSP between Superiors and sub-ordinates but 21% dissatisfied executives is a cautious situation for Organization & trust between them should be entrusted through various means of motivation to

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(b) With Peers & Colleagues:Pie-chart clearly shows that 52% of Executives are either highly / extremely satisfied with the level of trust & belief exist among them while 30% are also somewhat satisfied within their group . Only 6% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied within their peer group. INFERENCE: - Therefore the executives share a healthy relationship & have trust on each other & also have good understanding. Since this ability of making & developing relationship is individual inner quality so nothing much can be done for rest 18% of Executives. Pie-chart clearly shows that 58% of Executives are either highly / extremely satisfied with the level of trust & belief &relation of mutual understanding exist among them & their juniors while 24% are also somewhat satisfied with their relationship with juniors. Only 6% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied with their juniors. INFERENCE: - Therefore the executives share a healthy relationship & have trust on each other & also have good understanding with their juniors. Since this ability of making & developing relationship is individual inner quality so


c) With Juniors :-


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Q3:- Feelings about the manner in which your efforts are valued by your:(a) With Superiors
Pie-chart clearly shows that 42% of Executives are highly / extremely satisfied with the manner in which their efforts are valued by their seniors , while 34% are only just satisfied with their superiors. 9% are extremely or highly dissatisfied and rest 15% are somewhat dissatisfied with the manner in which their efforts are valued by their seniors. INFERENCE: - This clearly indicates that work is not appreciated by the superiors in 25% of cases and in 34% cases situation is somewhat same, so serious efforts are needed on this factor so that executives’ remains motivated and

AVERAGE SCORE:- 4.21 (b) With Peers & Colleagues:-

Pie-chart clearly shows that 50% of Executives are either highly / extremely satisfied with the manner in which their efforts are valued by their peer group & colleagues, while 30% are only just satisfied within their groups. Only 9% are extremely or highly dissatisfied and rest 11% are somewhat dissatisfied within their peer group with the manner they value their efforts. INFERENCE: - This clearly indicates that work & efforts are not appreciated & valued within the peer group in around 50% of cases, so it is an alarming situation where serious steps are needed to be taken to avoid any conflict in


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Only 4% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied with the way their juniors valued their efforts. while 26% are only just satisfied with the way their juniors valued their effort.56 Q4:.This is a contrast situation existing within executives of that of previous . so a proper study is required on this matter in the organization to get a deep insight that what is the real problem as on one side there exist problem with Superiors & AVERAGE SCORE:.Utilization of your basic Qualification in the job assigned to you:- Page 44 of 77 . INFERENCE: .c) With Juniors :- Pie-chart clearly shows that 58% of Executives are either highly / extremely satisfied with the manner in which their efforts are valued by their juniors.4.

But 15% are extremely or highly dissatisfied and rest 15% are somewhat dissatisfied with the way their basic qualification are utilized while assigning them a job. So proper Knowledge Management is required in the Organization so that Right man can be AVERAGE SCORE:. while 29% are satisfied.36 Page 45 of 77 .Since 21% of executives feels that their potential & ability are wasted by not properly assigning them job of their caliber.4. INFERENCE: . INFERENCE: . a little more efforts in the organization can remove & reduce this problem to a minimal level thus full utilization of their ability can be made AVERAGE SCORE:.11 Q5:.Utilization of your potential in the job assigned to you:Pie-chart clearly shows that 50% of Executives are either highly / extremely satisfied with the way their potential & ability are utilized by the organization. out of which 15% lies n highly to extremely dissatisfied.4. while 29% are satisfied with the job assigned to them as per their ability. But 9% are extremely or highly dissatisfied and rest 12% are somewhat dissatisfied with the way their potential are utilized while assigning them a job.Pie-chart clearly shows that 42% of Executives are either highly / extremely satisfied with the way their basic qualification are utilized by the organization.Since 30% of executives feels that their qualification are not properly utilized by Organization.

