Project Report on

QUALITY OF WORK LIFE

At
SATLUJ JAL VIDYUT NIGAM Ltd. SHIMLA (H.P)

Submitted for the partial fulfillment of requirement for the degree of

Masters of Business Administration

(2018-2020)

Submitted To: Submitted By

Mrs. Anushka Bindra Kanchan Barshetka

Enroll. No. 18001492
MBA 3rd Semester

CERTIFICATE-I

This is to certify that the project entitled ............................................................. has been

submitted to department of Business Management, A P GOYAL SHIMLA UNIVERSITY
BY....................................
In partial fulfilment of the requirements for the degree of Master of Business Administration of
this university. To best of my knowledge no part of this project has been submitted for any
degree or diploma anywhere elsewhere and the help received during this course of investigation
and courses of literature and sources of literature have been duly acknowledged.
Place:
Dated: Project advisor

Certificate –II

This is to certify that the project entitled.................................................. Has been, submitted to

Department of Business Management, A P GOYAL SHIMLA UNIVERSITY
BY....................................
In partial fulfilment of the requirements for the degree of Master of Business Administration of
this university. The project has been approved by the Examination Committee after conducting
an oral examination in collaboration with external examiner.

........................ ..............................
....
( project advisor) ( External Examiner )
 DECLARATION

I, ___________, Enroll no. ____________, student of MBA of School of Business, AP Goyal

Shimla University, Shimla, hereby declare that the research report on “
_________________________” is an original and authenticated work done by me.

I further declare that it has not been submitted elsewhere by any other person in any of the
institutes for the award of any degree or diploma.

Signature

Student Name
 ACKNOWLEDGEMENT

This project has been made possible through the efforts, support and co-operation of various
persons to whom I would like to express my appreciation and gratitude.First and foremost, it
gives me immense pleasure to express my sincere gratitude to Mr. /Mrs. /Ms ___________
whose sincere support has enabled me at each and every step and their experience has always
given me the right direction to achieve my goals.
I will have burden on my heart if I do not express my sincere thanks to staff members of
____________ for his untiring help rendered during the study from time to time. I am also
thankful to him for his valuable advice and sincere guidance during the research report.
 TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION
1.1 Introduction to Industry
1.2 Introduction to Company
1.3 Introduction to Topic
CHAPTER 2 NEED & OBJECTIVE
2.1 Need of the study.
2.2 Objectives of the study.
CHAPTER 3 RESEARCH METHODLOGY
3.1 Research Problem
3.2 Research Design
3.3 Sampling
3.4 Data Collection
3.5 Limitations of the Study
CHAPTER 4 DATA ANALYSIS AND INTERPRETATION
CHAPTER 5 FINDING
CHAPTER 6 CONCULSIONS AND SUGGESTIONS
6.1 Conclusion
6.2 Suggestions
REFERENCE
ANNEXURE
 CHAPTER-1

Electric power industry

Electric power is transmitted on overhead lines like these, and also on underground high-voltage

cables

The electric power industry covers the generation, transmission, distribution and sale of electric

power to the general public and industry. The commercial distribution of electric power started in
1882 when electricity was produced for electric lighting. In the 1880s and 1890s, growing
economic and safety concerns lead to the regulation of the industry. What was once an expensive
novelty limited to the most densely populated areas, reliable and economical electric power has
become an essential aspect for normal operation of all elements of developed economies.

By the middle of the 20th century, electricity was seen as a "natural monopoly", only efficient if
a restricted number of organizations participated in the market; in some areas, vertically-
integrated companies provide all stages from generation to retail, and only governmental
supervision regulated the rate of return and cost structure.

Since the 1990s, many regions have broken up the generation and distribution of electric power
to provide a more competitive electricity market. While such markets can be
abusively manipulated with consequent adverse price and reliability impact to consumers,
generally competitive production of electrical energy leads to worthwhile improvements in
efficiency. However, transmission and distribution are harder problems since returns on
investment are not as easy to find.

INTRODUCTION
SJVN has the experience of corporate and project planning , design engineering,
construction management, erection & commissioning, contracts management,
project management, human resource management , financial management,
commercial management and also the experience of tackling the problems
encountered during execution of gigantic 1500MW Nathpa Jhakri HEP. To
effectively utilize the in-house expertise and the experience gained, a dedicated
consultancy division in SJVN Limited is providing consultancy services in an
integrated manner from concept to commissioning of Hydroelectric Projects to
national and international organizations.

