RESEARCH PROJECT REPORT ON

Employee job satisfaction

Submitted in partial fulfilment of the requirements

For the award of the Degree of

Master of Business Administration

(2015-17)

(Dr. APJ Abdul Kalam Technical University, Lucknow)

By
Gaurav Senger
Roll No. 1509470030
MBA 4th Semester
(GIMT, Greater Noida)

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 ACKNOWLEDEMENT

A task undertaken without offering prayers to almighty and talking blessings

from the elders is not a good beginning. Likewise the work completed
without acknowledging the assistance to those who were always by my sides
to make my efforts fruitful in the task left incomplete.

In the beginning, I would like to express my sincere thanks to my Institute

teachers for giving me an opportunity to take the practical experience of
working life.

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 PREFACE

Quality without creativity is meaningless. As changes grow ever more

unpredictable creativity is rapidly becoming recognized a core management
skill.

Today’s business environment demands that managers posses a wide range

of knowledge skills and competencies, as well as sound understanding of
management process and function. Managers need to be able to make best
use of their time, talent and of other people to work with and through others
to achieve corporate objectives. They also need to demonstrate their ability
not merely to solve problems, but to transform them and design ways
through them.

This report concerns job satisfaction level and organizational climate, which
are the important function in every organization.

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 CONTENT

1) Introduction of job satisfaction

2) Objective of study
3) Research methodology
4) Analysis
5) Finding
6) conclution
7) Limitations
8) Recommendation
9) Bibliography

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5
 EMPLOYEE JOB SATISFACTION

“MAN MANAGEMENT IS AN ART “.

To keep the workers satisfied, it's important to understand them and predict
their behavior and compensate accordingly.

The term employee attitude, job satisfaction and morale are in manly
instance used interchangeably. BLUM however, has made the point that they
are not synonymous.

Job attitude is the felling the employee has about his job, his readiness to
react in one way or another to specific factors related to job. Job satisfaction
or dissatisfaction is the result of various attitudes the person holds towards
his job and related factors.

Job satisfaction is a subjective, personal state perceived by the individual as

being in his favor. It is the result of various attitudes possessed by worker. In
a narrow sense, these attitudes are related to the job and conditions,
advancement opportunities, and recognition of abilities, fair residual of
grievances and other similar items.

Job satisfaction is the favorableness or unfavorableness with which

employees view their work. It results when there is a fit between job
requirements and the wants expectations of employees. It expresses the
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extent of match between the employees expectation of the job and the
rewards that the job provides. Job satisfaction may refer either to a person or
a group. Job satisfaction may be understood in the context of the employees
extent of satisfaction in general in his total life situation.

Ask a man why he works and the chances are he will

you, “to make money” certainly, the need to earn a
living is the most powerful single reason why people
work, through, as we other job factors are also
important.

The attractiveness of any one job factor such as wage, is a consequence of

the extent to which other job satisfactions or expectations are being fulfilled
at a time. When a worker enjoys steady job, paying good wages, he is
understandably more concerned about the treatment he gets from his
supervisors, the degree of independent and weather his job is interesting. But
when he loses his high-paid job, he is more concerned about regaining
steady well-paid employment.

“Better a bad job than no job at all”

People in organization have many needs, all of which are competing. Some
people are mainly drawn achievement; others are concerned primarily with
security and so on. Despite these individuals differences, an effective
manager would not presume to decide which motives are important to his
employees really wants from their jobs. By bringing their perception closer
to reality, (i.e. what their people really want?) managers an increase their
effectiveness.
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 MEASURING JOB SATISFACTION

Two most widely approaches to measure job satisfaction are a single global
rating and a summation score made up of a number of facets. The single
global rating method is nothing more than asking individuals to respond to
one question, such as “All things considered, how satisfied are you with
your job ?” respondents then reply by circling a number between 1 and 5
that corresponds with answers from “Highly Satisfied” to “highly
Dissatisfied”

The other approach- a summation of job facets identifies key elements in a

job and asks for the employee’s feeling about each other. Typical factors that
would be included are the nature of work, supervision, promotion
opportunities and relations with co-workers. These factors are rated on a
standardized scale and than added up to create an overall job satisfaction
score.

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 JOB SATISFACTION
AS A DEPENDENT VARIABLE

Job satisfaction as a dependent variable means what work related

variables determine job satisfaction? Job satisfaction is derived
from and is caused by many interrelated factors, which from basic
3 categories:
1. Personal Factors
2. Factors inherent the job
3. Factors controllable by management

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 PERSONAL FACTORS

 GENDER : Most investigations on the subject have found that

women are better satisfied with their jobs than are men. This is so
despite the act that women are generally discriminate against in job
competition and pay. Quite possibly the reason is that women’s
ambition and financial needs are less.

 NUMBER OF DEPENDENTS: Results of many studies indicate that

the more dependents one has, the less satisfaction he has with the job.
Perhaps the stress of greater financial need brings about greater
dissatisfaction with one’s job.

 AGE: From the consensus of studies, age has little relationship to job
satisfaction for all employees but it is important in some job
situations. In some groups job satisfaction is lower, and in some others
there is no difference.

 TIME ON JOB: several investigations have indicated that job

satisfaction is relatively high at the start, drops slowly to the fifth or
eight year, and then rises again with more time on the job. The highest
morale is reached after the twentieth years.
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 INTELLIGENCE: Relation of intelligence to job satisfaction
depends on the level and range of intelligence and the challenge of the
job.

 EDUCATION: there is great deal of conflict evidence on the

relationship between education and job satisfaction so no
generalizations can be made. Organizational polices in advancement
in relation to education are important.

 PERSONALITY EXCLUSIVE OF INTELLIGENCE : Personality

has been suggested as a major cause of job dissatisfaction. In a study
it was found that persons who were rated high in interpersonal
desirability by their fellow employees were the most satisfied with
their job.

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 FACTORS IN HERENT
IN THE JOB

These factors are important for management to plan and administer job more
advantageously for its workers:

 TYPE OF WORK: Employees tend to prefer job that give them

opportunities to use their skills and abilities and of a variety of tasks,
feedback on how well they are doing. These characteristics make
work mentally challenging. Jobs that have too little challenge create
boredom, but too much challenge creates frustration and feeling of
failure. Under conditions of moderate challenge, most employees will
experience pleasure and satisfaction.