4. INFERENCE: . so it is an alarming situation for Organization AVERAGE SCORE:.Current Career opportunities:Pie-chart shows that only 34% of Executives are either highly / extremely satisfied with the current career opportunities available at BSP.30 Q7:.Since 26% of executives feels de-motivated and next 31% are just satisfied with the motivational level from their job. while next 30% are somewhat satisfied with the career opportunities in this organization.Degree of motivation as far as the job is concerned:Pie-chart shows that 43% of Executives are either highly / extremely motivated as far as their job is concerned. while 31% are satisfied with the degree of motivation from their job.A large no. and next 30% are just satisfied. that is 36% (14% highly/extremely zone) of Executives are not happy with the Career Opportunities currently in BSP. 14% are extremely or highly dissatisfied and rests 22% are somewhat dissatisfied with the career opportunities available in this organization. So Organization required studying closely the means by which they can motivate Executives & increase their satisfaction level. INFERENCE: .Q6:. AVERAGE SCORE:. But 11% executives feels extremely or highly de-motivated and rest 15% are somewhat dissatisfied with the motivational level at their job.3.87 Page 46 of 77 .

A little morethe way their superiors monitors with improvement in policies can thrust their work.Extent of your involvement Organization’s Goals & Image:& identification with the Pie-chart clearly shows that 55% of Executives are either highly / extremely satisfied and identify their own goals with the Organizations goals & remain fully involve in Organization work. it clearly indicates superiors are performing their duty of supervision rightly and without any bias.Being a PSU.The nature of supervision (Supervision implies the way your INFERENCE: . while 29% are satisfied with this feel attached in all activities of organization.When around 85% satisfied with the way their superiors executive’s personal goal matches with monitors their work.4. satisfied with the nature of supervision in the organization. Only 4% are extremely or highly dissatisfied and rest 8% are lie in dissatisfied zone when job security is concerned. but rest .Around 80% of superior monitors your work):Page 47 of 77 executives are in the satisfaction zone when nature of supervision is concerned.The level of Job Security:Pie-chart clearly shows that large no. and 20% are in satisfied zone when job security is concerned. 68% of Executives are either highly / extremely satisfied with the job security level in the Organization. Job security is not a big issue in executives and in 88% cases they feel highly secure about their job which is a big plus point for this AVERAGE SCORE:.84 Q9:. AVERAGE SCORE:.e. that of Organization & they feel proud of being an employee of BSP.51 Q10:. i.4. INFERENCE: . while 25% are INFERENCE: .Q8:. it is always a 6% are extremely or highly dissatisfied good sign for ansomewhat dissatisfied and rest 15% is organization. Only 4% are extremely or highly dissatisfied and rest 12% are somewhat Pie-chart clearly shows that 54% of dissatisfied are eitherto identify & involve Executives and fails highly / extremely in Organization work.

When 75% 0f executives are in satisfied zone with the types of additional tasks apart from core assignments it is always a good sign.3. a little more care & effort while assigning . Page 48 of 77 INFERENCE: .The types of tasks you are asked to perform in addition to dissatisfied with the additional tasks your core assignment:asked to perform.41 Q11:. 12% are extremely or highly dissatisfied and next 19% are somewhat dissatisfied with the methodology of change / innovation in the Organization. and is not an to get implemented. But 10% are extremely or highly dissatisfied and rests 14% are somewhat Q12:. Also it 32% are somewhat satisfied with these autonomous organization so every new additional tasks. Pie-chart shows that a PSU.AVERAGE SCORE:.through several routes concept passes AVERAGE SCORE:. while next 36% are somewhat satisfied with the methodology of change / innovation. BSP is also INFERENCE: .Being44% of Executives are either highly / extremely satisfied somewhat traditional in its approach and with theand innovation takes a long time change types of additional tasks they are asked to perform .96 before being implemented.The methodology by which implemented in the Organization:change / innovation is Pie-chart shows that only 1/3rd of Executives are either highly / extremely satisfied with the change and innovation is implemented in the Organization.4.