Beginning from a single hydropower project company, SJVN

today has a footprint in a diversified set of power projects, which includes
Hydroelectric Projects in Himachal Pradesh, Uttrakhand, Aurnachal Pradesh and in
the neighboring countries of Nepal and Bhutan, a Thermal Power Project in Bihar, a
Power Transmission Project in Nepal, Wind Power project in Maharashtra and
Solar Powe Projects in Gujarat & Rajasthan.
COMPANY PROFILE

SJVN Limited, a Mini Ratna & Schedule 'A' CPSU under the
Ministry of Power, Govt. of India, is a joint venture between the Govt. of India &
Govt. of Himachal Pradesh. Incorporated in the year 1988, the Company is fast
emerging as a major power player in the country. The present authorized capital of
SJVN is INR 7000 crores.

SJVN is successfully operating the country’s largest 1500 MW

Nathpa Jhakri Hydropower Station and is setting new benchmarks in generation and
maintenance year after year, after having tackled the silt erosion problems in under-
water turbine parts

SJVN has expanded its horizons and has drawn up ambitious plans
to develop into a fully-diversified trans-national power sector company having
presence in various conventional and non-conventional forms of energy.The
flagship 1500 MW Nathpa-Jhakri Hydro Power Station in Himachal Pradesh was
 commissioned in 2003-04. The generation capacity of the company has increased
with the commissioning of 47.6 MW Khirwire Wind Power project in Maharashtra
and 412 MW Rampur Hydro Power Station in Himachal Pradesh in 2014-15.

SJVN has made its debut into the Thermal Power Generation by taking up the
1320MW Buxar Thermal Power Project in Bihar for execution. The Company has
been allotted the Deocha-Pachami Coal Block in West Bengal for sourcing coal for
the project. To implement this project, SJVN has floated ‘SJVN Thermal Pvt.
Limited’, a fully owned subsidiary of the company.

SJVN has signed an MoU to develop and operate the 4000 MW

Ultra Mega Solar Project in Sambhar area of Rajasthan with five other PSUs:
BHEL, PGCIL, SSL, REIL and SECI. SJVN has 16% equity in the country’s
largest Solar Energy project.

Besides, SJVN has planned other Hydel projects of a total

generation capacity of 5492 MW which are under various stages of clearances.
SJVN has also planned 400 KV Transmission Lines for evacuation of power from
Arun III Hydro Electric Project in Nepal.

SJVN is committed to generating reliable and eco-friendly power by

means of state-of-art technology, excellence in engineering and continual
improvement in quality management. SJVN, as a technology-savvy corporation,
has established and is following sound business, financial and regulatory policies.
SJVN believes that employees are its most valuable assets and has evolved a
growth oriented development strategy for its Human Resources.

SJVN – A Mini Ratna Company

SJVN Limited was conferred with the prestigious "Mini Ratna: Category-I" status
by the Government of India in the year 2008.

SJVN – Schedule 'A' Company

Meeting the criteria laid down by the Department of Public Enterprises, SJVN on
qualifying both qualitative and quantitative parameters was upgraded as Schedule
'A' PSU in 2008.

Vision
 To be best-in-class Indian Power Company globally admired for developing
affordable clean power and sustainable value to all stake holders.

Mission

To drive socio-economic growth and optimize shareholders and

stakeholders interest by:

Developing and operating projects in cost effective and socio-environment friendly

manner.

Nurturing human resources talent with care.Adopting innovative practices for technological
excellence. Focusing on continuous growth and diversification.

Objectives

In the pursuit of above mission, the company had set for itself the
following corporate objectives:

Operating and maintaining power stations with maximum performance efficiency.

Establishing and following sound business, financial and regulatory policies.
Taking up of other hydro power projects.

Completion of the new projects allocated to SJVN in an efficient and cost effective manner.

Use of the best project management practices for the project implementation by
applying latest universally accepted Project Management Techniques, and by
enabling its Engineers, to become certified Project Managers through further
trainings.

Dissemination of available in-house technical and managerial expertise to other

utilities / projects.

Creating work culture and work environment conducive to the growth and
development of both the organization and the individuals through introduction of
participative management philosophy.

Fulfilling social commitments to the society. Achieving constructive cooperation

and building personal relations with stakeholders, peers, and other related
 organization.