 SKILLS REQUIRED : Skills in relation to jobs has a bearing on

several other factors such as kind of work, occupational status,
responsibility etc. When skills exist to a considerable degree, it tends
to become the first source of satisfaction.

 OCCUPATIONAL STATUS: Occupational status is related to, but

not identical with job satisfaction. It has been observed that
employees are more dissatisfied in jobs that have less social status and
prestige.

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 GEOGRAPHY: it is general observation that workers in larger cities
are less satisfied with their jobs than are those in similar cities and
towns.

 SIZE OF PLANT: In small plants individual known each other better

and are therefore more cooperative. The favorable attitude in small
plants are based specifically in optimism about advancement,
opportunity for making suggestion, treatment of employees and
respect for the ability of management.

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 FACTORS CONTROABLE
BY MANAGEMENT

 JOB SECURITY: Industrial workers say that what they want most is
steady work. Employment relation in the last decade has undergone a
fundamental change. Fell time permanent employment has been
declining and other forms of insecure work agreements like contracts,
temporary and labour has been increasing. It is suspected that the loss
of jobs is more pronounced among blue-collar workers that in white-
collar workers.

 PAY: the importance of pay as a factor in job satisfaction has been

greatly overemphasized by management. Many companies feel that a
pay raise is a “cure-all” which will make everyone in the plant happy.
Pay ranks well below security, type of work and opportunity for
advancement. The importance of pay will probably change with
labour market, with economic conditions and with employees beliefs
about the job situation.

 FRINGE BENEFITS: Management as something employees want

has emphasized benefits, but the results of most of the studies show
benefits in a rather low position of importance.

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 FRINGE BENEFITS: Management as something employees
want has emphasized benefits, but the results of most of the
studies show benefits in a rather low position of importance.

 OPPORTUNITY FOR ADVANCEMENT: studies show that

opportunity for advancement consistently ranks above average in
importance. This factor is more important to sales, and skilled
personnel, and least important to unskilled. Older workers were
less interested in advancement that younger ones, perhaps because
a man does most of his advancing in his earlier years and settles in
one or two jobs in his last twenty years of working. Individuals,
who perceive that promotion decisions are made in a fair and just
manner, therefore are likely to experience satisfaction from their
jobs.

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 JOB SATISFACTION
AS AN INDEPENDENT VARIABLE

Managers interest in job satisfaction tends to center on its effect on

employee performance. A number of studies have been designed to
access the impact of job satisfaction on employee productivity,
absenteeism and turnover:

 SATISFACTION & PRODUCTIVITY: There is a positive

relationship between satisfaction and productivity. The relationship is
stronger when the employees behavior is not constrained or controlled
by outside factors. An employee’s productivity on machine-paced
jobs, for machine than his or her level of satisfaction. Similarly, a
stockbroker’s productivity is largely constrained by the general
movement of the stock market. When the market is moving up and
volume is high, both satisfied and dissatisfied brokers are going to
ring up lots of commissions.

One of the greatest myths held by managers is that the happier a worker is
the more he or she will produce. Research tells us that positive emotions do
not cause productivity. It is more likely that high productivity leads to
satisfaction. Management may have to do specific things to increase
productivity and separate things to improve satisfaction.

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Assuming that the organization rewards productivity, your higher
productivity should increase verbal recognition, your pay level and
probabilities for promotion. These rewards increase your level of satisfaction
with the job.

SATISFACTION AND ABSENTEEISM: There is a negative relationship

between satisfaction and absenteeism. Dissatisfied employees are more
likely to miss work. Organizations that provide liberal stick level benefits
are encouraging all their employees including those who are highly satisfied
to take days off.

A study was made about how satisfaction directly leads to attendance, where
there is minimum impact from other factors. If satisfaction leads to
attendance, where there is absence of outside factors, the more satisfied
employees should have come to work while dissatisfied employees should
stayed at home.

 SATISFACTION & TURNOVER: Satisfaction is negatively related

to turnover, but the correlation is stronger than for absenteeism. Yet
again other factor such as labour market conditions, expectations
about alternative job opportunities and length of tenure with the
organization are important constraints on the actual decision to leave
one’s current job.

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  SATISFACTION & JOB PERFORMANCE: Bray field and
Crockett examined all research relating to job satisfaction and job
performance upto 1955 and concluded that was virtually no evidence
of any relationship between these two variables.

In summarizing the research relating to job satisfaction to job behavior

variables, Vroom draws number of conclusions:

1) There is a consistent negative relationship between satisfaction and the

probability of resignation(turnover).
2) There is a less consistent relationship between satisfaction and
absences.
3) There is no simple relationship between satisfaction and job
performance.

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HOW EMPLOYEES CAN EXPRESS DISSATISFACTION?

Dissatisfaction can be expressed in a number of ways. For example than quit

employees can complain, be insubordinate, steal organizational property, or
shirk a part of their work responsibilities. There are four responses that
differs one another along with two dimensions:

1) Constructiveness/Destructiveness

2) Activity/Passivity

 EXIT: Dissatisfaction expressed through behavior directed towards

leaving the organization which includes looking for a new position as
well as resigning.

 VOICE: Dissatisfaction expressed through active and constructive

attempts to improve conditions that includes suggesting
improvements, discussing problems with superiors and some from of
union activity.

 LOYALTY: Dissatisfaction expressed by passively but optimistically

waiting for conditions to improve, includes speaking up for the
organization in the face of external criticism and trusting the
organization and its management “to do the right thing”.

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 NEGLECT: Dissatisfaction expressed through allowing conditions to
worsen, includes chronic absenteeism or lateness, reduce effort and
increase error rate.

Exit and neglect behavior encompass the performance variables

productivity, absenteeism and turnover. Constructive behaviors that allow
individuals to tolerate unpleasant situations or to revive a satisfactory
condition, which helps to understand situations such as those sometimes
found among, unionized workers, where low job satisfaction is coupled
with low turnover. Union members often express dissatisfaction through
the grievance procedure or through formal contract negotiations. These
voice mechanism allow the union members to continue in their jobs
while convincing themselves that are acting to improve situation.