Pie-chart clearly shows that 34% of INFERENCE: . while 29% are satisfied with the personal growth over here.4. i. 32% AVERAGE SCORE:.16 Q13:.e.The way interpersonal conflicts resolved in your department:17% are dissatisfied with the way conflicts are handled & resolved in their department. while 36% of counseling and transfer are somewhat satisfied with the way conflicts are responsibilities can help in overcoming handled & resolved.e.Since 30% Executives are in dissatisfied zone.The extent to which personal growth & development is possible in this Organization:- Pie-chart clearly shows that 39% of Executives are either highly / extremely satisfied with the personal growth & development possibilities in BSP.There is lot of Executives are only highly / extremely opportunities to learn & develop in the satisfiedthe need way interpersonalby BSP but with the is to identify that conflicts areSo a proper time to time executives. which indicates there is a problem exists in resolving conflicts within a department in the . this situation as a large chunk i. But 10% are extremely or highly dissatisfied and rests 24% are somewhat dissatisfied & doubtful about their personal growth & development.AVERAGE SCORE:. 13% executives are extremely or highly dissatisfied and rest Q14:.03 A large no.4. Page 49 of 77 INFERENCE: . resolved in their department.

But 11% are extremely or highly dissatisfied and rests 14% are somewhat dissatisfied with the way technical disagreements are resolved in their department . A proper well planned method and ways are required to resolve these conflicts.4. while 37% are somewhat satisfied with the process.Since 1/4th Executives are in dissatisfied zone. INFERENCE: . and next 37% are just satisfied which indicates that problems are existing in resolving & overcoming technical disagreement.AVERAGE SCORE:.96 Q15:.3. AVERAGE SCORE:.06 Page 50 of 77 .The way technical disagreements are resolved in your department:- Pie-chart clearly shows that 38% of Executives are either highly / extremely satisfied with the way technical disagreements are resolved in their department.

98 Q17:. and next 31% are participation in important decisions.Q16:. Pie-chart are extremely or highly But 14% indicates 45% of Executives are either highlynext 16% are somewhat dissatisfied and / extremely satisfied with the way their Skills are utilized in dissatisfied with their extent of the Organization.3.The Degree to which your Skills are utilized:Page 51 of 77 .e. satisfied. so we can are 10% of executives are extremely or highly dissatisfied and rests properly say that executives are not 14% are somewhat or included whenthe degree to contacted dissatisfied with important which their skills are utilizedtheir views decisions are considered or in the organization. while 36% are somewhat satisfied with their extent of participation in important decisions.Since 30% of Executives But in Dis-satisfaction zone.The extent of your participation in important decisions:Pie-chart clearly indicate that 34% of Executives are highly / extremely satisfied with the way they are included while taking an important decisions in Organization. 14% are extremely or highly dissatisfied and feels that their ambitions are curbed in this organization & rest 14% are somewhat dissatisfied with the scope of their job. So.3. so there is need to sit down together and properly chalk out a plan to utilize their skills in best possible way so that AVERAGE SCORE:.The scope your job offers for you to realize your aspirations & ambition:- Pie-chart indicates that 37% of Executives are either highly / extremely satisfied with the scope their job is offering to fulfill their aspirations & ambitions.Since 28% executives feels that their aspirations & ambitions are curbed in this organization & next 35% are just satisfied so it shows that Executives in BSP feels that scope in this organization is not according their AVERAGE SCORE:.Around 1/4th of executives are not happy with the way their skills are utilized by organization. A large percentage i.93 Q18:. INFERENCE: . while 35% are just satisfied with the scope of their job. INFERENCE: . INFERENCE: . are not properly considered.

Lot of flexibility & independence is provided by Organization to Executives.22 Q19:. INFERENCE: .AVERAGE SCORE:.4. so executives’ works freely without much AVERAGE SCORE:.4. But 9% are extremely or highly dissatisfied and rest 14% are somewhat dissatisfied and not happy with the level of flexibility & independence allowed and felt their hand tied while carrying out assignment.Flexibility & Independence allowed to you in carrying out your assignments:- Pie-chart clearly shows that 40% of Executives are either highly / extremely satisfied with the flexibility & independence provided to them in carrying out their assignments.18 Page 52 of 77 . while next 37% are satisfied with the freedom given to them in performing their job.

