Professional Documents
Culture Documents
at
Essar Power Ltd, Hazira
Submitted by
Supervising Teacher
Submitted to
YEAR-2009-2010
ACKNOWLEDGEMENT
2
DECLARATION
Place: Surat
3
DEPARTMENT OF RESEARCH METHODOLOGY &
INTERDISCIPLINARY STUDIES IN SOCIAL SCIENCES
CERTIFICATE
4
INDEX
NO CHAPTER PAGE
NO
1. EXECUTIVE SUMMARY 6
3. INTRODUCTION OF COMPANY 8
4. RESEARCH METHODOLOGY 19
5. INTRODUCTION OF TOPIC: 21
8. SUGGESTIONS 54
9. LIMITATIONS 55
10. BIBLIOGRAPHY 56
11. ANNEXURE 57
5
EXECUTIVE SUMMARY
Employee satisfaction generates a feeling of well being and belongingness with the
organization. The greater truth is the fact that in a globally competitive
environment, it is an effective tool that can improve productivity and consequently
impact the bottom line of the company. My topic of research is “Job Satisfaction of
employees at ESSAR POWER”.
The dimensions which I have covered are The Job, The Work Environment,
Compensation, Relationship, Welfare, Rewards and Recognition, Training and
development, Health & safety and The Company.
1. Maintenance
2. Stores
3. Accounts/ Finance
4. Human Resource Department
5. Purchase
6
OBJECTIVE OF THE STUDY
The objective of this project work as a vocational trainee was to study on the topic
of “Job Satisfaction”.
To know or find out the level of job satisfaction of the employees of company in
terms of…..
Welfare
Training & development
Compensation
Support
Quality of work
Safety, Health & Security
Relationship
To ascertain the different factors which affect the level of satisfaction, morale and
motivation of the employees of an organization and the extent up to which those
factors influence the working of individuals of an organization.
The prime motive of carrying out this study was to ascertain the various factors
that are responsible for negatively motivating and satisfying the employees and
thereby what are its consequences.
Finally the prime objective behind this study is to find out the de-motivating
factors and suggest ways to remove them, so that the employees are provided with
a decent as well as satisfactory working condition.
7
INTRODUCTION OF COMPANY
ESSAR GROUP
ESSAR POWER
Positive Action
ESSAR
8
ESSAR GROUP
The Essar Group (BSE: 500630), is a multinational conglomerate in the sectors of Steel,
Energy, Power, Communications, Shipping Ports & Logistics as well as Construction
based in Mumbai. The Group's annual revenues were over USD 15 billion in FY08-09.
Essar began as a construction company in 1969 and diversified into manufacturing,
services and retail.
Essar is managed by Shashi Ruia, Chairman – Essar Group and Ravi Ruia, Vice
Chairman Essar Group.
Steel
Essar Steel is a global steel company with strong presence in intensive steel consuming
markets in Asia and North America. It is India's largest exporter of flat steel with 14
MTPA (million tons per annum) of capacity.Essar Steel is fully integrated from mining to
retail and has strong downstream capability with a global retail capacity of over 3 MTPA.
Global footprint
In 2007, Essar Steel acquired Algoma Steel in Canada, which has a current capacity of 4
MTPA, and Minnesota Steel, which has iron ore reserves of over 1.4 billion tons. The
company is building a 6 MTPA pellet plant, a concentration plant and a direct reduced
iron plant in Minnesota. In Indonesia, it operates a 400,000 TPA cold rolling complex
with a galvanizing line of 150,000 TPA, making it the largest private steel company in
that country. As of March, 2010, Essar Group is reported to be planning to float on the
London Stock Exchange, a move that could raise up to $3bn (£2bn). Reports say Essar, is
planning to sell a 20% stake in the business. According to the reports, Essar has hired
banks JPMorgan Cazenove and Deutsche Bank to organise the share listing. Analysts say
Essar wants to raise funds to pay for its expansion plans. Over March 07, 2010, Essar
announced that it had signed a deal to buy US coal producer Trinity Coal Partners from
US private equity group Denham Capital for $600m.