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 IMPORTANCE OF HIGH JOB
SATISFACTION

Managers should be concerned with the level of job satisfaction in their

organizations for at least three reasons:
a. Dissatisfied employees skip work more often and more likely to
resign.
b. Satisfied employees have better health and live longer.
c. Satisfaction on the job carries over the employees life outside
the job.

Satisfied employees have lower rates of both turnover and absenteeism.

Specifically, satisfaction is strongly and consistently negatively related to an
employee’s decision to leave the organization.

Several studies have shown that employees who are dissatisfied with their
jobs are prone to health setbacks ranging from headaches to heart disease.
Some research even indicates that job satisfaction is better predictor of
length of life than in physical condition.

Job satisfaction has its importance for society as a whole. When employees
happy with their jobs, it improves their live off the job. These people will
hold a more positive attitude towards life in general and make for a society
of more psychologically healthy people. In contrast, the dissatisfied
employee carries that negative attitude at home.

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For management, a satisfied work force translates into higher productivity
due to fewer disruptions caused by absenteeism or good employees quitting,
as well as into lower medical and life insurance costs. Satisfaction on job
carries over to the employee’s off the job hours.

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INTRODUCTION

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 POWERING INDIA’S GROWTH

The year 1975 witnessed the birth of an organisation that went on to achieve
great feats in performance in a sector that was, until then, characterized
largely by lack of investment, severe supply shortage and operational
practices that made the commercial viability of the sector unsustainable. On
November 7 1975, NTPC came into being and with it came a bold way of
looking at the power infrastructure that could support the economy, then
reeling under the oil crisis. Since then, NTPC has led the power sector with
the creation of an immensely efficient and reliable power generation
infrastructure which was till then largely in the hands of state electricity
boards.
NTPC was set up in the central sector to build, own and operate large
thermal power stations which unit size of 200MW and 500MW. Capacity
addition by NTPC was meant to supplement the efforts of state electricity
boards (SEBs). The first four projects, namely, Singrauli, Korba,
Ramagundam and Farakka, in four different regions of the country, were
already on the drawing board and were to be set up as pit-head stations.
There were challenges aplenty. The expectations were high and so were the
risks. NTPC symbolized hope of the country suffering from crippling power
black-outs, the government of India, which was trying to put an ailing,
economy back on track and the World Bank, which was supporting the
country in many development initiatives. Thus, NTPC was created not only
to redraw the power map of India but also to excel in its performance and set
benchmarks for others to follow. It succeeded on both counts.

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NTPC the largest power company of the country has been consistently
powering the growth of India.

NTPC quickly upgraded the power system to 500 MW units by

synchronizing its first 500 MW units at Singrauli in 1986. It had already
broken new ground by employing the High Voltage Direct Current (HVDC)
technology for power transmission from Rihand to Delhi in 1984. Gas based
capacities had the advantages of lower implementation time cycles along
with being more environment friendly. The World Bank approved the
funding of the first three gas projects of NTPC at Anta, Auraiya and Kawas
as early as in 1984.

NTPC's core business is engineering, construction and operation of power

generating plants and also providing consultancy to power utilities in India
and abroad. As on date the installed capacity of NTPC is 24,249 MW
through its 14 coal based (19,980MW), 7 gas based (3,955 MW) and 3 Joint
Venture Projects (314 MW). NTPC acquired 50% equity of the SAIL Power
Supply Corporation Ltd. (SPSCL). This JV company operates the captive
power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74
MW).

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NTPC’s share on 31 Mar 2006 in the total installed capacity of the country
was 19.51% and it contributed 27.68% of the total power generation of the
Country during 2005-06.

An ISO 9001:2000 certified company, it is world’s sixth largest thermal

power generator and second most efficient in capacity utilization.
The corporation recorded a generation of 149.17 billion units (BUs) in 2003-
04 an increase of 5.9% over 2002-03.
Rated as one of the “Best companies to
work for in India” it has developed into a multi-location and multi-fuel
company over the past three decades.

Driven by its vision to lead, it has charted out an ambitious growth plan of
becoming a 40,000 MW plus company by 2012. Following are the other
important highlight of 2003-04:
 Total Income of more than Rs. 25000 Crore
 Net profit in excess of RS. 5000 Crore
 A dividend payment of Rs. 1082.3 Crore to the Govt. of India
 Received highest credit rating AAA by CRISIL and LAAA by
ICRA for domestic bonds and international rating for Eurobond
To tap the potential of power sector, it has formed the NTPC Electric supply
Company for power distribution activities. NTPC Vidyut Vyapar Nigam, a
subsidiary company has been set up for power trading. A powerful initiative
for NTPC is its entry into the business of coal mining and coal washeries
NTPC has already entered the hydro sector through its 800 MW Koldam
Hydro Power project in Himachal Pradesh.

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 The company is committed to
preserve and nurture the environment through the following projects:

 On-line paryavaran Monitoring System (PMS) introduced

 All NTPC station are ISO 140001 certified
 Planted 1.6 crore trees in and around its power stations for
Balancing the ecosystem
 Nearly 75 lakhs tones of ash was utilized in cement, asbeston,
land development and road embankment during 2003-04, which is
23.5% of total ash generation.
A member of Global Compact, a UN initiative, NTPC has underta-
ken initiatives to create a brighter future for the weaker section of the
society. Pro-active in the field corporate Social Responsibility (CRS), NTPC
continues to focus on the resettlement and rehabilitation issue in respect of
persons affected by its project.
NTPC plans to establish a foundation for:
 Helping physically challenged persons
 Electrification of remote and rural clusters
 Preservation and maintenance of historical monuments and
 Planned response in time of natural disaster and calamities.

NTPC has set new benchmarks for the power industry both in the area of
power plant construction and operations. It is providing power at the
cheapest average tariff in the country. With its experience and expertise in
the power sector, NTPC is extending consultancy services to various
organizations in the power business.

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 NTPC is committed to the environment, generating power at
minimal environmental cost and preserving the ecology in the vicinity of the
plants. NTPC has undertaken massive a forestation in the vicinity of its
plants. Plantations have increased forest area and reduced barren land. The
massive a forestation by NTPC in and around its Ramagundam Power
station (2100 MW) have contributed reducing the temperature in the areas
by about 3°c. NTPC has also taken proactive steps for ash utilization In
1991, it set up Ash Utilization Division to manage efficient use of the ash
produced at its coal stations. This quality of ash produced is ideal for use in
cement, concrete, cellular concrete, building material.