Striving clean and green project environment with minimal ecological and social
disturbances.

To strive for acquiring Navratna Status.

Organization Structure

Public Sector SJVN Limited, a joint venture of the Govt. of India and Govt. of Himachal
Pradesh, is a Central Public Sector Undertaking (CPSU) under the Ministry of Power.
The present authorized capital of SJVN is Rs. 4500 crores which is under revision to Rs.
7000 crores. The present installed capacity of SJVN is 1500 MW. The Corporation has
achieved many milestones in construction, operations and investigations activities of its
projects during the last five years.

A Mini Ratna Company

The Corporation has the distinction of being conferred with the much coveted status
"Mini Ratna: Category-I" status by Government of India within only four years of
coming into commercial operations.

Schedule 'A' Company

Meeting the criteria laid down by the Department of Public Enterprises and
qualifying the qualitative and quantitative parameters viz. investment, capital
employed, net sales, profits, employees, and also factors of national importance,
complexities of problems faced, level of technology adopted prospects for
expansion and diversification, competitiveness etc., SJVN has been upgraded as
Schedule 'A' PSU.

FUTURE PORTENTS

After successful implementation, commissioning and operations

of the country's largest 1500 MW Nathpa Jhakri Hydro Power Station, the
Corporation is implementing a number of hydro power projects in the state of
Himachal Pradesh, Uttarakhand and Manipur besides in neighboring countries viz.
Nepal and Bhutan.

With the support and guidance of Ministry of Power, Govt. of India, SJVN is thus
emerging as a rising star in the hydro power sector of the country. For its upcoming
projects, the Company proposes to make an investment of over Rs. 23,000 crore in
the next 10 years. The Company has about 4000 MW capacity projects lined up for
commissioning by the year 2020.
BOARDS OF DIRECTORS

The business of the company shall be managed by Board of Directors consisting of

Full Time Directors and Part Time Directors. SJVN is headed by a full time
Chairman & Managing Director and four functional Directors viz Director
(Personnel), Director (Finance), Director (Electrical) and Director (Civil). In
addition, there are two part time Directors representing Govt. of India and Govt. of
Himachal Pradesh. Also, there are four independent Non-Official Part Time
Directors.

Sh. Nand Lal SharmaChairman cum Managing Director

Full Time Directors

Mr. A.S. Bindra Mrs.Geeta kapiur Director(Finance)

Director
(Personal)

Mr. R.K. Bansal Mr. Kanwar Singh

Director (Civil) Director (Electrical)
Part Time Government Directors & IndependDirectors:

• Mr. Prabodh Saxena Nominee Director(GoHP)

• Mr. Aniruddha Kumar Nominee Director(GoI)

• Mr. Aniruddha Kumar Nominee Director(GoI)

• Dr Rajni Sarin Independent Director

• Mr. Pravin Bhi Patel Independent Director

• Mr. Shamsher Singh Uppal Independent Director

• Mr. Ganesh Dutt Independent Director

Sub-Committees of the Board

Board of Directors has the following sub-committees

The compositions of the Sub-Committees of the Board are given below:

• Audit Committee.

• Nomination and Remuneration Committee.

• Stakeholders Relationship Committee.

• CSR, SD and R&D Committee.

PROJECTS OF SJVN LTD.

Hydro Power

Beginning from a single hydropower project company, SJVN today has a

footprint in a Hydroelectric Projects in Himachal Pradesh, Uttrakhand, Aurnachal
Pradesh and in the neighboring countries of Nepal and Bhutan.

SJVN is successfully operating the country’s largest 1500 MW Nathpa Jhakri

Hydropower Station and is setting new benchmarks in generation and maintenance
year after year, after having tackled the silt erosion problems in under-water turbine
parts.

Operation

• Nathpa Jhakri Hydro Power station.

• Rampur HPS.

• Thermal Power

After 25 years of experience gained in harnessing the country’s hydropower

potential, SJVN forayed into generation of thermal power. The first project taken up
for execution is the 1320 MW capacity Buxar Thermal Power Plant in Bihar. A
wholly owned subsidiary special purpose vehicle (SPV) company Buxar Bijlee
Company Pvt Ltd. has been incorporated for the purpose. The plant is to be located
at Chausa village in Buxar district. Coal for the thermal plant employing super
critical technology is to come from a dedicated coal mine located in Birbhum
district of West Bengal that has been allocated to SJVN by Government of India.
Scheduled to be commissioned in 41 months after work begins, the plant at May
2008 levels is billed to cost Rs 6791.36 crore. At 85 % plant load factor, the Buxar
Thermal Plant will generate 9828 million units of energy in a year.