Indian operations
Essar Steel is the largest steel producer in western India, with a capacity of 10 MTPA at
Hazira, Gujarat. The Essar Steel complex at Hazira in Gujarat, India has a complete
infrastructure setup, including a captive port, lime plant and oxygen plant. The company
is building a 1.5 MTPA plate mill and a 0.6 MTPA pipe mill in Hazira.
9
Products and services
Essar Steel produces customized products catering to a variety of product segments and is
India's largest exporter of flat products to the US and European markets, and to those of
South East Asia and the Middle East.
Energy
Essar Energy is a fully integrated oil & gas company of international scale with strong
presence across the hydrocarbon value chain from exploration & production to oil retail.
It has a portfolio of onshore and offshore oil & gas blocks worldwide, with about
70,000 km2 available for exploration.
The Exploration and Production business of the company has participating interests in
several hydrocarbon blocks for exploration and production of oil & gas. This includes the
Ratna and R-Series fields and one shallow water offshore exploration block, both in
proximity to the Mumbai High field in the Mumbai offshore basin. The business also has
interests in an exploration block in Mehsana, Gujarat, which in currently under
commercial production. It additionally owns a Coal Bed Methane (CBM) block at
Durgapur in West Bengal, and two more exploration blocks in Assam, India. The
overseas exploration assets include two onshore oil & gas blocks in Madagascar-Africa,
one onshore block in Indonesia, two offshore blocks in Australia and one offshore block
each in Vietnam and Nigeria.
Power
Essar Power is today India's second largest power generation company in the private
sector. Its current generation capacity of 1,200 MW is being expanded to 6,000 MW.
With a portfolio of gas, coal and liquid fuel based power plants, Essar Power is among
the lowest cost power producers. It has also entered the transmission and distribution
sectors in India where it has quickly built a strong presence. It is market leader in western
India.
Essar Power operates five power plants with a combined capacity of 1,200 MW in three
locations across India. Including two gas-based plants and one liquid fuel based plant in
Hazira, a co-generation plant in Vadinar and a coal-based plant in Visakhapatnam.
Communications
10
Vodafone-Essar
Vodafone-Essar is a joint venture of Essar Communication Holdings Ltd and the UK-
based Vodafone Group. It is one of India's largest cellular service companies, with a
subscriber base of over 75 million. Essar is also venturing into emerging markets in
Africa and South Asia. In Kenya, Essar Communications has launched a new cellular
services brand called “yu”, becoming the country‟s fourth telecom operator.
Essar Shipping was started in 1945.Ports & Logistics is a comprehensive sea logistics
company with presence in sea transportation, ports & terminals, logistics and oilfields
services. It owns a shipping fleet of 25 vessels, and has placed orders for 12 new ships. It
is one of India's largest operators of ports and are building a cargo handling capacity of
over 150 MTPA.
Sea transportation
The Sea Transportation business provides transportation management services for crude
oil and petroleum products, and dry bulk cargo to the global energy, steel and power
industries. It has a diversified fleet of 25 vessels, including Very Large Crude Carriers,
product tankers and cape-sizes.
The Ports & Terminals business is among India's largest owners and operators of ports
and terminal facilities. The operations include an oil terminal in Vadinar and upcoming
bulk terminals in Hazira and Salaya, all in the state of Gujarat. Vadinar, which is an all-
weather, deep-draft port, serves major oil refineries and independent cargo traders in the
region. The terminal has crude receiving capacity of 32 MTPA (being expanded to 50
MTPA) and sea-based product dispatch capacity of 14 MTPA. The port at Hazira has a
capacity to handle 8 MTPA of bulk cargo. This will be enhanced to 30 MTPA through
building a shipping channel that can berth larger vessels. The enhanced capacity will not
only serve the expansion in the Hazira steel plant, but also cater to the needs of the
upcoming Essar SEZ units. The business is also building a port, of about 20 MTPA
capacity, at Salaya comprising a bulk and liquid terminal with container handling
facilities.
Logistics
The Logistics business provides end-to-end logistics services from ships to ports,
lighterage services, intra-plant logistics and dispatch of finished products. It owns trans-
shipment assets to provide lighterage support services, and onshore & offshore logistics
services. It also operates a fleet of 4,200 trucks to provide inland transportation of steel
and petroleum products.