A "Centre for Power Efficiency and Environment Protection (CENPEEP)"

has been established in NTPC with the assistance of United States Agency
for International Development. (USAID). Cenpeep is an efficiency oriented,
eco-friendly and eco-nurturing initiative - a symbol of NTPC's concern
towards environmental protection and continued commitment to sustainable
power development in India.

As a responsible corporate citizen, NTPC is making constant efforts to

improve the socio-economic status of the people affected by the projects.
Through its Rehabilitation and Resettlement programmes, the company
endeavors to improve the overall socio-economic status of Project Affected
Persons.
NTPC was among the first Public Sector Enterprises to enter into a
Memorandum of Understanding (MOU) with the Government in 1987-88.
NTPC has been Placed under the 'Excellent category' (the best category)
every year since the MOU system became operative.
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Recognizing its excellent performance and vast potential, Government of the
India has identified NTPC as one of the jewels of Public Sector ‘Navratnas’-
a potential global giant. Inspired by its glorious past and vibrant present,
NTPC is well on its way to realize its vision of being “A world class
integrated power major, powering India’s growth, with increasing global
presence”.

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 OUR

VISION

To be one of the world’s

Largest and best power utilities,
Powering India’s growth.

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 CORE VALUES
(COMIT)

Customer Focus
Organization Pride
Employee Satisfaction
Mutual Respect and Trust
Initiative and Speed
Total Quality

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32
 CORPORATE MISSION
• Make available reliable and quality power in increasingly largquantities
at competitive prices and ensure timely realization of revenues.

• Adopt a broad based capacity portfolio including hydro power, LNG,

nuclear power and non-conventional and eco-friendly fuels.

• Plan and speedily implement power projects using state-of-the-art

technologies.

• Be an integrated utility by implementing strategic diversifications in area

such as power trading, distribution, transmission, coal mining, coal
beneficiation etc.

• Develop a strong portfolio of profitable businesses in overseas markets

including technical services, generation assets etc.

• Lead fundamental and applied research for adoption of State-of-the-art

technologies, breakthrough efficiency improvements and new fuels.

• Lead developmental efforts in the Indian power sector including

assisting state utility reform, policy advocacy etc.

• Be a socially responsible corporate entity with thrust on environmental

protection, as utilization community development and energy
conservation.

• Continuously attract and develop competent and committed human

resources to match world standards.

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 CORPORATE OBJECTIVE

In pursuance of the vision and mission, the following are the

corporate objectives of NTPC:

To realize the vision and mission, eight key corporate objectives has been
identified. These objectives would provide the link between the defined
mission and the functional strategies.

BUSINESS PORTFOLIO GROWTH

• To further consolidate NTPC's position as the leading thermal power
generation company in India and establish a presence in hydro power
segment.

• The broad base the generation mix by evaluating conventional and non-
conventional sources of energy to ensure long run competitiveness and
mitigate fuel risks.
• To diversify across the power value chain in India by considering
backward and forward integration into area such as power trading,
transmission, distribution, coal mining, coal beneficiation etc.

• To develop a portfolio of generation assets in international markets.

• To establish a strong services branding in the domestic and international

markets.

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CUSTOMER FOCUS
• To foster a collaborative style of working with customers, growing to be
a preferred Brand for supply of quality power.

• To expand the relationship with existing customers by offering a bouquet

of services in addition to supply of power e.g. Trading, energy-
consulting, distribution consulting, management practices.

• To expand the future customer portfolio through profitable diversifica-

tion into downstream businesses, Intel alia retail distribution and direct
supply.

• To ensure rapid commercial decision making, using customer specific

information, with adequate concern for the interests of the customer.

AGILE CORPORATION

• To ensure effectiveness in business decisions and responsiveness to

change in the business environment by:

- Adopting a portfolio approach to new business development.

- Continuous and co-ordinated assessment of the business environment
to identify and respond to opportunities and threats.

• To develop a learning organisation having knowledge-based competitive

edge in current and future businesses.

• To effectively leverage information technology to ensure speedy

decision-making across the organisation.

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PERFORMANCE LEADERSHIP
• To continuously improve on project execution time and cost in order to
sustain long run competitiveness in generation.
• To operate and maintain NTPC stations at par with the best run utilities
in the world with respect to availability, reliability, efficiency,
productivity and costs.
• To effectively leverage information technology to drive process
efficiencies.
• To aim for performance excellence in the diversification businesses.
• To embed quality in all systems and processes.

HUMAN RESOURCE DEVELOPMENT

• To enhance organisational performance by institutionalizing an objective
and open performance management system.

• To align individual and organisational and develop business leaders by

implementing a career development system.

• To enhance commitment of employees by recognizing and rewarding

high-performance.

• To build and sustain a learning organisation of competent world-class

professionals.
• To institutionalize core value and create a culture of team-building,
empowerment, equity, innovation and openness which would motivate
employees and enable achievement of strategic objectives.
FINANCIAL SOUNDNESS
• To maintain and improved financial soundness of NTPC by prudent
management of financial resources.

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• To continuously strive to reduce the cost of capital through prudent
management of development funds, leveraging opportunities in domestic
and international financial markets.

• To develop appropriate commercial policies and processes which would

ensure remunerative tariffs and minimize receivables.

• To continuously strive for reduction in cost of power generation by

improving operating practices.

Sustainable power development

• To contribute to sustainable power development by discharging
Corporate social responsibilities.

• To lead the sector in the area of resettlement and rehabilitation and

environment protection including effective ash-utilization, peripheral
development and energy conservation practices.

• To lead developmental efforts in the Indian power sector through efforts

policy advocacy, assisting customers in reform, disseminating best
practices in the operations and management of power plants etc.

Research and development

• To pioneer the adoption of Reliable, Efficient and Cost-Effective
Technology by Carrying out Fundamental and Applied Research in
Alternate Fuels and Technologies.

• To disseminate the technologies to other players in the sector and the

long run generating revenue through proprietary technologies.