Q20:-The degree of enjoyment that you feel in your present organizational structure:Pie-chart indicates that 40% of Executives are highly / extremely satisfied and enjoying working in the BSP.Since 32% of Executives are in dissatisfaction zone. Being a central organization & PSU salary is decided by Govt.3. 14% executives are extremely or highly dissatisfied and rests 18% are somewhat dissatisfied with the present organizational structure.61 Page 53 of 77 . so it clearly indicates that most of executives are not enjoying present organizational structure and a change is needed in the AVERAGE SCORE:.02 Q21:-Your level of salary with reference to your experience and present workload:- Pie-chart clearly shows that only 27% of Executives are either highly / extremely satisfied with the level of salary they get as per their experience & designation.Statistics clearly indicates that most of Executives are not satisfied by their salary. so there is less scope but then additional benefits & packages are always there & 6th Pay commission can AVERAGE SCORE:. while 28% are somewhat satisfied with the present organizational structure. INFERENCE: .4. INFERENCE: . while 31% are somewhat satisfied with their salary package. A large chunk of 21% executives are extremely or highly dissatisfied and rests 21% are somewhat dissatisfied with their level of salary they get as per their experience& present workload..

and rests of 15% feels workload is at average level. 15% of executives are extremely or highly dissatisfied with the organizational reporting structure and rest 17% are somewhat dissatisfied. INFERENCE: Most of executives are not satisfied with the organizational reporting structure (since 1/3rd exist in dissatisfaction zone). while 34% feels that it is somewhat on higher side. Also a methodical planning of distributing responsibility among executives to be done to avoid too much AVERAGE SCORE:. While 6% feels it is too low / very low.The quantity of work expected from / allotted to you:Pie-chart shows that 45% of Executives feels that work expectation & workload on them is too extreme/ very high.3.29 Page 54 of 77 .4. while 35% are somewhat satisfied. AVERAGE SCORE:.Q22:-Your satisfaction with the Organizational reporting structure:Pie-chart clearly shows that only 1/3rd of Executives are highly / extremely satisfied with the organizational reporting structure.91 Q23:. INFERENCE: . so a proper Organizational reporting structure is needed to be planned again. so needful is to be done to shed down their workload.Since 80% of Executives feels that work expected from them / allotted to them is on higher side.

But 10% executives are extremely or highly dissatisfied and rests 15% are somewhat dissatisfied with their recognition & status in society.Q24:.The degree to which you feel extended in your job:Pie-chart shows that 45% of Executives feels too extreme/ highly extended in their job.4.16 Q25:.Recognition of your official status in Society:Pie-chart clearly shows that 44% of Executives are either highly / extremely satisfied with their official status in the society. Also a methodical planning of distributing responsibility among executives to be done to avoid too much workload overload over an individual. so it clearly indicates that executives of BSP have their own high position & status in the society.e. while 29% feels that extended is somewhat on higher side. AVERAGE SCORE:.Since 3/4th of Executives feels extended in their job.most of I. while 31% are somewhat satisfied with their recognition & status in society. INFERENCE: .22 Page 55 of 77 . and rests of 18% feels extension of average level. 3 / 4th of executives are well recognized in society as per their official status. While 8% feels too low / very low extended in their job. so needful is to be done to shed down their workload. AVERAGE SCORE:. INFERENCE: .4.

and next 27% are somewhat satisfied with the facilities. of Executives i.Q26:. This is an important factor AVERAGE SCORE:.e. while 34% are somewhat satisfied. 18% are extremely or highly dissatisfied and rest 19% is somewhat dissatisfied with the service functions support during work hours.e. INFERENCE: . But high no. 25% are extremely / highly dissatisfied with the facilities at their workplace and rests of 19% are dissatisfied with the facilities provided as per their designation.3.57 Q27:.Facilities provided at the work place are not enough to satisfy the executives & they are highly dissatisfied with this factor.73 Page 56 of 77 . INFERENCE: .Support of service functions in helping you to concentrate on your assignment during work hours:- Pie-chart clearly shows that 29% of Executives are either highly / extremely satisfied with the support of service functions.3. of executives i. Executives want better facilities as per their designation in their workplace.Facilities provided to you in the work place as per your designation:- Pie-chart clearly indicates that only 29% of Executives are highly / extremely satisfied with the facilities provided to them in their work place as per their designation. Large no.Since 37% of executives are dissatisfied & not happy with support of service functions during work hours which is not a good indicator in the organization. This indicates that working facilities and services are not conducive at the work place & during work hours AVERAGE SCORE:.