11
Essar Power
Commissioning Dates
Capacity: 515 MW
Supplies: 300 MW to the Gujarat Electricity Board (GEB), 215 MW to Essar Steel.
12
Recognitions:
Air Gas Turbine Compressor Fuel Combustion System Exhaust Alternator Boiler Steam
Turbine Alternator Condenser Cooling Water Boiler Feed Pump(s) Condensate
Extraction Pump(s) Deareator To other Boilers From Other Boilers
13
Units successfully islanded during the flooding of Surat for six
days ensuring Power supply to ESTL and colony thereby ensuring
partial production capacities
During Hot Gas path inspection of GT # 3 the replacement of old
parts resulted in capacity regain to the tune of 8 MW and plant
Heat Rate by 1 %
The Company has provided prompt Flood relief to the people of
Surat & nearby GETco Substations during heavy Floods in August
2006. The Company continues to encourage participation of local
labour in and around Hazira, by providing business and job
opportunities through various job contracts.
14
Shell Hazira Gas is in talks with the Essar group for supply of gas for the latter‟s
proposed 1500 megawatt gas-based power plant at Hazira near Surat.
Essar Power, part of the Essar group, announced on Wednesday that it will set up
a Rs 4,000 crore power plant at Hazira. Shell Hazira Gas is in advanced stages of
completing a liquefied natural gas (LNG) terminal at Hazira.
“Shell Hazira is in talks with the Essar group to provide gas for the new power
plant that Essar Power plans to set up at Hazira. We intend to finalise the deal
with Essar on providing gas for the proposed project,” said Nitin Shukla, chief
executive officer, Shell Hazira Gas.
Essar group chairman Shashi Ruia announced here that the power plant will be set
up at Hazira, where Essar Power already has a 515 MW combined cycle power
plant. Essar Power has already tied up gas from a supplier and has also signed
power purchase agreements for selling power produced at the plant.
The company is said to have approached the Power Finance Corporation for
financing the project and the funding is being structured in such a way that tariffs
could be well below Rs 2.50 per unit of electricity.
“Essar Power as been working on capacity expansion plans over the past few
years and with significant positive developments in its existing operations and
welcome developments in the policy framework in the sector, the present
environment is conducive to implement the expansion plan,” a company
spokesperson said.
15
Strategic advantages:
The equipment that has been installed at Essar's power plant comes from the world's best
suppliers General Electric, Siemens, Honeywell and Hanjung, at a total capital outlay of
US$500 million. The Hazira combined cycle block consists of some of the world's most
renowned manufacturer of power plant equipment including General Electric, Siemens,
Honeywell and Hanjung having supplied equipment to Essar's power plant. The total
captive outlay on the plant is over US$ 500 million.
16
Processes
Configuration
3 x Gas Turbine Generators
Gas Turbines
Manufacturer General Electric Company, USA
Number 3
Steam Turbine
Manufacturer General Electric Company, USA
Rating 186.1 MW
17
Awards:
Following is the list of Safety Awards received by Essar Power over the last few
years:
18
RESEARCH METHODOLOGY
RESEARCH DESIGN
1. Exploratory
2. Descriptive
3. Causal
For the project Descriptive research design has been adopted
19
For project questionnaire method is used.
TYPES OF QUESTIONNAIRE:
SAMPLING PLAN:
When only some representative items of a population are selected and data are collected
only from these items then this method is known as a sampling.
UNIVERSE:
SAMPLE SIZE:
It is the basic unit of the population to be sampled here the sample size of [100]
respondents are taken for carrying out research.
PLAN ANALYSIS:
To minimize manual work of calculation help of computer has been taken. The work was
done on Statistical Package for Social Sciences (SPSS), graphical aids like pie chart &
tables etc. have been prepared for a better understanding & interpretation of data for these
Microsoft Word has been used for the research.
20
Introduction of the topic
Job satisfaction is an attitude that employees have about their work and is based
on numerous factors, both intrinsic and extrinsic to the individual. Job satisfaction is
important from the perspective of maintaining and retaining the appropriate employees
within the organization; it is about fitting the right person to the right job in the right
culture and keeping them satisfied.