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 DIFFERENT STATION OF NTPC

STATIONS CAPACITY (MW)

Northern Region 4780
Singrauli 2000
Rihand 1500
Unchahar 840
Tanda 440
National Capital Region 3152
Dadri (Coal) 840
Anta (Gas) 413
Auraiya (Gas) 652
Dadri (Gas) 817
Faridabad (Gas) 430
Western Region 6153
Korba 2100
Vindyachal 2760
Kawas (Gas) 645
Jhanor Gandhar (Gas) 648
Eastern Region 5900
Farakka 1600
Kahalgaon 840
Talcher – Kaniha 3000
Talcher - Thermal 460
Southern Region 3950
Ramagundam 2600
Simhadri 1000
Rajiv Gandhi CCP (Gas) 350
3 Joint Venture Projects 314

Total 24249

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 NTPC LIMITED

NTPC Electric NTPC Vidyut Pipavav Power NTPC Hydro

Supply Co. Ltd. Vyapar Nigam Development Co. Ltd.
Ltd. Ltd.

Utility NTPC PTC NTPC Bhilai NTPC Ratnagiri

Powertech Alstom India Ltd. SAIL Electric Tamilnadu Gas &
Ltd. Power Power Co. Supply Co. Energy Co. Power
Services Pvt. Ltd Pvt. Ltd. Ltd. Pvt. Ltd.
Pvt. Ltd

Subsidiary Companies Ownership (%)

1. NTPC Electric Supply Company Ltd. 100
2. NTPC Vidyut Vyapar Nigam Ltd. 100
3. Pipavav Power Development Company Ltd. 100
4. NTPC Hydro Ltd. 100

Joint Venture Companies

1. Utility Powertech Ltd. 50
2. NTPC Alstom Power Services Private Ltd. 50
3. Power Trading Corporation of India Ltd. 8
4. NTPC SAIL Power Company Private Ltd. 50
5. Bhilai Electric Supply Company Private Ltd. 50
6. NTPC - Tamilnadu Energy Company Ltd. 50
7. Ratnagiri Gas and Power Private Ltd. 28.33

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 NTPC regularly increase there generating capacity and try to generate more and more
electricity to match with requirement of India. Capacity increases 200 MW in February
1985 to 24249 MW in March 2014.

SUCCESS IN OPERATION & MAINTENANCE

The company was operating a sizeable fleet of coal based units with varying units
sizes, technologies and vintages. Having tasted unprecedented success in the project
implementation, the organization was keen on replicating its success story in operation
and maintenance of its power stations. It worked towards being a consistent performer
in terms of capacity utilization and efficiency parameters. The highest figure of
NTPC stations positively affected the overall capacity utilization of the sector which
otherwise hovered around the dismally low levels of 50%. Maintenance practices, in
line with best international practices, resulted in NTPC plants clocking efficiency

40
parameters, which not only set benchmarks in the context but also compared favorably
with international figures

NTPC was ranked the sixth largest thermal generator in the world and was adjudged
the second most efficient in terms of capacity utilization amongst these generators by
Data monitor, UK in 1998.

NEW DIRECTION FOR THE COMPANY

These were indeed difficult times for the generation. The company needed to respond
quickly to the changes in the business environment. It needed to redesign its growth
strategy in the context of changing policy environment, deteriorating financial health
of its customer, advent of regulators into the sector and possibility of competition in
the not so distant future. It started by revisiting its corporate plan 1985-2000. This
ambitious plan outlined strategy to enable NTPC to retain its leadership position in the

41
next millennium and help it to become a 40,000 MW plus company by the end of 11 th
plan (2014).

NTPC record is very impressive PLF and availability figures in this decade. Capacity
utilization figures have been consistently higher than 80% since 2008-2009. The PLF
and availability touched an all time high of 87.51% and 91.2% respectively in 2009-
10. The company had drawn up an ambitious capacity addition plan of adding over

42
9000MW in the ninth plan period (2010-11), of over 7000MW in the tenth plan period
(2011-12) and around 20000 MW for the twelfth plan period (2013-14).

MANAGEMENT PHILOSOPHY

“We will devote our human resources and technology to create superior
products and services, there by contributing to a better global society.

Our management philosophy represents our strong determination to

contribute directly to the prosperity of people all over the world-a single
human society key to our efforts is our own people, whose talent and
creativity are dedicated to doing their best at all time.

Technology also plays an important role in making it possible to achieve

higher standards of livings. And superior product and services or what we
are all about.

We believe that the success of our contribution to the society and to the
mutual prosperity of people across national boundaries truly depends on how
we manage our company. Thus we challenge the world to create the future
with our customer. Our determination is growth-a perpetual challenge-but
always working within the context of cooperative and inclusion of our
customers.

43
PRACTICES
IN
NTPC
44
 WORKERS PARTICIPATION IN
DECISION MAKING / PLANNING IN
NTPC

A comprehensive scheme for employees participation in management has

also been promoted in NTPC the basic of this scheme is to devise a system
whereby mutual trust and confidence are created between employees and
management, which would promote active involvement of the employees
with the work process it would also motivate them to give their best and to
achieve greater job satisfaction resulting in the fulfillment of the larger
objectives of the firm.

There are two tiers system of employee’s participation which will operate
through
 Unit council
 Joint council
TIER 1 – UNIT COUNCIL

There is one unit council on circle level which consists of chairman,

secretary and 6 members.

45
 SCOPE AND FUNCTIONS
1) To assist management in achieving monthly / yearly targets.
2) To assist in improvement in turnover / output, efficiency including
elimination of wastage and optimum utilization of machine capacity
and manpower.
3) Specifically identify areas of low out put and recommend corrective
steps to eliminate relevant contributing factors.
4) To study absenteeism in the units and recommend steps to reduce the
same.
5) To enforce safety measures.

TIER 2 JOINT COUNCIL

There is one joint council in each project which consist of chairman,
secretary, 7 members.

SCOPE AND FUNCTIONS

1) To assist the management in achieving optimum turnover,
efficiency and higher productivity of man and machinery for the
project as a whole.
2) Matters emanating from unit council which remain unresolved.
3) Assist in development of skills of employees and promotion
adequate facilities for training.
4) Assist in preparation of work schedule.
5) To assist in optimum use of raw material.
6) To assist in improvement of general health, welfare and safety
measures in the project.