If ever I decide to leave BSP it would be for (please tick only one):- Page 57 of 77 .Q28:.

16% may leave BSP for the lure of better status. next 31% will leave BSP for better growth prospects. INFERENCE :. Though working environment was one of the major cause of dissatisfaction COUNT(A) COUNT(B) COUNT(C) COUNT(D) COUNT(E) 100 46 49 93 13 More Salary & Perks Better working Environment Better Status Designation) Better Growth Prospects Freedom to Work (Higher FINDINGS Page 58 of 77 .e. while 15% will leave BSP for better working environment. Only 5% will leave BSP for the Freedom to work.Pie chart indicates that 33% of executives if have to leave BSP will leave for more salary & perks.Most of executives feels that salary & growth prospects are on the lower side in BSP. also Better status i. chance of early promotions are not much.

Ability & Potential and their Skills are not properly utilized by the organization. communication and mutual trust with their Juniors. These are the following reasons which are responsible for executives high & low satisfaction with some interesting findings:-  In comparison to superior & peer and colleagues executives share better relationship.  Efforts of executives are not properly valued by their Superior & group members.  Executives are not highly motivated as far as their job is concerned. Page 59 of 77 .The case study analysis provided some interesting insight into job satisfaction level and reason & matters on which the executives satisfaction level goes up & the cases in which they felt dissatisfied. so that it can help organization above data about retention management and its practice to their motivation.  Executives felt highly secure when job security is concerned and level of their involvement & identification with the organization’s Goals & Image is high(85%).  Executives feels that their Qualification. On the basis of inferences are drawn.

with organizational reporting structure & degree of enjoyment in present organizational structure.  Executives have high level of flexibility & independence allowed in their job and also high Recognition of their status in society.  Around 75% executives feels that there is too much workload over them and feel extended in their job.  Executives are highly satisfied with the nature of supervision& the types of additional tasks they are asked to perform.  Executives are dissatisfied with current career opportunities and personal growth & development in organization. Also they feel dissatisfied with the scope job offers to realize their aspirations & ambitions.  Executives are extremely dissatisfied with the following 3 factors:Page 60 of 77 .  Executives are dissatisfied with the extent of their participation in important decisions.  Executives are also dissatisfied with the way interpersonal conflicts & technical disagreements are resolved in their department. Change & Innovation is on the lower side and executives are not satisfied.

I hope these recommendation will help BSP in increasing the satisfaction level of Executives and overcoming the bottlenecks & drawbacks existing in the organization and help in its growth and development. findings and inference of the data collected from 301 Executives of BSP on their level of job satisfaction at BSP following suggestions & recommendations are made for betterment & growth of this organization. .  Secondly support of service functions during work hours to help them in concentrating on their assignment. RECOMMENDATION Based on the analysis.  With the facilities and support service functions at their workplace & during work hours.  Firstly proper facilities are to be provided to executives at their workplace ( as per their designation) . a vehicle on demand for making visits etc. additional staff during a project.  With the workload in the job. such as a comfortable place to sit with all facilities. such as supporting staff. With the level of Salary as per their experience & workload. proper & Page 61 of 77 .

timely dispatch of information when required etc. Thus we can increase their satisfaction level and motivate them. It will help in improving the level of . considering their views also while making an important decision can help organization in improving executives trust in the organization & superior. But this should be implemented with proper planning & well calculated steps. their potential & abilities and their Skills so that their qualities can be utilized to a full extent and in a proper Page 62 of 77 manner. So that a conducive and supportive work environment is provided to executive which can satisfy them & their status (as 15% are those Executives which can leave BSP in choice of better working conditions). creative ideas which can bring a change could be invited for being published in monthly magazines of BSP specially. Also new ideas .  Fourthly proper use of Knowledge Management ( Data mining software & Intelligent Data software) should be implemented while assigning Job. Responsibilities to the executives because it should be done after carefully analyzing their basic Qualification . Also a reward system for best recommendations / views & active participation can be started in departments to encourage executives. . so that even if not suggestions not implemented it can fulfill their inner soul appetite and also lead to a high satisfaction level .  Thirdly involving all executives suggestions. and it will help in retaining Executives.