21
FACTORS INFLUENCING EMPLOYEE SATISFACTION
Several factors influence employee satisfaction. Each factor interacts with the others, and
Collectively all factors contribute to employee satisfaction.
1) Opportunity
Employees are more satisfied when they have challenging opportunities at work. This
includes chances to participate in interesting projects, jobs with a satisfying degree of
challenge, and opportunities for increased responsibility. Important: this is not simply
"promotional opportunity." As organizations have become flatter, promotions can be rare.
People have found challenge through projects, team leadership, special assignments - as
well as promotions.
22
Actions:
2) Stress
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful
if they interfere with employees' personal lives or are a continuing source of worry or
concern.
Actions:
Promote a balance of work and personal lives. Make sure that senior managers
model this behavior.
Distribute work evenly (fairly) within work teams.
Review work procedures to remove unnecessary "red tape" or bureaucracy.
Manage the number of interruptions employees have to endure while trying to do
their jobs.
Some organizations utilize exercise or "fun" breaks at work.
3) Leadership
Employees are more satisfied when their managers are good leaders. This includes
motivating employees to do a good job, striving for excellence, or just taking action.
Actions:
23
4) Work Standards
Employees are more satisfied when their entire workgroup takes pride in the quality of its
work.
Actions:
5) Fair Rewards
Employees are more satisfied when they feel they are rewarded fairly for the work they
do. Consider employee responsibilities, the effort they have put forth, the work they have
done well, and the demands of their jobs.
Actions:
6) Adequate Authority
Employees are more satisfied when they have adequate freedom and authority to do their
jobs.
Actions:
24
Theories of Job Satisfaction
Herzberg developed one of the earliest theories relating to job satisfaction in the 1950s.
His "two-factor" theory emphasizes that there are factors in the workplace that create
satisfaction (motivators) and those which lead to dissatisfaction if they are not present
(hygiene factors). There are four motivators in the theory: achievement, recognition,
responsibility, and advancement; and five hygiene factors: monetary rewards, competent
supervision, policy and administration, working conditions, and security. The implication
of the theory is that satisfaction and dissatisfaction are not opposite ends of the same
scale and that job satisfaction may merely be an absence of job dissatisfaction. Herzberg
argues that it is necessary to have hygiene factors at an acceptable level simply to reach a
neutral feeling about the job. The theory has not been without its critics from the
perspective of both the methodology of the studies and the underlying assumption that all
individuals behave in a similar way in the workplace.
Affect Theory
Edwin A. Locke‟s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren‟t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn‟t value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
25
Dispositional Theory
A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one‟s disposition towards job satisfaction:
self esteem, general self efficiency, locus of control. This model states that higher levels
of self-esteem (the value one places on his/her self) and general self-efficacy (the belief
in one‟s own competence) lead to higher work satisfaction. Having an internal locus of
control (believing one has control over her\his own life, as opposed to outside forces
having control) leads to higher job satisfaction.
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including
job satisfaction. The model states that there are five core job characteristics (skill variety,
task identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for
outcomes, and knowledge of the actual results), in turn influencing work outcomes (job
satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be
combined to form a motivating potential score (MPS) for a job, which can be used as an
index of how likely a job is to affect an employee's attitudes and behaviors----. A meta-
analysis of studies that assess the framework of the model provides some support for the
validity of the JCM.
26
Employee satisfaction is a measure of how happy workers are with their job
and working environment. Keeping morale high among workers can be of tremendous
benefit to any company, as happy workers will be more likely to produce more, take
fewer days off, and stay loyal to the company. There are many factors in improving or
maintaining high employee satisfaction, which wise employers would do well to
implement.
Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel like part of a family or team. Holding office events,
such as parties or group outings, can help build close bonds among workers. Many
companies also participate in team-building retreats that are designed to strengthen the
working relationship of the employees in a non-work related setting. Camping trips,
paintball wars and guided backpacking trips are versions of this type of team-building
strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after receiving
more money. Raises and bonuses can seriously affect employee satisfaction, and should
be given when possible. Yet money cannot solve all morale issues, and if a company with
widespread problems for workers cannot improve their overall environment, a bonus may
be quickly forgotten as the daily stress of an unpleasant job continues to mount.
