Rachel Project

8/8/2019 Rachel Project

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A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES

OF HINDUSTAN PETROLIUM CORPORATION LIMITED

PROJECT REPORT

Submitted in partial fulfillment for the award of the degree

of the requirement of

Submitted by

C. GOLDBELL RACHEL

(Reg. No. 083C0104)

MASTER OF COMMERCE

APRIL 2010


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CONTENTS

Chapters Topics Page NoI Introduction

Importance of study

Scope of the Study

Objectives of the Study

Research Methodology

Limitations of the study

II Review Of LiteratureCompany Profile

III Job Satisfaction At HPCL

IV Analysis & Interpretation

V Findings

VI Suggestions & Conclusion

VII Bibliography

Annexure


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CHAPTER I

INTRODUCTION


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INTRODUCTION

The study aims to find out the level of job satisfaction among employees

in Hindustan Petroleum Corporation Limited and suggest suitable measures to

the management to improve the same and timely increase the morale of

employees and productivity.

Job satisfaction describes how content an individual is with his or her job.

It is a relatively recent term since in previous centuries the jobs available to a

particular person were often predetermined by the occupation of that persons

parent. There are a variety of factors that can influence a persons level of job

satisfaction. Some of these factors include the level of pay and benefits, the

perceived fairness o the promotion system within a company, the quality of the

working conditions, leadership and social relationships, the job itself (the

variety of tasks involved, the interest and challenge the job generates, and the

clarity of the job description/requirements).

The happier people are within their job, the more satisfied they are said to

be. Job satisfaction is not the same as motivation, although it is clearly linked.

Job design aims to enhance job satisfaction and performance methods include

job rotation, job enlargement and job enrichment. Other influences on

satisfaction include the management style and culture, employee involvement,

empowerment and autonomous workgroups. Job satisfaction is a very important

attribute which is frequently measured by organizations. The most common way

of measurement is the use of rating scales where employees report their

reactions to their jobs. Questions relate to relate of pay, work responsibilities,

variety of tasks, promotional opportunities the work itself and co-workers.

Some questioners ask yes or no questions while others ask to rate satisfaction on

1 5 scale 9where 1 represents not all satisfied and 5 represents extremelysatisfied).


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Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that

create job satisfaction? Organizations can help to create job satisfaction by

putting systems in place that will ensure that workers are challenged and then

rewarded for being successful. Organizations that aspire to creating a work

environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker

opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessiblesupervisor who provides timely feedback as well as congenial team

members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job

satisfaction is that there are many factors that affect job satisfaction and that

what makes workers happy with their jobs varies from one worker to another

and from day to day. Apart from the factors mentioned above, job satisfaction is

also influenced by the employee's personal characteristics, the manager's

personal characteristics and management style, and the nature of the work itself.
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Managers who want to maintain a high level of job satisfaction in the work

force must try to understand the needs of each member of the work force. For

example, when creating work teams, managers can enhance worker satisfaction

by placing people with similar backgrounds, experiences, or needs in the same

workgroup. Also, managers can enhance job satisfaction by carefully matching

workers with the type of work. For example, a person who does not pay

attention to detail would hardly make a good inspector, and a shy worker is

unlikely to be a good salesperson. As much as possible, managers should match

job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take

other deliberate steps to create a stimulating work environment. One such step

is job enrichment. Job enrichment is a deliberate upgrading of responsibility,

scope, and challenge in the work itself. Job enrichment usually includes

increased responsibility, recognition, and opportunities for growth, learning, and

achievement. Large companies that have used job-enrichment programs to

increase employee motivation and job satisfaction include AT&T, IBM, and

General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity,

and a sense of purpose and meaning for the organization and its employees.

Empirical findings show that job characteristics such as pay, promotional

opportunity, task clarity and significance, and skills utilization, as well as

organizational characteristics such as commitment and relationship with

supervisors and co-workers, have significant effects on job satisfaction. These

job characteristics can be carefully managed to enhance job satisfaction.
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IMPORTANCE OF THE STUDY

Job satisfaction is an emotional response to a job situation. As such it

cannot be seen, it can only be inferred. Job satisfaction represents an attitude

rather than a behavior. The belief that satisfied employees are more productive

than dissatisfied employees has been a basic tenet among managers for years.

Many researchers with strong humanistic values argue that satisfaction is a

legitimate objective of an organization. The dissatisfaction of job would cause

absenteeism and turnover. Hence it is the responsibility of the organization to

provide employees with job that are challenging and intrinsically rewarding.