• Wind Power

SJVN has diversified into Wind Power generation with commissioning of

its first project in Maharashtra. The 47.6 MW Khirvire Wind Power Project has
been installed at Khirvire and Kombhalne village in Ahmednagar district of
Maharashtra. In all the 56 Wind Power turbines will annually generate 85.65
million units (MU) of renewable power. Each wind power turbine has the capacity
to generate 850 kV of energy. The electricity generated at these wind energy farms
is being pooled at Akole Grid Sub-station through a 132 KV transmission line. The
project was executed on a turnkey basis.

• Solar Power
India gifted with abundance of sunlight has enabled SJVN to seize an
opportunity of tapping green power by coming together in a joint venture to set up
the 4000 MW Ultra Mega Green Solar PV Power Project in Rajasthan. The 16 %
equity shareholding that SJVN holds in what is the country’s largest solar power
project, broadens the base of the company’s aspiration to be a multi-dimensional
integrated power company. Along with other partners, in the first phase, 1000 MW
capacity of solar energy is to be tapped at the Ultra Mega Green Solar power Plant.
SJVN is also executing a 5 MW Solar PV Plant in Gujarat for which land has been
allotted at Charnka Solar Park. The Gujarat Chamka Solar Park Plant has an
expansion provision for being increased to a 25 MW capacity plan.

Power Transmission

From a power generation company, SJVN has also entered into power
transmission sector by partnering with others companies to lay out the Cross Border
Indo-Nepal Transmission Line. For setting up of the 128 Km long twin moose
400kv D/C Muzaffarpur-TLP Nepal Connection Point line, on the Indian side of the
transmission line, SJVN has acquired 26% equity in Cross-Border Transmission
 Company Ltd, (CPTC) constituted for the purpose. SJVN is partner and consultant
in executing the Indian portion (89 Km long) of the border transmission line. The
vital transmission line will help to evacuate power from Nepal to India. The line
will also help to evacuate power from the 900 MW Arun III project in Nepal that
SJVN is executing.

CHAPTER-1
INTRODUCTION

Quality of Work Life:

Quality of work life (QWL) is viewed as an alternative to the control approach of managing
people. The QWL approach considers people as an 'asset' to the organization rather than as
'costs'. It believes that people perform better when they are allowed to participate in managing
their work and make decisions.

This approach motivates people by satisfying not only their economic needs but also their social
and psychological ones. To satisfy the new generation workforce, organizations need to
concentrate on job designs and organization of work. Further, today's workforce is realizing the
importance of relationships and is trying to strike a balance between career and personal lives.

Successful organizations support and provide facilities to their people to help them to balance the
scales. In this process, organizations are coming up with new and innovative ideas to improve
the quality of work and quality of work life of every individual in the organization. Various
programs like flex time, alternative work schedules, compressed work weeks, telecommuting
etc., are being adopted by these organizations. Technological advances further help organizations
to implement these programs successfully. Organizations are enjoying the fruits of implementing
QWL programs in the form of increased productivity, and an efficient, satisfied, and committed
workforce which aims to achieve organizational objectives. The future work world will also have
more women entrepreneurs and they will encourage and adopt QWL programs.

Quality of Working Life is a term that had been used to describe the broader job-related
experience an individual has.

Whilst there has, for many years, been much research into job satisfaction (1), and, more
recently, an interest has arisen into the broader concepts of stress and subjective well-being (2),
the precise nature of the relationship between these concepts has still been little explored. Stress
at work is often considered in isolation, wherein it is assessed on the basis that attention to an
individual’s stress management skills or the sources of stress will prove to provide a good
enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that
action can be taken which will enhance an individual’s performance. Somewhere in all this, there
is often an awareness of the greater context, whereupon the home-work context is considered,
for example, and other factors, such as an individual’s personal characteristics, and the broader
economic or cultural climate, might be seen as relevant. In this context, subjective well-being is
seen as drawing upon both work and non-work aspects of life.