46
 SUGGESTION SCHEME IN NTPC
The suggestion scheme in NTPC has came into force since 1982 whose
main objective was to inculcate amongst employees a deeper sense of
involvement with the objectives of the corporation and to encourage the
creative potential of employees for intellectual participation in the
improvement of methods, utilization of machinery and equipments etc.

The scheme generally covers all types of suggestions on any one or more
of the following facts of working of the corporations:

MATERIAL HANDLING
1.Optimum use of materials, fuel, power etc.
2.Substitution of imported materials with our impairing efficiency.
3.Better utilization of waste material or scrap.
4.Reducing material handling time.
5.Reducing material procurement time.

USE OF MACHINE AND EQUIPMENT

1.Improvement in design and/or quality of product.
2.Improvement in methods of maintenance and reducing wear and tear.
3.Mechnising the hand operations.
4.Combining different processes

SIMPLIFICATION OF OPERATION
1.Eliminating of operation.

47
2.Combining different operation.
3.Reducing fatigue.

OFFICE ROUTINE
1.Reducing the volume of records and paper work without loss of
efficiency.
2.simplification of procedures and routing operations.

WORKING CONDITIONS AND SAFETY

1.Improvement of working condition including safety, health, safety
devices and environmental conditions.
2.Improvement of interpersonal relationship.

PROJECT DESIGN ASPECTS

1.Suggestion leading to advantageous scheduling of the total project.

2.Suggestions leading to better investigation technique.

48
 RATIONALE BEHIND THE STUDY

The present age is the age of competition. Every field is becoming highly
competitive day by day. For the growth of any activity, skill and
knowledge is very important and for that matter. Institution always plays
an imperative role. On account of financial liberalization policy and
economic reforms, the institution have to shoulder higher responsibilities.
This can be achieved only through proper and trained staff. Training
helps in acquiring knowledge by the staff working in the Institution.

The organization has to be more responsive to the changing socio-

economic environment. Organizational capabilities need improvements
through continues updating of technology, training and developments of
man power, create a climate that can promote a culture of excellence and
Job Commitment of individuals to the organizational plays an important
role in achieving the organizational goals and objectives. Job satisfaction
level in any organization plays an important role in achieving the
organizational goals and objectives in the present day of stiff challenge
from competitive market, it is ongoing process which requires proper
identification of organizational satisfaction level and also the ways of
increasing the job commitment among the individual. Besides the
technological and financial resources, the Human Resources is the
biggest source of success in any organization.

49
A highly satisfied environment in any organization will definitely increaser
the Job Commitment among the individuals which in turn increase the
efficiency.

The structure of an organization has a significant impact upon the way it is

managed. The structure of the organization has a long history. While they
may vary somewhat from country to country, there are two fundamental
characteristics of quality of life of modern man is clearly a massive
improvement upon his forefathers due to scientific and industrial progress.
Today mankind can walk on the moon, can communicate with a person
sitting thousands of miles away and can travel hundreds of miles within
shortest time. Yet, modern civilization has also made the life of man more
complexful of the hazards of his own creation. Ours is Considered as era of
stress. Frustration, conflicts, tension, and anxiety have become regular
features of life. Any vulnerability to dissatisfaction that executives may
suffer poses the potential risk of multiplying the level of maladjustive
behaviour in the companies they work for, as they command and supervise
large numbers of people in their organization.

50
51
 OBJECTIVE OF RESEARCH

The study was carried out at NTPC. The main objects of the study are:

 To study of employee job satisfaction, by studying salary, growth

apportuanity, job security, organizational climate and factors
affecting it.

 To analyse level job satisfaction in NTPC.

 To find out whether women are better satisfied with their job than
men or men are more satisfied with their job than women.

 Self-development and understanding of working of HRD

department.

52
 RESEARCH METHODOLOGEY

The research is in common parlance refers to a search for knowledge. One

can also define research as scientific and systematic search for pertinent
information on a specific topic.

Well, all possess the vital instinct of inquisitiveness for, when the unknown
confronts, we wonder and our inquisitiveness makes us probe and attain full
data and fuller understanding of the unknown, can be termed as research.
Research comprises defining and redefining problem, suggesting solutions,
collecting, organizing and evaluating data, making deductions and reaching
conclusion and at lest carefully testing the conclusion.

Research methodology is a way to systematically solve the problem.

RESEARCH DESIGN
A research design is the arrangement of conditions for the collection
and analysis of data in a manner that aims to combine the relevance
to research purpose with economy in procedure.

In fact the research design is the conceptual structure within research

is conducted, if it constitutes the blueprints for the collection
measurement and the analysis of the data.

53
The research work which is undertaken is to get a detailed knowledge about
the project [Employee Job Satisfaction]

DATA COLLECTION

Both primary as well as the secondary data have their own importance, and I
have collected data from primary as well as secondary sources, but how ever
in my project work I have focused more on primary data.

As stated, the primary data as collected with the help of

questionnaire comprising of 30 questions. All the employees that
constituted sample were approached individually.

Secondary data was collected from NTPC by:

 Web site
 Internet
 Magazines
 Books.
 Annual reports
 Brochure

SAMPLE SIZE

A sample size of 50 employees working in NTPC were taken into

consideration.

54
SAMPLING TECHNIQUE

The target group comprised the employees of NTPC. The sample was

distributed in equal ratio both male and female officer. The respondents were

selected randomly from each all the department in NTPC.

55
GRAPHICAL DATA INTERPRETATION
56
Q1) NTPC is a good organization to work in?

16
14 14
14
12
10
10 9
Male
8
Female
6
4
2 1 1 1
0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 95%
Agreed working men- 90%
Aggregate Agreed Percentage- 92.5%

 Analysis:-
Almost all employees agree that NTPC is a good
company to work with. The employees disagreeing with
the statement are negligible.

57
Q2) The salary provided to me is competitive with those of other
companies.

16
14
14
12
12 11
10
10
Male
8
Female
6
4
2
2 1
0 0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 95%
Agreed Working Men- 95%
Aggregate Agreed Percentage- 95%

 Analysis:-
95% employees have agreed that the salary provided to
them is comparable with those of similarly placed
industries.