Job satisfaction is a positive emotional state that occurs when a person's

job seems to fulfill important job values, provided these values are compatible

with one's needs, people spend a sizable amount of their time in work

environment.


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INFLUENCES ON JOB SATISFACTION

There are number of factors that influence job satisfaction.

The work itself: The content of the work itself is a major source of

satisfaction. Some of the most important ingredients of a satisfying job

uncovered by surveys include interesting and challenging work: work

that is not boring and a job that provides status.

Pay: Wages and salaries are recognized to be a significant, but complex,

multidimensional factor in job satisfaction. Money not only helps people

attain their basic needs but is instrumental in providing upper -level need

satisfaction.

Promotions: Promotional opportunities seem to have a varying effect on

job satisfaction. This is because promotions take a number of different

forms and have a variety of accompanying rewards. Executives

promotions are more satisfying than promotions that occur at the lower

levels of organization.

Supervision: Supervision is another moderately important source of job

satisfaction. It can be said that there seem to be two dimensions of

supervisory style that affect job satisfaction. One is employee centerlines,

which is measured by the degree to which a supervisor takes a personal

interest in the employees welfare. It commonly is manifested in ways

such as checking to see how well the subordinate is doing, providing

advice and assistance to the individual and communicating with the

worker on a personal as well as an official level.

The other dimension is participation or influence who allows their people toparticipate in decisions that affect their own jobs. In most cases, this approach


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leads to higher job satisfaction. A participative climate created by the

supervisors has a more substantial effect on workers satisfaction than does

participation in a specific decision.

Work group: The nature of the work group will have an effect on job

satisfaction. Friendly cooperative workers are a modest source of job

satisfaction to individual employees. The work group serves as a source

of support, comfort, advice and assistance to the individual worker. A

"good" work group makes more enjoyable because if the people are

difficult to get along with it may have a negative effect of job

satisfaction.

Working Conditions: Working condition are another factor that have a

modest effect on job satisfaction. If the working conditions are good the

personnel will find it easier to carry out their jobs. If the working

conditions are poor, personnel will find it more difficult to get things

done. In other words, the effect of working conditions on job satisfactionis similar to that of the work group. If things are good, there will not be a

job satisfaction problem; if things are wrong then there will be a problem

on it.


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LEVEL OF JOB SATISFACTION

The level of job satisfaction across group is not constant, but it is related

to a number of variables. Analysis of this relationship allows mangers to predict

which groups are more likely to exhibit the problem behaviors associated with

dissatisfaction. The key variable revolves around age, occupational level and

organizational size.

As workers grow older, they initially tend to be slightly more satisfied

with their jobs. Apparently they lower their expectations to more realistic levels

and adjust themselves better to their work situations. Later their satisfaction

may suffer as promotions are less frequent and they face the realities of

retirement. Predictably too, people with higher level occupations tend to be

more satisfied with their jobs. As we might expect, they one usually better paid,

have better working conditions and hold jobs that make fuller use of their

abilities. Finally there is some evidence to suggest that levels of job satisfaction

are higher in smaller organizational units. Larger organization tend to

overwhelm people, disrupt supportive processes and the limit the amounts of

personal closeness, friendship and small group team work that are important

aspects of job satisfaction for many people.


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JOB SATISFACTION CONTROLLED BY THE MANAGEMENT

Include security, pay, fringe benefits, opportunity for advancement, working

conditions coworkers, responsibility, supervision, downward flow of

information

1. Steady employment or job security is a determinant of job

satisfaction although is importance varies in terms of marital status

and no. of dependents

2. Pay is considered as a significant varies in terms of the labor

market, economic condition and allied factors.

3. Opportunity for promotion is a significant determinant of job

satisfaction especially for sales clerical and skilled personnel.

4. The working conditions are related to job satisfaction, Poorworking conditions are found to cause low job satisfaction.

5. Job satisfaction increased with increasing responsibility, although

their relationship IS confused because of involvement of other

factors.

6. Supervision forms a vital element in employee job satisfaction.

7. Downward flow of information about different issues in the

company exerts a marked impact on job satisfaction.


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THE MANAGEMENT MAY TAKE SEVERAL MEASURES TO

INCREASE JOB SATISFACTION:

Individuals may be placed on jobs where their personal factors help them

in obtaining job satisfaction. Moreover as regards factors inherent in the job

care should be taken to account for the geographical locations while building a

plant, size of the organization while planning for expansions and measures to

minimize repetitiveness in job while laying out the manufacture of a product.