 A proper well planned structure is needed to be created sitting together by to find the way and manner in which Inter- personal conflicts & technical disagreements to be resolved within the department.dissatisfaction in executives and Organization will get benefitted by “ RIGHT MEN AT RIGHT PLACE “. By thus the executive will feel less extended in their job and will work with full vigor and will have high satisfaction level.  Re-planning & Re-designing of Organizational Reporting Structure is required to be done by Organization by sitting together and with considering the views & suggestions of executives. So recreation hall can be provided at rest place with facilities of indoor games.  There is need of improving the present organizational climate as without fun at workplace there always exists boredom at workplace. also a clear cut line to be demarcated to differentiate responsibility among executives to avoid overload of the work over an individual.  Also a methodical & well calculated planning is required within the organization to shed down the extra workload on the Executives. light music etc to again recharge them.  Time to time Executive should be remind that they are important for organization & there are lot of scope for Page 63 of 77 . For this purpose a proper distribution of responsibility & staff among Executives to be done.

But Executives can be remind about the benefits and additional allowances they get and if possible all bills can be presented to them at the end of year indicating all benefits they received. Research suggests that as employees income increase money becomes less motivator while as employee get older interesting work become more of a motivators. Money and promotions are typically are low on the priority list because they tend to be well paid and they enjoy their work.learning. The key to retention management is to know what motivate them to quit and designing a program based on those needs. personal growth & development with this organization. A typical employee today is more likely to be a trained and qualified professional. They don’t have the security or stability that permanent employees have. skills and opportunities for promotions and Page 64 of 77 . Then there are people who have limited education. One of the major changes taking place in organizations today is the addition of temporary or contractual employees.  About Salary & Perks and fast growth prospects (related to promotion) nothing much can be done. as there are restrictions existing with that of being a PSU. Recommendation for retention management Certain retention measures and scheme have been proposed to adopted by management in order to motivate its employee and improve the retention.

Following are some guidelines for motivating employees which retain them in BSP. Building empowerment into systems. 3. Being a center for learning. 4.growth thus having very low wages depending upon the situation appropriate approach would be needed to retain and motivate people at work places. Hiring through referrals. for staffers create profitable company. Impromptus parties. No amount of training can ensure this. 1. They make concrete succession plans. BHILAI. 2. Not leaving flanks open to talent outage. 7. 6. family outings etc. Page 65 of 77 . Providing extensive training including using internal specialization. 5. Happy employees will only refer those who fit the company’s needs. Offering cross functional growth opportunities. Always completing the feedback loop. Ensuring Fun. Great workplace correct the wrong.

 influence the executive must be involved in decision making process.  CONFLICT RESOLUTION: a proper route should be developed for hiring executive.Some other measures are:  WELFARE MEASURES: the company should try to take various welfare Measures for employees. They are:- Page 66 of 77 . JOINT DECISION MAKING: to make retention policy more CONCLUSION Based on the case analysis and interpretations certain conclusions have been drawn about the relative importance of retention management & various motivational factors to retain Executives in the organization.

-If recognition present it will lead to high motivation. This is a hygiene/extrinsic factor which will lead to dissatisfaction. facilities and perks. efficient administration & supervision. 4. and work autonomy will considerably lead motivated work force. 3. 2.1. 6.. 7.-Growth and advancement also lead to high motivation. It represents reorganization and appreciations for good performance.-Number seven factor is job security. 8. This is safety dimension if it practiced lead to job satisfaction. 5. The organization climate is important for most of employee.-Reward is an important motivator to stay employee. WHAT RETAINS & MOTIVATE PEOPLE Page 67 of 77 .-Number third motivator is additional job benefits like incentives.-Quality of work itself is interesting and challenging job is regarded an important component of work. Remuneration is rated as the most important factor for stay/quit from organization. 10. 9.-Performance based salary is viewed as means of performance appraisal and recognition of work.-Good working condition.Money is the number one motivator.-Number two motivator is a good work environment.