27
If possible, provide amenities to your workers to improve morale. Make certain
they have a comfortable, clean break room with basic necessities such as running water.
Keep facilities such as bathrooms clean and stocked with supplies.
The backbone of employee satisfaction is respect for workers and the job they
perform. In every interaction with management, employees should be treated with
courtesy and interest. An easy avenue for employees to discuss problems with upper
management should be maintained and carefully monitored. Even if management cannot
meet all the demands of employees, showing workers that they are being heard and
putting honest dedication into compromising will often help to improve morale.
28
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert scale. Other less
common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data is typically
collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures one‟s
satisfaction in five facets: pay, promotions and promotion opportunities, coworkers,
supervision, and the work itself. The scale is simple, participants answer either yes, no, or
can‟t decide (indicated by „?‟) in response to whether given statements accurately
describe one‟s job.
29
depressed. Further, underlying optimism is the concept of self-efficacy, which relates to
an individual's belief that they can successfully complete tasks and meet objectives. A
high level of self-efficacy translates to a strong belief in one's own ability. Thus,
personality must have a strong influence on job satisfaction. It follows, then, that
managers must be aware of the personalities of their employees and how they fit into the
job, the work environment, and indeed the organizational culture.
Superior-Subordinate Communication
30
Q1. Gender:
GENDER
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 92 92.0 92.0 92.0
Female 8 8.0 8.0 100.0
Total 100 100.0 100.0
GENDER
Male
Female
92
31
Q2. How long have you been working for the company?
YEAR
Cumulative
Frequency Percent Valid Percent Percent
Valid Less than a year 15 15.0 15.0 15.0
1-2 years 45 45.0 45.0 60.0
3-5 years 30 30.0 30.0 90.0
More than 5 years 10 10.0 10.0 100.0
Total 100 100.0 100.0
YEAR
50
40
Frequency
30
45
20
30
10
15
10
0
Less than a year 1-2 years 3-5 years More than 5 years
YEAR
32
Q3. Do the management people respond to you in a friendly
and courteous manner?
RESPONSE
Cumulative
Frequency Percent Valid Percent Percent
Valid Always 60 60.0 60.0 60.0
Sometimes 28 28.0 28.0 88.0
Rarely 12 12.0 12.0 100.0
Total 100 100.0 100.0
RESPONSE
Always
Sometimes
Rarely
12
60
28
33
Q4. Do you get the information or help you needed?
Cumulative
Frequency Percent Valid Percent Percent
Valid Always 78 78.0 78.0 78.0
Sometimes 12 12.0 12.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0
80
60
Frequency
40 78
20
12
10
0
Always Sometimes Rarely
INFORMATION AND HELP
INTERPRETATION: Employees always get information and help; very few replied
that they sometimes or rarely get the information and help.
34
Q5. Are you familiar with the services provided by your
company?
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 98 98.0 98.0 98.0
No 2 2.0 2.0 100.0
Total 100 100.0 100.0
Yes
No
INTERPRETATION: Mostly all the employees are familiar with the services
provided by the company, except only 2.
35
Q6. Are the welfare facilities helpful to increase the moral?
WELFARE FACILITIES
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 91 91.0 91.0 91.0
No 9 9.0 9.0 100.0
Total 100 100.0 100.0
100
80
Frequency
60
91
40
20
0
Yes No
WELFARE FACILITIES HELPFUL TO INCREASE THE MORAL
INTERPRETATION: We can interpret from the above chart that welfare facility
helpful to increase the morale of the employees.
36
Q7. Are you satisfied with the training provided for your
current job?
SATISFACTION OF TRAINING
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 87 87.0 87.0 87.0
No 13 13.0 13.0 100.0
Total 100 100.0 100.0
SATISFACTION OF TRAINING
Yes
No
13
87
INTERPRETATION: 87% employees respond that they are satisfied with the
training provided by the company for their current job.
37
Q8. Does your company is concerned with the long term
welfare of employees?