Employees can be given adequate information regarding their work situations.

The company and allied factors. Therefore the management should not expect

immediate returns from these measures in the form of improved job satisfaction

and decreased dissatisfaction.


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SCOPE OF THE STUDY

This study emphasis in the following scope:

To identify the employees level of satisfaction upon that job.

This study is helpful to that organization for conducting further

research.

This research also helps to know in deep about the job security, the

advanced technology being used and also about the in disciplinary acts

of the employees.

The study helps in identifying the monitory and non-monitory benefits

enjoyed by the employees

It is helpful to identify the employers level of satisfaction towards

welfare measure.

This study is helpful to the organization for identifying the area of

dissatisfaction of job of the employees.

This study helps to know the understanding policies of the employees.

This study helps to make a managerial decision to the company.


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OBJECTIVES OF THE STUDY

Core Objectives:

To assess the perception of the employee about the job along various

dimensions such as work co-workers, wage, supervision, job security,

training, separation, challenges incentives, communications, and

disciplinary action.

To find out the factors which would increase their satisfaction of job.

To provide remedial measures to increase the satisfaction of the

workers, so that performance would increase.

To study the association between the socio demographic variables and

job satisfaction.

To study the company profile of the workers in relation to their job

satisfaction.

Sub Objectives:

To observe safety procedure Systems and operating instructions for all

routine operations.

To see weather appropriate specified personal and protective

equipments are being used.

To ensure all employees are aware and familiar with safety health and

environment requirements through training sessions.


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RESEARCH METHODOLOGY

Research methodology is the systematic way to solve the research problem. It

gives an idea about various steps adopted by the researcher in a systematic

manner with an objective to determine various manners.

Types of research

Descriptive research studies are those studies which are concerned withdescribing the characteristics of a particular individual or of a group, whereas

diagnostic studies determine the frequency with which something occurs or its

association with something else.

In this study the researcher has adopted descriptive cum diagnostic

research design because the researcher attempt to describe the 'various

characteristics of job satisfaction and to measure the satisfaction and its

association with the selected socio-demographic variation.

Sample size

The study sample constitutes 100 respondents constituting in the research area.

Sampling Area

The study is conducted among the employees of Hindustan Petroleum

Corporation Limited.

Sampling Design

The researcher has used probability sampling in which stratified random

sampling is used.


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Collection of Data

The researcher has used a structured questionnaire as a research instrument tool

which consists of open ended questions, multiple choice and dichotomous

questions in order to get data. Thus, Questionnaire is the data collection

instrument used in the study. All the questions in the questionnaire are

organized in such a way that elicits all the relevant information that is needed

for the study.

Statistical Tools

The statistical tools used for analyzing the data collected are percentage method,

chi square, bar diagrams and pie diagrams.

Data Analysis

The data after collection is to be processed and analyzed in accordance

with the outline and down for the purpose at the time of developing research

plan.

Technically speaking, processing implies editing, coding, classification and

tabulation of collected data so that they are amenable to analysis. The term

analysis refers to the computation of certain measures along with searching forpattern groups. Thus in the process of analysis, relationship or difference should

be subjected to statistical tests of significance to determine with what validity

data can be said to indicate any conclusions.

The analysis of data in a general way involves a number of closely related

operations, which are performed with the purpose of summarizing the collected

data and organizing them in such a manner that they answer the research


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questions. In this study the researcher followed above process carefully and it is

presented in this chapter

Chi-Square Method

The chi square test is one of the simplest and most widely used non-

parametric tests in statistical work. As a non-parametric test it can be used to

determine if categorical data shows dependency or the two classifications are

independent. It can also be used to make comparisons between theoretical

population and actual data when categories are used.

n

Chi square, = (O-E) / E

i =1

Where, O= observed frequency

E= expected frequency

Research period

The research period of the study was from the first week of December 2009 till

the last week of March 2010.


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LIMITATIONS OF THE STUDY

The prime difficulties which I faced in collection of information are discussed

below:-

Short time period: The time period for carrying out the research wasshort as a result of which many facts have been left unexplored.

Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.

Small no. of respondents: Only 100 employees have been chosen

which is quiet a small number, to represent whole of the population.

Unwillingness of respondents: While collection of the data many

employees were unwilling to fill the questionnaire. Respondents were

having a feeling of wastage of time for them.