However, more complex models of an individuals experience in the workplace often appear to be
set aside in an endeavour to simplify the process of trying to measuring “stress” or some
similarly apparently discrete entity. It may be, however, that the consideration of the bigger,
more complex picture is essential, if targeted, effective action is to be taken to address quality of
working life or any of it’s sub-components in such a way as to produce real benefits, be they for
the individual or the organisation.

Quality of working life has been differentiated from the broader concept of Quality of Life. To
some degree, this may be overly simplistic, as Elizur and Shye,(1990)(3) concluded that quality
of work performance is affected by Quality of Life as well as Quality of working life. However,
it will be argued here that the specific attention to work-related aspects of quality of life is valid.

Whilst Quality of Life has been more widely studied (4), Quality of working life, remains
relatively unexplored and unexplained. A review of the literature reveals relatively little on
quality of working life. Where quality of working life has been explored, writers differ in their
views on its’ core constituents.

It is argued that the whole is greater than the sum of the parts as regards Quality of working Life,
and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions
which tackle only one aspect. A clearer understanding of the inter-relationship of the various
facets of quality of working life offers the opportunity for improved analysis of cause and effect
in the workplace.This consideration of Quality of working Life as the greater context for various
factors in the workplace, such as job satisfaction and stress, may offer opportunity for more cost-
effective interventions in the workplace. The effective targeting of stress reduction, for example,
may otherwise prove a hopeless task for employers pressured to take action to meet
governmental requirements.
Definition: Quality of Work Life (QWL)
Quality of work life is a concept which talks about the overall focus on employee as a person
rather than just the work done by him/her. Quality of Work Life is becoming an increasingly
popular concept in recent times. It basically talks about the methods in which an organisation can
ensure the holistic well-being of an employee instead of just focusing on work-related aspects.

SCOPE OF QUALITY OF WORK LIFE:

• Quality of work life is a multi dimensional aspect.

• The workers expect the following needs to be fulfilled.

• Compensation the reward for the work should be fair and reasonable.

• The organization should take care of health and safety of the employees.

• Job security should be given to the employees.

• Job specification should match the individuals.

• An organization responds to employee needs for developing mechanisms to allow them

to share fully in making the decisions that design their lives at work.
Importance of quality of work life

Quality of work life (QWL) is a fact that an individual’s life can’t be compartmentalised and any
disturbance on the personal front will affect his/her professional life and vice-versa. A good work
life balance is also what motivates an employee the most to perform well at his or job and also
spend quality time with the family. Therefore, organisations have started to focus on the overall
development and happiness of the employee for their motivation and reducing his/her stress
levels without jeopardising the economic health of the company. A good time
management schedule helps employees balance their work and personal life. 

Ways to achieve  quality of work life

Each organisation has its own way of achieving this. But the most common elements
adopted are shown in the image below:

There are several ways to achieve to quality of work life. The key elements can be
described as below:

1. Providing Job Security: If an employee is confident that his job is secure, they are
much more relaxed and can perform better. It gives them a confidence that even if
something goes wrong by mistake, their job will not be at stake

2. Rewards and recognition: If an employee is awarded for a good performance, its

helps them to perform even better. The leadership and top management must ensure
recognition of the efforts of subordinates.

3. Flexible work timings: Flexibility during working hours is something which is

appreciated by employees. This gives employees a chance to do their work and also
work

on certain important personal commitments. This significantly contributes to improving

the quality of work life for an employee. Companies also promote a compressed work
week concept.

4. Increased employee participation: Involving employees in discussions, strategies &

feedback is something which helps increase the employees QWL & contribution
towards a particular role.

5. Open communication: Transparency between management and employees &

effective team management gives them confidence as they are updated with the
business and also feel at ease being approachable

6. Career growth plans: Discussing the future of the employee in the company,

interesting aspects of the job, career development etc are all appreciated by employees

7. Job enrichment: Companies which are able to enrich the job with new tasks, better
learning & training, more opportunities etc are more likely to keep employees happy at
work.
 CHAPTER-2
NEEDS & OBJECTIVES

NEED OF STUDY
1. Enhance stakeholder relations and credibility:

A growing number of companies that focus on QWL improve their relationships with the
stakeholders. They can communicate their views, policies, and performance on complex social
issues; and develop interest among their key stakeholders like consumers, suppliers, employees
etc.