58
Q3) Monetary benefits such as bonus, allowances etc., are provided to
me according to the industries practice.

14 13
12 12
12 11
10

8 Male
6 Female

4
2
2 1 1
0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working Women- 100%
Agreed Working Men- 81%
Aggregate Agreed Percentage- 90.5%

 Analysis:-
100% females employees feel that the monetary benefits
like bonus, allowances provided by the company are in
accordance into industries practice whereas only 81%
male employees have agreed with female employees.

59
Q4) Proper opportunities for my personal growth are present in the
company.

14 13
12
12 11 11
10

8 Male
6 Female

2 1 1 1
0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 90%
Agreed Working Men- 83%
Aggregate Agreed Percentage- 86.5%

 Analysis:-
Majority of employees believe that there is growth
opportunities available in the company.

Q5) The job assigned to me is according to my qualification and

caliber.

60
 12 11
10 10
10 9

8
Male
6
Female
4 3
2 2 2
2 1
0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 86%
Agreed Working Men- 80%
Aggregate Agreed Percentage- 83%

 Analysis:-
It appears that ¾ of women employees feel that they are
assigned the jobs in accordance to their qualification and
caliber whereas 80% men agree that their jobs have been
assigned in accordance to their qualification and caliber.

Q6) My job makes the best use of my abilities.

61
 14
12
12 11
10
10
8
8 Male
6 Female
4 4
4

2 1
0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 80%
Agreed Working Men- 84%
Aggregate Agreed Percentage- 82%

 Analysis:-
Comparatively, less percentage of respondents feel that
their abilities are not properly utilized/ cashed by the
company for performing jobs.

62
Q7) My carrier growth in the company is commensurate with my skill.

14
12
12 11 11
10
10

8 Male
6 Female

4 3
2 1 1 1
0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 92%
Agreed Working Men- 86%
Aggregate Agreed Percentage- 88%

 Analysis:-
92% women feel that their growth in the organization is in
accordance with the skills they possess whereas 86% men
are agreed with the statement. This would perhaps revel
that man are more ambitious and women are less
ambitious.

63
 Q8) Adequate job security is provided to me by the company.

16
14
14 13
12
12 11
10
Male
8
Female
6
4
2
0 0 0 0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 100%
Agreed Working Men- 100%
Aggregate Agreed Percentage- 100%

 Analysis:-
Each agreed employee feels secure on the job in NTPC.

Q9) I feel, I have contributed in accomplishing the company’s goal.

64
14
12
12 11 11
10
10

8 Male
6 Female

4 3
2
2
0 0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women:-
Agreed Working Men:-
Aggregate Agreed Percentage:-

 Analysis:-
Company has achieved its goal with proper contribution
of both male and female employees and this is supported
by 90% women and 81% men. It also reveals that the self
analysis of employees is in turn with the organization’s
achievements.

Q10) I involve myself in my work.

65
 18
16
16
14 13
12
12
10 9 Male
8 Female
6
4
2
0 0 0 0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 100%
Agreed Working Men- 100%
Aggregate Agreed Percentage- 100%

 Analysis:-
All male and female employees respond that they involve
themselves in their work i.e. they are sincere towards
their work.

Q11) I am proud of doing the important work in this organization.

66
 16
14
14 13
12
12 11
10
Male
8
Female
6
4
2
0 0 0 0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working Women- 100%
Agreed Working Men- 100%
Aggregate Agreed Percentage- 100%

 Analysis:-
Majority of employees favor that they are holding the
important task in this organization and they are
performing them very proudly.

Q12) Adequate responsibilities are provided for my personal and

organizational growth.

67
 16
14
14
12
12
10
10
Male
8
6 Female
6 5
4
2
2 1
0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women- 88%
Agreed Working Men- 80%
Aggregate Agreed Percentage- 84%
 Analysis:-
88% of the working women employees and 80% of men
have agreed with the statement that the responsibilities
provided to them for their personal and organizational
growth are adequate.

Q13) My work load is challenging but not burdensome.

68
 14
12
12 11
10
10
8
8 Male
6 Female

4 3
2 2
2 1 1
0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed Working Women:- 86%
Agreed Working Men- 80%
Aggregate Agreed Percentage- 83%
 Analysis:-
86% of female employees and 80% of male employees of
NTPC are enjoying their job as a challenge, and does not
feel that their work is burden on them. This reveals that
officers by and large are ready to perform challenging
jobs.

Q14) My working conditions are congenial to perform the task

assigned to me.

69
 14 13
12
12 11
10
10

8 Male
6 Female

4 3
2 1
0 0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working women- 88%
Agreed Working Men- 96%
Aggregate Agreed Percentage- 92%

 Analysis:-
92% of respondents feels that NTPC provides favorable
working conditions to perform different task.
This is the reason behind high level of performance.

Q15) I feel to tell my boss what I think.

70
 16 15
14
12
12 11
10
Male
8
Female
6 5
4 3
2
2 1 1
0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working women- 92%
Agreed Working Men- 80%
Aggregate Agreed Percentage- 86%

 Analysis:-
A very good percentage of respondents says that there is
openness in NTPC as they are free to discuss their
problems and suggestions with their boss. It reveals that
there is open door policy in NTPC and freedom to
express their ideas.

Q16) The response from my boss creates confidence in my work.

71
14 13
12
12 11
10
10

8 Male
6 Female

4
2
2 1 1
0 0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working women- 92%
Agreed Working Men- 92%
Aggregate Agreed Percentage- 92%

 Analysis:-
A good percentage of employees feel that their boss is
having encouraging motivating personality whose
response builds confidence in their work.

72
Q17) I get all information about the organizational developments regularly
through organizational channels.

14
12
12
10
10
8
8 Male
6
6 5 5 Female

4 3
2
2
0 0
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working women- 72%
Agreed Working Men- 64%
Aggregate Agreed Percentage- 68%
 Analysis:-
Only 68% respondents are agreed with the fact that
NTPC has a proper organizational channel for gathering
information which is helpful in the development of the
organization but 32% respondents are against the
statement. This would reveal that dissemination of
information from top to bottom is an area of concern in
NTPC.

73
Q18) I feel my performance assessment is done fairly.

14
12
12 11
10

8 7 Male
6 Female
4 4
4 3 3
2 2
2 1
0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working women- 76%
Agreed Working Men- 64%
Aggregate Agreed Percentage- 70%

 Analysis:-
Most of the female employees think that their
performance is judged and assessed fairly without any
partiality but only 64% of male employees are favoring
this and 20% are not supporting it where as 16% of
male are nil i.e. not responded.