Small area for research: The area for study was only the three

offices situated in Chennai, which is quite a small area to judge job

satisfaction level.


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CHAPTER II

REVIEW OF LITERATURE


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REVIEW OF LITERATURE

Extensive literature survey has been carried out to understand the concept of job

sat6isfaction and to satisfy areas where previous researchers have contributed to

its understanding and have thrown questions that are yet to be solved. A brief

summary is as follows.

1) Brayfield and Crockett(1955} have studied that there is a

relationship between job satisfaction and job performance.

2) Vroom (1964) has in his findings stated that the median correlation

between satisfaction and performance is only 0.14.

3) Lawler and Porter(1%7} illustrates that there is. similarity between

performance and satisfaction. An employee who perform as well in

his job gets both intrinsic and extrinsic rewards which will lead to

his satisfaction.

4) Porter and Steers (1973) that the employer must do whatever

possible to minimize turnover, making the employees feel satisfiedon their jobs.

5) Muchinsky and Tuttle (1979) have demonstrated that workers who

have relatively low levels of job satisfaction are the most likely to

quit their jobs and that organizational units with the lowest average

satisfaction levels tend to have the highest turnover rates.


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6) Hammer (1981) has studied that workers who are dissatisfied are

more likely to take "mental health" days. He also states that

absenteeism is high when satisfaction is low. As in turnover,

absenteeism is subject to be modified by certain factors. The

degree to which people feel that their jobs are important has a

moderating influences on their absences. Employees who feel that

their work is important tend to clock in regular attendance.

Besides, it is important to remember that while high job

satisfaction will not necessarily result in low absenteeism, low

satisfaction is likely to bring about high absenteeism.

7) Schrieshaim (1978) has founded that employees under prolonged

stress stemming from job dissatisfaction often consume too much

alcohol, tobacco and drugs. These employees are costly to the

management in terms of time lost due to frequent absences and

increased payments towards medical reimbursement.

8) Allen and Keaveney (1981) have proved that job dissatisfaction is

a major cause for unionization. Dissatisfaction with wages, job

security, fringe benefits, chances for promotion and treatment bysupervisors are reasons which make employees join unions.

Another dimension is that job dissatisfaction can have an impact on

the tendency to take action within the union, such as filing

grievances or striking.


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9) E. A. Locke (1976) states that job satisfaction is a result of

employees perception of low well their job provides those things

which are viewed as important.

10) Me. Graw Hill (1987) has proved that there are to its three

dimensions; First, job satisfaction is an emotional response to a

job situation. As such it cannot be seen, it can only be inferred.

Second job satisfaction is often determined by how well out comes,

meet or exceed expectations. Their job satisfaction represents

related attitudes.

11) Smith, Kendall and Hullin (1988) have suggested that there are five

job dimensions that represent the most important characteristics of

a job about which people have affective responses. These are

1. The work itself, the extent to which the job provides the individual with

interesting tasks, opportunities for learning, and the chance to acceptresponsibility.

2. Pay the amount of financial remuneration that is received and the degree to

which this viewed as equitable vis--vis that of others in the organization.

3. Promotion opportunities: The chances for advancement in the hierarchy.

4. Supervision: The abilities of the supervisors to provide technical assistance and

behavioral support.

5. Co workers: The degree to which fellow workers are technically proficient and

socially supportive.

12) Mary Ann M. Fricko and Terry A. Beehr (1992) in their research

related to the job characteristics approach to job design, showed

that feedback from the job itself and autonomy are two of themajor job related motivational factors.


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13) Jane Ciabattari (1986) has proved that the most importantingredients of a satisfying job uncovered by surveys include

interesting and challenging work, work: that is not boring and a job

that provides status.

14) Timothy (1993) has stated that wages and salaries are recognized

to be a significant, but complex, multidimensional factor in job

satisfaction. Money not only helps people attain their basic needs

but is instrumental in providing upper -level need satisfaction.

Employees often see pay as a reflection of how management view

their contribution to the organization.

15) Alison E. Barber (1992) in his recent research indicates that if

employees are allowed some flexibility in choosing the type of

benefits they prefer within a total package, called a flexible

benefits plan, there is a significant increase in both benefit

satisfaction and overall job satisfaction.

16) Brenda and Ellen Konar have proved that promotional

opportunities seem to have a varying effect on job satisfaction.

Individuals who are promoted on the basis of seniority often

experience job satisfaction but not as much as those who are

promoted on the basis of performance.