2. Attraction and retention:

Work-life strategies have become a means of attracting new skilled employees and keeping
existing ones satisfied. Many job seekers prefer flexible working hours as the benefit they would
look for in their job. They would rather have the opportunity to work flexible hours than receive
an additional increment in annual pay.

3.Reduces absenteeism:

a. Companies that have family-friendly or flexible work practices have low absenteeism.
Sickness rates fall as pressures are managed better. Employees have better methods of dealing
with work-life conflicts than taking unplanned leaves.

b. Workers (including the managers) who are healthy and not over-stressed are more efficient at
work.
4. Improve the quality of working lives

a. Minimising work-life role conflict helps prevent role overload and people have a more
satisfying working life, fulfilling their potential both in paid work and outside it.

b. Work life balance can minimise stress and fatigue at work, enabling people to have safer and
healthier working lives. Workplace stress and fatigue can contribute to injuries at work and
home.

c. Self-employed people control their own work time to some extent. Most existing information
on work-life balance is targeted at those in employment relationship
 OBJECTIVES

OBJECTIVE:

1) To know the overall quality of work life in the organization and its impact on employees work
culture.

2) Measure the level of satisfaction of employees towards the quality of work life.

CHAPTER-3
RESEARCH METHODOLOGY
5.1 RESEARCH DESIGN:
Research Design is the conceptual structure within
which research is conducted. It constitutes the blueprint for collection, measurement and
analysis ofs data. The design used for carrying out this research is Descriptive.
Descriptive Research is the research we don’t use “why”. It means questions are asked
from respondents but we don’t ask why they are giving these answers. In my research I
used descriptive research.

5.2 DATA TYPE: In this research the type of data collection is:

• Primary data
• Secondary data
• Primary data is that which is collected by the person himself from the
respondents. I collected primary data with the help of the “Questionnaires”. I
made a set of questions and respondents gave their views.
• Secondary data is that which is already collected by any other person in the
previous years. I used secondary data in my research and used various source
of the secondary data.

The sources of collection of secondary data are:

• Journals
• Previous Research Papers
• Magazines
• Brochures
• Company’s website

Sampling Unit: Employees

5.3 Type of Sampling: Convenience Sampling

Convenience Sampling is used by researcher according to his comfort ability. I used
convenience sampling because employees of company are convenient to me for
collecting the data.

Location: Satluj Jal Vidyut Nigam Ltd.

Sample Area: Shimla

Number of Samples : 46 employees

LIMITATION OF THE STUDY:

• Time was the major constraint for the project.

• The study is restricted to HR dept., and can’t be

generalized.

• The individual perspective appears to be different.

 CHAPTER-4
DATA ANAYSIS AND INTERPRETATION

Data analysis and interpretation:

SATISFACTION OF SALARY PACKAGE

Table 3.1.1:

SI. No Level of No. of percentage

Satisfaction Respondents
1 highly satisfied 4 8.7
2 Satisfied 23 50
3 Neutral 10 22
4 Dissatisfied 6 13
5 highly dissatisfied 3 6.3
 46 100

INFERENCE:
It is seen from the table that 8.7% of employees are highly satisfied with the salary package and
50% of employees are satisfied, 22% of employees are neutral, 13% of employees are
dissatisfied, and 6.3% of employees are highly dissatisfied with the salary package.

Table 3.1.1:

SATISFACTION OF CURRENT JOB

Table 3.1.2:
SI. No Level of No. of percentage
satisfaction Respondents
1 highly satisfied 5 11
2 Satisfied 27 59
 3 Neutral 12 26
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

INFERENC: It is seen from the table that 11% of employees are highly satisfied with current
job and 59% of employees are satisfied, 26% of employees arneutral, 4% of employees are
dissatisfied, and 0% of employees are highly dissatisfied.

Table 3.1.2:

TRANNING

Table 3.1.14:

SI.No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 21 45
3 neutral 16 35
4 dissatisfied 3 7
5 highly dissatisfied 1 2
46 100

INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with training and 45% of
employees are satisfied, 35% of employees are neutral, 7% of employees are dissatisfied,
and 2% of employees are highly dissatisfied with training.