When there are so many benefits associated with industry. When there are them so many privileges for the employee the Company / industry ? Is then what makes to change it only MONEY that matters or anything else as well? The list out following reasons: Money is not the only reason • • • • • • • • • • • • • • PERSONAL GROWTH COMPENSATION LEARNING OPPORTUNITIES JOB CONTENT WORK LIFE BALANCE IMMEDIATE SUPERVISOR TALENT FIT RECOGNITION FAMILY TASK CULTURE WORK ENVIRONMENT COMPANY IMAGE INDUSTRY GROWTH “ FUN” PLACE TO WORK APPENDIX What should a organization do to improve retention? Page 68 of 77 .

Greg smith helps organizations design employee retention programs to reduce turn over and improve productivity. retain and develop the best workforce available by providing cutting-edge strategies. BETTER MANAGERS-retention training programs help insure managers learn how to build teams. ORGANIZATIONAL NEED FOR EMPLOYEE RETENTION BETTER MATCHING-organization should spot and develop people who “fit” with the job description. He is a leading authority on employee retention and a former Examiner for the Malcolm Baldrige National Quality Award-America’s highest award for organizational excellence. manage performance. Chart Course International helps organizations with retention programs to recruit. manage. Page 69 of 77 .Successful organizations realize employee retention and talent management are integral to sustaining their leadership and growth in the marketplace. assessments. Becoming an employer of choice by retaining high-caliber employees in today’s labor market should be the highest priority. BETTER INTEGRATION-organization should design effective orientation and “On boarding” programs to build enthusiastic employees that stay longer. BETTER CULTURE-organization should drives employees need and expect from their job. the company culture and the supervisor or manager. BETTER CONNECTIONS-organization should help to measure an employee’s individual needs and help build productive relationships with their coworkers. consulting and training. develop individuals to their full potential and help them achieve success on the job.

The fierce competition for qualified workers results from a number of workplace trends. training needs and job performance. including: *A robust economy *Shift in how people view their careers *Changes in unspoken “contract” between employer and employee *Corporate cocooning *A new generation of workers *Changes in social mores *Life balance Concurrent with these trends. Today’s employees place a high priority on the following: @ Family orientation @ Quality of life issues @ Autonomy Page 70 of 77 . and communications this information to the entire management team for accountability.BETTER ACCOUNTABILITY FOR TURNOVER-HR and line management capture critical information such as retention plans. RETENTION-a big Challenge Fundamental changes are taking place in the work force and the workforce that promise to radically alter the way companies relate to their employees. the emerging work force is developing very different attitudes about their role the workplace. Hiring and retaining good employees have becomes of nearly every company in every industry.

create employees as if they matter. Smart employers make it a strategic initiative to understand what their people want and need. positive employee morale. These ideas will help you fulfill what from work and create employee motivation. MOTIVATING EMPLOYEES Motivating employees to do what you want is easier than you thing. Learn how everyone can be a top team player in the workplace with in 72hrs. Small changes can make dramatic changes on team and master the leadership skills required to increase staff motivation. What create motivated. you can learn how to easily achieve your targets and motivate your staff. contributed employee? How do you maintain high employee morale when people at work long hours? How does your reward and recognition system contribute to or deflate employee motivation . Employee motivation. The reasons for working are as individual as the person. positive morale and retention? Answer are here. In understanding the theories of motivation and organizational behavior. But we all work because we obtain something that we need from work. The something obtained from work impacts morale.because employee. To create positive employee motivation. Learn how this employee motivation program for success can increase productivity by 20% and eliminate the costs of high staff turnover. rewards and recognition are explored in these resources. you have to work counter to prevailing trends the job churning. and the quality of life..To hold your people. 1. Motivating and retaining employees requires strong leadership skills and effective management practices. employee motivation.then give it to them. Page 71 of 77 .What employee want from work Every person has different reasons for working.

Feel free to use these job interview questions in your own candidate’s interviews. Find out how at the motivation center work.2.-Celebrate annual holidays Page 72 of 77 . bulletin board or inspirational posters? These motivation quotes are very useful to help motivation and inspiration. success in management.-Inspirational quotes Looking for an inspirational quote or a business quotation for your newsletter. business presentation. If managers can cite the fact so well. why do many people behave in ways that so frequently encourage great employee top quit their job? 5. 4.-Retain your employee Key employee retention is critical to the long term health and success of your business.. success in life.Motivation job Interview questions Following sample job interview questions about motivation enable you to assess what motivates the candidate you are interviewing. Managers are readily agree that their role is the key in retaining your best employees to ensure business success. 6. These quotes about employee motivation will help you create success in business. 3. The challenge at the work is to create an environment in which people are motivated about work priorities.-Motivation Center Every person is motivated.