17) Vernon A. Quarstein (1993) in his large survey found that less than

half of the respondents felt their bosses provided them regular

feedback or tried to solve their problems.

18) Katherine I. Miller (1986) has comprehensive meta-analysis

concluded that participation does have a positive effect on job

satisfaction. A participative climate created by the supervisors has


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more substantial effect on workers' satisfaction than does

participation in specific decision.

19) Thomas W. Lee and Richard T. Mowday (1987) is their study

verified that there is a relationship between job satisfaction and

turnover. High job satisfaction will not, keep turnover low, but it

does seem to help. On the other hand, if there is considerable job

dissatisfaction, there is likely to be high turnover.

20) Sookom Kin, Roger Roderick (1973) founded that for women

eighteen to twenty five, satisfaction was an excellent predictor ofwhether or not they changed jobs. On the other hand, as job tenure

increased, there was less likelihood of their leaving.

SATISFACTION AND DISSATISFACTION

Job satisfaction is of utmost significance from the stand point of

employee morale. it is a complex of different attitudes, possessed by an

individual. These attitudes relate to several the job such as opportunity for

advancement, job security, opportunity to use ideas, opportunity to learn a job,

opportunity for public service, steadiness of employment supervision, pay,

coworkers, working conditions, cleanliness, working hours, ease at work,

company benefits, communication, recognition and allied factors.

As Tiffin and Mc Cormicle point out the satisfaction which an individual

obtains in his job is largely the result of the extent to which different aspects ofhis work situations are relevant to this job related value system. in addition to

these job related factors, individual adjustment and group relationship outside

the job also form major determinants of job satisfaction. Obviously job

satisfaction and job dissatisfaction are two separate dimensions.

Harrell on the basis of numerous studies, classifies determinants of job

satisfaction in 3 groups including personal factors, factors inherent in the job

and factors controlled by the management, personal factors relating to the job


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satisfaction are sex, number of dependents, age, time, job, intelligence,

education and personality.

1) Usually women are more satisfied than men in their jobs. It is

perhaps because of the fact that they have less ambition and

financial needs than their counter part.

2) Job satisfaction increases with the increasing number of

dependents, presumably increased financial stress leads to greater

dissatisfaction in jobs.

3) Older individuals in white collar jobs have greater intrinsic job

satisfaction but less financial and job status satisfaction. However

the relationship between job satisfaction relatively high at the start

and end of the job duration and low in the middle period of the job.

4) Education has dubious relationship with job satisfaction. Individual

with high education are likely to be satisfied with their jobs.

5) Personality forms a major determinant of job satisfaction and

dissatisfaction. It has been shown that neurotic tendency causes job

dissatisfaction. In jobs of 'greater' strain and that there is highly

positive relationship between general satisfaction and job

satisfaction.

6)

Dispositional Theory

Another well known job satisfaction theory is the Dispositional Theory. It is

a very general theory that suggests that people have innate dispositions that

cause them to have tendencies toward a certain level of satisfaction, regardless

of ones job. This approach became a notable explanation of job satisfaction inlight evidence that job satisfaction tends to be stable over time and across


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careers and jobs. Research also indicates that identical twins have similar levels

of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was

the core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge

argued that there are four Core Self-evaluations that determine ones disposition

towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one

places on his self) and general self-efficacy (the belief in ones 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. Finally, lower levels of

neuroticism lead to higher job satisfaction.

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most

famous job satisfaction model. The main premises of this theory are 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 not met.

When a person values a particular facet of a job, his satisfaction is more greatlyimpacted both positively (when expectations are met) and negatively (when

expectations are not met), compared to one who does not 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 compared to Employee B. this

theory also states that too much of a particular facet will produces strongerfeelings of dissatisfaction the more a worker values that facet.


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Two Factor Theory (Motivation Hygiene Theory)

Fredrick Hertzbergs two factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace. This

theory states that satisfaction and dissatisfaction are driven by different factors

motivation and hygiene factors, respectively. Motivating factors are those

aspects of the job that make people want o perform, and provide people with

satisfaction. These motivating factors are considered to be intrinsic to the job, or

the work carried out. Motivating factors include aspects of the working

environment such as pay, company policies, supervisory practices, and other

working conditions.