Table 3.1.14:
MEDICAL FACILITIES

Table 3.1.4:

SI. No Level of No. of Percentage

satisfaction Respondents
1 Strongly agree 8 17
2 agree 18 39
3 moderate 10 22
4 disagree 6 13
5 Strongly disagree 4 9
46 100

INFERENCE:
It is seen from the table that 17% of employees are highly satisfied with the medical
facilities and 39% of employees are satisfied, 22% of employees are neutral, 13% of
employees are dissatisfied, and 9% of employees are highly dissatisfied with the medical
facilities.

Table 3.1.4:

BONUS

BONUS
Table 3.1.5:

SI. No Level of No. of Percentage

satisfaction Respondents
1 Strongly agree 5 11
2 agree 21 45
3 moderate 11 24
4 disagree 9 20
5 Strongly disagree 0 0
46 100
INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with the bonus and 45% of
employees are satisfied, 24% of employees are neutral, 20% of employees are dissatisfied, and
0% of employees are highly dissatisfied with the bonus.

Table 3.1.5:

CANTEEN FACILITIES

Table 3.1.6:

SI. No Level of No. of Percentage

satisfaction Respondents
1 Strongly agree 9 20
2 agree 20 43.5
3 moderate 14 29.5
4 disagree 3 7
5 Strongly disagree 0 0
46 100

INFERENCE : It is seen from the table that 20% of employees are highly satisfied with the
canteen facility and 43.5% of employees are satisfied, 29.5% of employees are neutral, 7% of
employees are dissatisfied, and 0% of employees are highly dissatisfied .
Table 3.1.6:

ESI & PF

Table 3.1.7:

SI. No Level of No. of Percentage

 satisfaction Respondents
1 highly satisfied 8 17
2 satisfied 20 44
3 neutral 16 35
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

INFERENCE:
It is seen from the table that 17% of employees are highly satisfied with the ESI & PF and 44%
of employees are satisfied, 35% of employees are neutral, 4% of employees are dissatisfied,
and 0% of employees are highly dissatisfied with the ESI & PF.

Table 3.1.7:

HEALTHY & SAFETY WORKING CONDITIONS

Table 3.1.8:

SI. No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 8 17.5
2 satisfied 23 50
3 neutral 13 28.5
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

INFERENCE:
It is seen from the table that 17.5% of employees are highly satisfied with the healthy and
safety working conditions and 50% of employees are satisfied, 28.5% of employees are
neutral, 4% of employees are dissatisfied, and 0% of employees are highly dissatisfied with
the healthy and safety working conditions.

Table 3.1.8:
JOB SECURITY

Table3.1.9:

SI. No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 29 63
3 neutral 7 15
4 dissatisfied 3 7
5 highly dissatisfied 2 4
46 100

INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with the job security and
63% of employees are satisfied, 15% of employees are neutral, 7% of employees are
dissatisfied, and 4% of employees are highly dissatisfied with the job security.

Table3.1.9:

PROMOTIONS POLICIES

Table 3.1.10:

SI. No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 3 7
2 satisfied 20 43.5
3 neutral 17 36.5
4 dissatisfied 2 4
5 highly dissatisfied 4 9
46 100
INFERENCE:
It is seen from the table that 7% of employees are highly satisfied with promotion policy and
43.5% of employees are satisfied, 36.5% of employees are neutral, 4% of employees are
dissatisfied, and 9% of employees are highly dissatisfied with promotion policy..

Table 3.1.10:

QUALITY OF WORK LIFE

Table 3.1.11:

SI. No Level of No. of Percentage

satisfaction Respondents
1 Very good 4 9
2 Good 19 40
3 Ok 20 44
4 Bad 0 0
5 Very bad 3 7
46 100

INFERENCE:
It is seen from the table that 9% of employees are highly satisfied and 40% of employees
are satisfied, 44% of employees are neutral, 0% of employees are dissatisfied, and 7% of
employees are highly dissatisfied.

Table 3.1.11:
Proper communication with employees

Table 3.1.12:

S. No Level of No. of Percentage

satisfaction Respondents
1 Strongly agree 9 20
2 agree 18 39
3 moderate 12 26
4 disagree 7 15
5 Strongly disagree 0 0
46 100

INFERENCE:
It is seen from the table that 20% of employees are highly satisfied with the attention of
changes and 39% of employees are satisfied, 26% of employees are neutral, 15% of
employees are dissatisfied, and 0% of employees are highly dissatisfied with the attention of
change. Table 3.1.12:

SATISFACTION IN PERFORMANCE APPRAISAL

Table 3.1.15:

SI. No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 3 7
2 satisfied 24 52
3 neutral 12 26
4 dissatisfied 6 13
5 highly dissatisfied 1 2
46 100

INFERENCE:

It is seen from the table that 7% of employees are highly satisfied performance appraisal and
52% of employees are satisfied, 26% of employees are neutral, 13% of employees are
dissatisfied, and 2% of employees are highly dissatisfied performance appraisal.