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 70 70.0 70.0 70.0
No 30 30.0 30.0 100.0
Total 100 100.0 100.0
60
Frequency
40
70
20
30
0
Yes No
LONG TERM WELFARE OF EMPLOYEES
38
Q9. What do you look for most?
FIRST PREFERENCE
Cumulative
Frequency Percent Valid Percent Percent
Valid Good pay 20 20.0 20.0 20.0
Close location 15 15.0 15.0 35.0
Good social life 35 35.0 35.0 70.0
Flexible hours 18 18.0 18.0 88.0
Clean working condition 2 2.0 2.0 90.0
Low workload 10 10.0 10.0 100.0
Total 100 100.0 100.0
FIRST PREFERENCE
Good pay
Close location
Good social life
Flexible hours
10
Clean working condition
Low workload
2
20
18
15
35
39
Q10. Do you feel secure that you will be able to work for the
company as long as you do a good job?
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 83 83.0 83.0 83.0
No 17 17.0 17.0 100.0
Total 100 100.0 100.0
100
80
Frequency
60
83
40
20
17
0
Yes No
ABLE TO WORK FOR THE COMPANY AS LONG AS YOU DO A GOOD JOB
INTERPRETATION: 83% employees are confident that they are able to work for
the company as long as they are doing a good job.
40
Q11. Manager encourages high achievement by
reducing the fear of failure.
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 7 7.0 7.0 7.0
Disagree 10 10.0 10.0 17.0
Agree 21 21.0 21.0 38.0
Strongly agree 62 62.0 62.0 100.0
Total 100 100.0 100.0
Strongly disagree
Disagree
Agree
7 Strongly agree
10
62
21
41
Q12. Do you think that your superior is competent in human
relation and deals with employees problems fairly?
SUPERIOR IS COMPETENT IN HUMAN RELATION & DEALS WITH EMPLOYEES PROBLEMS FAIRLY
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 75 75.0 75.0 75.0
No 25 25.0 25.0 100.0
Total 100 100.0 100.0
80
60
Frequency
40
75
20
25
0
Yes No
SUPERIOR IS COMPETENT IN HUMAN RELATION & DEALS WITH
EMPLOYEES PROBLEMS FAIRLY
42
Q13. Does your company maintain salary level?
SALARY LEVEL
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 78 78.0 78.0 78.0
No 22 22.0 22.0 100.0
Total 100 100.0 100.0
SALARY LEVEL
Yes
No
22
78
43
Q14. Do you receive co-operation from all other departments?
Cumulative
Frequency Percent Valid Percent Percent
Valid Always 68 68.0 68.0 68.0
Sometimes 22 22.0 22.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0
60
Frequency
40
68
20
22
10
0
Always Sometimes Rarely
CO-OPERATION FROM OTHER DEPARTMENTS
44
Q15. Does your company policies are properly and equally
administered?
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 72 72.0 72.0 72.0
No 28 28.0 28.0 100.0
Total 100 100.0 100.0
Yes
No
28
72
INTERPRETATION: Above chart shows that company policies are properly and
equally administered.
45
Q16. How do you rate the safety & health standard of the
company?
Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 70 70.0 70.0 70.0
Very good 20 20.0 20.0 90.0
Good 8 8.0 8.0 98.0
Fair 2 2.0 2.0 100.0
Total 100 100.0 100.0
60
Frequency
40
70
20
20
8
2
0
Excellent Very good Good Fair
SAFETY & HEALTH STANDARD
46
Q17. Does your manager takes responsibility for shaping the
attitudes and relationships within department?
MANAGER TAKES RESPONSIBILITY FOR SHAPING THE ATTITUDES AND RELATIONSHIPS WITHIN
DEPARTMENT
Cumulative
Frequency Percent Valid Percent Percent
Valid Always 56 56.0 56.0 56.0
Sometimes 31 31.0 31.0 87.0
Rarely 13 13.0 13.0 100.0
Total 100 100.0 100.0
Always
Sometimes
Rarely
13
56
31
47
Q18. How do you rate the relationship between the amounts of
compensation you receive and your performance?
Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 53 53.0 53.0 53.0
Very good 22 22.0 22.0 75.0
Fair 13 13.0 13.0 88.0
Poor 12 12.0 12.0 100.0
Total 100 100.0 100.0
60
50
40
Frequency
30
53
20
22
10
13 12
0
Excellent Very good Fair Poor
RELATIONSHIP BETWEEN THE AMOUNT OF COMPENSATION &
PERFORMANCE
48
Q19. How do you rate the job security provided by the
company?
JOB SECURITY
Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 70 70.0 70.0 70.0
Very good 13 13.0 13.0 83.0
Fair 14 14.0 14.0 97.0
Poor 3 3.0 3.0 100.0
Total 100 100.0 100.0
JOB SECURITY
Excellent
Very good
Fair
3 Poor
14
13
70
49
Q20. At work, does your opinion count?
OPINION
Cumulative
Frequency Percent Valid Percent Percent
Valid Always 63 63.0 63.0 63.0
Sometimes 27 27.0 27.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0
OPINION
60
Frequency
40
63
20
27
10
0
Always Sometimes Rarely
OPINION
50
Q21. How do you rate the company as a place to work
compared with other companies?
Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 81 81.0 81.0 81.0
Very good 15 15.0 15.0 96.0
Good 4 4.0 4.0 100.0
Total 100 100.0 100.0
Excellent
Very good
Good
4
15
81
51
Q22. Do you enjoy your job on the whole?
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 86 86.0 86.0 86.0
No 14 14.0 14.0 100.0
Total 100 100.0 100.0
100
80
Frequency
60
86
40
20
14
0
Yes No
ENJOY THE JOB ON THE WHOLE
INTERPRETATION: Most of the employees are enjoying the job on the whole.
52
Conclusion and Findings of the study
Majority of the employees are satisfied with the welfare facilities provided by
company.
Working condition is better than other companies.
Employees always get co-operation and help from the management people and
also from the other departments.
Safety & Health standard of company is better than other companies.
Welfare facilities help to increase the moral of employees.
Majority of the employees are enjoying their job.
The employee‟s satisfaction level is almost up to the mark but again in few of its
department the employees are not fully satisfied with the overall working
conditions.
Company is taking proper measures and effective steps for the increment in the
satisfaction level of the employees that will consequently motivate them better
performance and the overall development of the company.
The results of the survey suggest there is a direct link between pay and
satisfaction - the higher the salary and job level, the greater the number of
extremely satisfied employees.
53
Suggestions
54
Limitations of the study:
55
Bibliography:
Website:
www.essar.com
www.google.com
www.citehr.com
http://www.companiesandmarkets.com
https://sourcing.essar.com
Books:
SPSS (FOR BEGINNERS)
Kiran Pandya & Smruti Bulsari
Essar Documentary
56
ANNEXURE
Thank You.
(2) How long have you been working for the company?
Less than a year [ ]
1-2 years [ ]
3-5 years [ ]
More than 5 years [ ]
(3) Do the management people respond to you in a friendly and courteous manner?
Always [ ]
Sometimes [ ]
Rarely [ ]
(5) Are you familiar with the services provided by your company?
Yes [ ]
No [ ]
(7) Are you satisfied with the training provided for your current job?
Yes [ ]
No [ ]
(8) Does your company is concerned with the long term welfare of employees?
Yes [ ]
No [ ]
57
(9)What do you look for most?
Good pay [ ]
Close location [ ]
Good social life [ ]
Flexible hours [ ]
Clean working condition [ ]
Low workload [ ]
(10)Do you feel secure that you will be able to work for the company as long as you do a
good job?
Yes [ ]
No [ ]
(12)Do you think that your superior is competent in human relation and deals with
employees problems fairly?
Yes [ ]
No [ ]
(16)How do you rate the safety & health standard of the company?
Excellent [ ]
Very good [ ]
Good [ ]
Fair [ ]
58
(17)Does your manager take responsibility for shaping the attitudes and relationships
within department?
Always [ ]
Sometimes [ ]
Rarely [ ]
(18)How do you rate the relationship between the amounts of compensation you receive
and your performance?
Excellent [ ]
Very good [ ]
Fair [ ]
Poor [ ]
(21)How do you rate the company as a place to work compared with other companies?
Excellent [ ]
Very good [ ]
Good [ ]
59