While Hertzbergs model has stimulated much research, researchers have

been unable to reliably empirically prove the model, with Hickman & Oldham

suggesting that Hertzbergs original formulation of the model may have been a

methodological artifact. Furthermore, the theory does not consider individual

differences, conversely predicting all employees will react in an identical

manner to changes in motivating/hygiene factors. Finally, the model has been

criticized in that it does not specify how motivating/hygiene factors are to be

measured.

Definition:

E.A.Locke defined job satisfaction as "a pleasurable or positive emotional

state resulting from the appraisal of one's job or job experience".

D.C. Feldman and H.I. Arnold has defined job satisfaction as the amount

of overall positive affect that individual have towards their jobs.


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Andrew J. Du Brin has defined that job satisfaction is the amount of

pleasure or contentment associated with a job. If you like your job intensely you

will experience high job satisfaction. If you dislike your job intensely, you win

experience job-dissatisfaction.

Keith Davis and IW. Newstrom has defined as "job satisfaction is a set of

favorable or unfavorable feelings with which employees view their work".

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

(named after Rensis Likert). Other less common methods of for gauging job

satisfaction include: Yes/No questions, True/False questions, point systems,

checklist, forced choice answers.

The Job Descriptive Index (JDI), created by smith, Kendall, & Hullin (1969),

job satisfaction that has been widely used. It measures ones satisfaction in five

facets: pay, promotions and opportunities, coworkers, supervision, and the work

itself. The scale is simple, participants answer either yes, no, or decide in

response to whether given statements accurately describe one job.

The Job in General Index is an overall measurement of job satisfaction. It

was an improvement to the job Descriptive Index because the JDI focused too

much on individual facets and not enough on work satisfaction in general.


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\

CHAPTER III

JOB SATISFACTION AT HPCL


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COMPANY PROFILE

HPCL, a fortune 500 company, is one of the major integrated oil refining and

marketing companies in India. It is a Mega Public Sector Undertaking (PSU)with Navaratna status.

HPCL accounts for about 20% of the market share and about 10% of the

nation's refining capacity with two coastal refineries, one at Mumbai (West

Coast) having a capacity of 5.5 Million Metric Tonnes Per Annum (MMTPA)

and the other in Vishakapatnam (East Coast) with a capacity of 7.5 MMTPA.

HPCL also holds an equity stake of 16.95% in Mangalore Refinery &

Petrochemicals Limited (MRPL), a state-of-the-art refinery at Mangalore with a

capacity of 9 MMTPA.

HPCL owns the country's largest Lube Refinery with a capacity of 335,000

Metric Tonnes which amounts to 40% of the national capacity of Lube Oil

production. HPCL has given India a firm ground in this sector with its world

class standard of Lube Base Oils. Presently HPCL produces over 300+ grades

of Lubes, Specialities and Greases.

HPCL has earned "Excellent" performance for fifteen Consecutive years upto

2005-06, since signing of the first MOU with the Ministry of Petroleum &

Natural Gas. HPCL won the prestigious MOU Award for the year 2007-08 for

Excellent Overall Performance, and for being one of the Top Ten Public Sector

Enterprises who fall under the 'Excellent' category. HPCL's performance for the

year 2008-09 also qualifies for "Excellent" rating.

HPCL, over the years, has moved from strength to strength on all fronts. The

refining thruput has increased three fold between 1984/85 to 2007/08, rising

from 4.47 MMTPA in 1984/85 to 13.70 MMTPA currently.


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Consistent excellent performance has been made possible by highly motivated

workforce of over 11,245 employees working all over India at its various

refining and marketing locations about HPCL

HPCL continually invests in innovative technologies to enhance the

effectiveness of employees and bring qualitative changes in service. Business

Process Re-Engineering exercise, creation of Strategic Business Units, ERP

implementation, Organizational Transformation, Balanced Score Card,

Competency Mapping, benchmarking of refineries and terminals for product

specifications, ISO certification of Refineries and Supply Chain Management

are some of the initiatives that broke new grounds.

HPCL has successfully integrated Information Technology in its activities at

different levels. The Enterprise Resource Planning (ERP) system is now

operational on J.D.Edwards, an Oracle product, across the Corporation.

Our Roots

1952The Company was incorporated in the name of

Standard Vacuum Refining Company of India Limited on July 5, 1952

1962On 31st March,1962 the name was changed to

ESSO Standard Refining Company of India Limited.

1974Hindustan Petroleum Corporation Limited comes into being after the

takeover and merger of erstwhile Esso and Lube India Undertaking

1976Caltex Oil Refining Ltd. is taken over by the Government of India

and subsequently merged with HPCL in 1978.