Table 3.1.15:

CHAPTER 5
FINDINGS
From the study:

50% of employees are satisfied with the salary package. 59% of

employees are satisfied with the current job.
39% of employees are satisfied with the medical facilities. 45% of
employees are satisfied with the bonus.

43.5% of employees are satisfied with the canteen

44% of employees are satisfied with the ESI & PF.

50% of employees are satisfied with the healthy and safety working
conditions.

63% of employees are satisfied with the job security.

 43.5% of employees are satisfied with the promotion
policy. 44% of employees are neutral with quality of
Work life.

45% of employees are satisfied with training.

52% of employees are satisfied with performance appraisal.

CHAPTER-6
SUGGESSTIONS AND CONCLUSIONS

3.3. SUGGESSTIONS

• Improving more policies and some good entertainment and relaxation programs for

employees.

• Improving good relationship with employees and providing friendly environment in

the organization.

• Making the employees to enjoy the work.

• Establish career development systems

• Help to satisfy the employees esteem needs.

• Gift vouchers for the top performers in the department for giving an innovative idea for
solving problems which is cost saving, time saving and is beneficial to the organization.

3.4. CONCLUTIONS
Social security scheme as well as welfare measures that are undertaken by the company
are appreciable. These measures are not only for the company but also for the employees
through satisfaction levels a company can ascertain whether an employee has shown his/her
best performance on given job.

Welfare measures of the employees should be taken seriously by the top management
to improve the satisfaction level by providing various benefits and facilities to them.

BIBLIOGRAPHY

• Research Methodology – C.R. Kothari

• Research methodology – Uma Shekaran

• Statistics for Management – Arora

Website Referred:

• www.citehr.edu

• www.investopedia.com
• www.toppr.com
 ANNE
XURE
QUESTIO
NNAIRE

Are you
satisfied
with
your
salary
package
1. ?

High
ly 
satis  Neutr
fied satisfied al  Dissatisfied  Highly Dissatisfied
How far
you are
satisfied
with
your
current
2. job?

High
ly 
satis  Neutr
fied satisfied al  Dissatisfied  Highly Dissatisfied

4. What do you feel about the medical facilities provided by the concern?
  Agree   Disagre  Strongly
 Strong
ly Moderat
Agree e e Disagree
Are you
satisfied
with the
bonus
provided
5. to you?

Strongl 
y Moderat
Agree  Agree e  Disagree  Strongly Disagree
Are you
satisfied
with
your
canteen
6. facility?

High
ly 
satis  Neutr
fied satisfied al  Dissatisfied  Highly Dissatisfied
7. How far you are satisfied with the ESI and PF given by the organization?

Strongl 
y Moderat  Strongly
Agree  Agree e  Disagree Disagree
8. To what extend you are satisfied with the safety and healthy working conditions?

Highl
y 
satisfi   Dissatisf
ed satisfied Neutral ied  Highly Dissatisfied
 What do
you feel
about
the job
security
in your
organiza
9. tion?

Highl 
y Highly
satisfi satisfie  Dissatisf Dissatis
ed  d Neutral  ied fied
10. Are you satisfied with the promotion policies in your organization?

Highly 
satisfie Neutral Dissatisf
d  satisfied  ied  Highly Dissatisfied
11. What do you think about the quality of work life in the organization?

 very good 
Good  Ok  Bad  Very bad
12. The company communicates every new change that takes place from time to time.
 Strongly
Agree  Agree  Moderate  Disagree  Strongly Disagree

14. How far you are satisfied with the training given by the employer?
 Highly    Highly
satisfied satisfied Neutral  Dissatisfied Dissatisfied
15. Are you satisfied with the training method used in your organization?
 Highly   Highly
satisfied  satisfied Neutral  Dissatisfied Dissatisfied
16. How do you find the performance appraisal methods adopted by your management?
 Highly    Highly
satisfied satisfied Neutral  Dissatisfied Dissatisfied