74
Q19) My independence in talking decisions is not restricted.

12
10
10
8
8 7
6 Male
6 5
Female
4
4 3 3
2 2
2

0
Strongly Agree Disagree strongly Others
Agree Disagree

 Response:-
Agreed working women- 60%
Agreed Working Men- 48%
Aggregate Agreed Percentage- 54%

 Analysis:-
About 54% of the employees feel that NTPC is providing
them full independence of decision making but about
34% of the employees think that they cannot take their
own decision on their own due to certain restrictions and
12% of the employees did not respond.

75
76
 CONCLUTION
On the basis of study conducted it was dound that majority of
persentage both male and female are satisfied

LEVEL OF SATISFACTION

86.4%
86.5%

86.0%

85.5%

Female
85.0%
Male
84.5%
84.5%

84.0%

83.5%
Female Male

Both male and female

Are
Marginally satisfied with their jobs.
But women ate more satisfied with their
job, salary and working conditions.

77
 FINDINGS

 More number of women are satisfied with the benefits and incentives
provided to them in comparison with men.

 Men and women equally agree that the salary provided to them is
comparable to their industry.

 Majority of men and women agree that proper oppurtunities are

available in the industry.

 Majority of women feel that they have contributed in accomplishing

in company’s goal as compared to men.

 Most of men feel that their team members contribute equally for each
others goal.

 Women feel that their performance assesments is done fairly wheareas

considerable number of men feel the same.

 Around 70%officers feel that they are provided full independence in

taking decisions.

 Almost all empolyees agree that they have maintaineda good teem
spirit amongst them.
 3\4 of the employees are ready to prform the challing job.

 All the employees working in NHPC feel full job security.

 More percentage of men employees feel that the job assigned to them
is according to their qualification and caliber than women employees.

78
 LIMITATIONS
&
RECOMENDATION

79
 LIMITATIONS

 The sample was 50 which is small because the aim of the study was
to look into difference in the responces of male and female
employees. However, the number of working female employees
were less as compared to the male employees in the organisation
and the data was collected in equal ratio from both males as well as
females.

 As the questionnaire was distributed amongest various employees

of Samung, few of the employees hasitant in answering the
questionari.

 Some of the employees were given enough time to answer to

questionnaire but still they were not able to do the required.

 Some employees did not respond few questions because they were
not sure about the answer as the questionair was in the objective
form.

80
 A very busy as well as hectic scedule was prevalent which was an
obstruction.

81
 RECOMMENDATIONS

 IN the process of interaction with employees chosen for the study, I

have observed few shortcomings/grievances expressed by them.
Considering the above and from the analysis of the study I would like
to explain the following recommandations:

 A proper job should be assigned to the empolyees according to their

qualification and caliber with “right job to right person” attitude.

 The job should make the best use of employee abilities.

 The organisation should introduce the Programes likie carrier

counselling & skill assesment to identify developments oppurtunities.

 An indivisual’s performance should be immediately and rewarded

accordingly by his superior.

 The employee should get freedom to take decisions regarding the

work for which they are held accountable.

 The emplopyees should be provided challenging jobs to get

motivated.

82
  The empolyees should be overburden with the work.

 Each &every employee should be provided adequate duties &

responsibilities to his growth as well as to the organisation.

 The company should give emphasis on conveying regular information

to the employees through organizational channels.

Employee satisfaction should be gauged at least once a year.

83
 BIBLIOGRAPHY
1. HRM Venkatratnam and Srivastava

2. Personnel Management Memoria C.B.

3. Principles and Practices of management Prasad L.M.

4. Management Ideas in Action Batra Pramod & Mahendru Deepak

5. Managing Human Resource Weightman Jane

6. Personnel/HRM Subba Rao P. and Rao VSP

7. Websites
 www.ntpc.org.
 www.ntpc.co.in

Sir/Madam

84
 My objective is to analyze level of Employee Job Satisfaction in
NTPC. I request you to respond the questionnaire with full
honesty, as it would directly affect my study. Your views and
responses would be kept confidential, as it would be used only
for academic purpose.

QUESTIONNAIRE

AGE: _________________________________________

GENDER: _________________________________________

QUALIFICATION: _________________________________________

EXPERIENCE: _________________________________________

GRADE: _________________________________________

DEPARTMENT: _________________________________________

YEARS OF SERVICE:

The statements that follow are related to your company and job. Kindly
indicate the extent to which you agree with each statement by encircling
any of the following options:

 1 Strongly Agree
 2 Agree
 3 Undecided
 4 Disagree
 5 Strongly Disagree

Q1) NTPC is a good company to work in? 1 2 3 45

85
Q2) The salary provided to me is competitive with 1 2 3 4 5
those of other companies.

Q3) Monetary benefits such as bonus, allowances 1 2 3 4 5

etc., are provided to me according to the industries
practice.

Q4) Proper opportunities for my personal growth are 1 2 3 4 5

present in the company.

Q5) The job assigned to me is according to my 1 2 3 4 5

qualification and caliber.

Q6) My job makes the best use of my abilities. 1 2 3 4 5

Q7) My carrier growth in the company is 1 2 3 4 5

commensurate with my skill.

Q8) Adequate job security is provided to me by 1 2 3 4 5

the company.

Q9) I feel, I have contributed in accomplishing 1 2 3 45

the company’s goal.

Q10) I involve myself in my work. 1 2 3 4 5

Q11) I am proud of doing the important work in 1 2 3 4 5

this organization

Q12) Adequate responsibilities are provided for my 1 2 3 4 5

personal and organizational growth.

Q13) My work load is challenging but not burdensome. 1 2 3 4 5

86
Q14) My working conditions are congenial to perform 1 2 3 4 5
the task assigned to me.

Q15) I feel to tell my boss what I think. 1 2 3 4 5

Q16) The response from my boss creates confidence 1 2 3 4 5

in my work.

Q17) I get all information about the organizational 1 2 3 4 5

developments regularly through organizational
channels.

Q18) I feel my performance assessment is done fairly. 1 2 3 45

Q19) My independence in talking decisions is not 1 2 3 4 5

restricted.

87