07-08 www.bsp.co.c om MAGAZINESedition TIDS – Jan.-Promote self discipline BIBLIOGRAPHY SAIL ANNUAL JOURNAL ANNUAL REPORT: BSP WEB SITE OF SAIL WEB SITE OF BSP OTHER www.sail.wikipedia. 07-08 2006-07.July.7.2008 2006-07.google. 08 edition Training & Development .Jan-July.-Reinforce and sustain your culture 9.com SITES: - Page 73 of 77 . 07.-Give gift to the workers 8.-Motivation and morale resources 10.com www.in www.

B. Herzberg.. Handbook of Industrial and Organizational Psychology. Job Attitudes: Review of Research and Opinion. J. New York: Lexington Books • • Locke. E. Dunnette.. F.. D. Peterson. O.• Cranny. Smith. executive also were contacted & discussed from the following department . (1976). R. and Stone. Page 74 of 77 ." In M. Edwin A. ed.. and Capwell. D. (1992). P. F. F. Pittsburgh: Psychological Service of Pittsburgh ANNEXURE 1) Study on effectivness of exicutive job satisfactiono program system is conducted on 6 point scale. C.. C. "The Nature and Causes of Job Satisfaction. Chicago: Rand McNally. Mausner. Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance.. About 1104 executives list of the level E1TO-E7 & some Sr. (1957).


Tabular representation of data collected data:SATISFACTION LEVEL GOOD 6 E.W.W. 1A 1B 1C 2A 2B 2C 3A 3B 3C 4 5 6 7 8 9 10 11 12 13 14 15 16 17 36 37 53 46 42 48 41 36 54 50 53 45 28 105 65 48 23 33 26 29 26 22 26 S. 105 95 88 80 92 79 94 90 76 87 85 93 88 54 81 81 115 100 95 103 107 98 108 SATISFACTION SATISFACTION LEVEL LOW 3 S. 13 7 9 15 9 10 18 17 5 19 14 22 33 8 5 13 22 22 19 26 24 32 28 2 E. 103 125 114 113 124 129 100 126 130 90 110 92 86 111 115 118 88 107 89 87 92 102 82 5 4 S.2.D. 3 2 4 7 3 4 5 2 2 10 7 8 3 3 5 2 4 3 9 10 6 5 8 1 SAMPLE SIZE 300 300 300 300 300 300 300 300 299 300 299 300 295 300 300 300 300 300 300 300 300 300 299 HIGH 81 86 85 80 86 85 78 84 87 76 83 77 68 90 87 82 75 80 70 73 75 74 72 LEVEL LOW 19 14 15 20 14 15 22 16 13 24 17 23 32 10 13 18 25 20 30 27 25 26 28 Page 76 of 77 .D.D.S. 40 34 32 39 30 30 42 29 32 44 30 40 57 19 29 38 48 35 62 45 45 41 47 V.S.

S.S. S. EXTREMELY SATISFIED SATISFIED SOME WHAT SATISFIED SOME WHAT DISSATISFIED VERY DISSATISFIED EXTREMELY DISSATISFIED Page 77 of 77 . E. S.S. TOTAL 45 44 39 25 28 39 26 37 29 24 106 1414 105 86 95 67 80 107 120 105 68 67 45 3378 87 108 77 98 104 101 92 95 79 115 48 3098 46 38 52 54 49 38 45 40 53 48 92 1443 18 18 26 34 28 11 14 19 40 32 9 640 2 6 10 22 10 3 2 3 30 14 0 217 303 300 299 300 299 299 299 299 299 300 300 10190 78 79 71 63 71 83 80 79 59 69 66 77 22 21 29 37 29 17 20 21 41 31 34 23 LIKERT SCALE RATING E. V.W.18 19 20 21 22 23 24 25 26 27 28 GR.D.D.D.W.

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