1979Kosan Gas Company,the concessionaries of HPCL in the domestic LPG

market, are taken over and merged with HPCL.


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Our Mission

"HPCL, along with its joint ventures, will be a fully integrated company in the

hydrocarbons sector of exploration and production, refining and marketing;

focusing on enhancement of productivity, quality and profitability; caring for

customers and employees; caring for environment protection and cultural

heritage.

It will also attain scale dimensions by diversifying into other energy related

fields and by taking up transnational operations."

Vision

To be a World Class Energy Company known for caring and delighting the

customers with high quality products and innovative services across domestic

and international markets with aggressive growth and delivering superior

financial performance. The Company will be a model of excellence in meeting

social commitment, environment, health and safety norms and in employee

welfare and relations

Particulars of Organization, its functions and Duties

Hindustan Petroleum Corporation Limited (HPCL) is a Government Company

within the meaning of Section 617 of the Companies Act 1956.

HPCL is an amalgamation of the erstwhile foreign oil companies ESSO and

Caltex, which were taken over by the Government of India in 1974 and 1976

respectively.

HPCL is a Central Public Sector Undertaking, with a subscribed capital of Rs.

339.33 Corers. The President of India is presently holding 51.01 % of the paidshare capital, the remaining sharesbeing held by various Financial Institutions,


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FIIs, Banks, Mutual Funds, NRIs and general public including employees of the

Corporation.

The shares are listed on BSE / NSE and are actively traded.

HPCL is one of the largest integrated Public Sector Undertaking, engaged in the

business of refining Crude Oil and marketing of various petroleum products like

Petrol, Diesel, LPG, Kerosene, Lube Oils, Asphalt, branded products like

Power, Turbojet, naphtha, ATF (Aviation Turbine Fuel) throughout India and at

select foreign countries. Some of these products are exported to other countries.

HPCL owns and operates two refineries situated at Mumbai and

Vishakapatnam, which processed 7.42 MMT & 9.24 MMT of crude

respectively for the FY 2006-2007. Capacity augmentation program is under

execution.

HPCL has focused on its business throughout India by segmenting its business

outlook into Retail (Petrol Pumps), LPG, Industries & Commercial (Bulk

Fuels supplies to industries, ships), Lubes, Aviation, Refineries etc, with

support from the shared services like Finance, Company Secretary, Human

Resources, Public Relations, Legal etc.

HPCL has 7 Retail and 6 LPG Zonal offices at major Cities, in addition to 90

Regional Offices, 37 major Terminals / Installations / Tap Off Points, 7 Lube

Blending Plants, 100 Depots, 43 LPG Bottling Plants, 2 LPG Import Facilities,

8539 Petrol Pumps, 77 CNG Pumps, 72 Auto LPG Pumps 2250 HP Gas LPG

Distributors serving 2.698 Cores LPG Customers, 1638 SKO / LDO

Distributors, 59 Lube CFA spread over in the various states of India, ensure that

the customers can approach their nearest location for getting their requirements.

In addition HPCL has 23 Aviation Service Stations spread over India, to cater to

the Airline industry.
http://www.hindustanpetroleum.com/En/UI/RetailHome.aspxhttp://www.hindustanpetroleum.com/En/UI/LPGHome.aspxhttp://www.hindustanpetroleum.com/En/UI/BulkFuelsSpecialitiesHome.aspxhttp://www.hindustanpetroleum.com/En/UI/LubesHome.aspxhttp://www.hindustanpetroleum.com/En/UI/AviationHome.aspxhttp://www.hindustanpetroleum.com/En/UI/RetailHome.aspxhttp://www.hindustanpetroleum.com/En/UI/LPGHome.aspxhttp://www.hindustanpetroleum.com/En/UI/BulkFuelsSpecialitiesHome.aspxhttp://www.hindustanpetroleum.com/En/UI/LubesHome.aspxhttp://www.hindustanpetroleum.com/En/UI/AviationHome.aspx


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HPCL is managed by a Board of Directors. Presently there are 11 Directors,

with the Chairman and Managing Director as the head of the Corporation. The

Board comprises of 4 Whole time Directors also called Functional Directors

Director Marketing, Director Refineries, Director Human Resources, Director

Finance. In addition, 2 part time Directors representing Government of India,

through Ministry of Petroleum & Natural Gas, 4 part time Independent

Directors, also called Navratna Directors are on the Board. All these 6 Directors

are nominated by the Government of India.

The Board of Directors is assisted by Executive Directors, General Managers

and other Officers / employees in carrying out the day-to-day functions of the C

Directory of Officers and Workmen

HPCL has a total of 10949 employees as of 31.03.2009. The break up is as

under:

Group Total # ofemployees

# of Womenemployees

% of Womenemployees

A 4611 350 7.59

B Nil Nil Nil

C 6473 414 6.39

D 162 8 4.93

Total 11246 772 6.86

Note: HPCL has no posts classified under group B, as entry in non

management grades has been reclassified in group C effective 01 January

1994

Powers and Duties of Officers & Workmen


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The power and duties of the officers and workmen of the Corporation are

derived mainly from the provisions of the Company Act 1956, the

Memorandum & Articles of Association of the Corporation, and the various

manuals specifying the area of operation of individuals, basis the job

description, terms and conditions of appointment, and the delegation of the

authorities as specified.

HPCL is a commercial organization and the officers and workmen are

appointed to carry out the business operations of the Corporation, in line with

the objectives set forth in the Memorandum of the Association of the

Corporation and the co created vision statement.

While discharging the assigned duties, all employees are required to comply

with the applicable provisions of statutes and rules and regulations in force,

including the manualised instructions.

Decision Making Process:The apex level decision making authority is the Board of Directors of HPCL,

except for matters which, as per the Companies Act 1956 are to be decided by

the shareholders in the Annual General Body Meeting. The Board has

constituted several sub committees, such as Committee of Functional Directors

(CFD), the Audit Committee, the Investment Committee, the HR Committee,

the Investor Grievance Committee, etc. The meetings of these committees are

convened on need basis and the minutes of these meetings are placed for

information of the Board. Majority of the members of the Committees except

the CFD are independent Non-Executive of Government nominated directorswith the whole time directors playing a facilitating role.

The Corporation has constituted an Executive Council comprising of C&MD,

the Functional Directors and the Business Unit Heads. This Council discusses

important issues concerning the organization, analyze the same and recommend

the way forward in respect of matters discussed. The emphasis laid by this

council is on team approach, mutual support of functions and joint deliberations

on issues which has enhanced further the decision making process. It has thus

facilitated an integrated thinking process and an aligned approach across theCorporation for achieving the Corporate Vision.


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Exercise of Authority:

The Corporation has well documented Limits of Authority Manual, Purchase

Manual, Chart of Accounts, etc, facilitating the decision making process at

various levels within the organization.

Limits of Authority Manual:

LAM, as it is called, lays down the authorities that can be exercised at various

levels, i.e. the Board, Committee of Functional Directors, the Executive

Committee, the Contracts Committee, the Bids Committee and also the senior

individual positions, etc. for different activities of the Corporation. The manual

is divided into segments representing different functions like Sales, Crude &

Shipping, Capital Projects, Operations & Distribution, Finance, HR etc., and

provides for a decision making process through various committees as above,

represented by inter-functional groups including Finance. This ensures a

transparent and streamlined decision making process adhering to the laid down

systems and procedures and thereby leaving no room for arbitrariness.

The Committee of Functional Directors has delegated further powers to various

sub-committees within the organization, viz., Contracts Committee, Bids

Committee, Credit Committee etc.

Purchase Manual:

This manual lays down elaborate procedures to be followed while undertaking purchases and in finalization of contracts. It lays down, inter alias, the

purchasing authorities at various levels, norms and process for procurement.

The norms set for discharge of functions

The entire organizational functioning is basis the down delegation of authority

at appropriate levels and measures to the individual officers. Several


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documented manualised instructions have been developed and approved by the

Board of Directors, for the discharge of functions by the officers of the

organization.

Further guidelines issued by the Government of India, through the applicable

departments, and Central Vigilance Commission, Central Information

Commission from time to time are also followed.

The guidelines issued by SEBI, Central Vigilance Commission, Stock Exchange

listing agreements also aid in the discharge of the functions.

The Rules, Regulations, Instructions, Manuals and Records held by the

Corporation under its control or used by its employees for discharge of

functions.

All manuals, records which are required for statutory compliance under the various laws,

Acts governing the functioning of HPCL

Memorandum and Article of Association of HPCL

Limits of Authority Manual

Purchase Manual

Security Manual

Safety Manual

Operations Manual for individual operating units

Land Lease Agreements

Dealership / Distributorship Agreements

Transport Contracts for different operating units

Purchase Orders / Contracts
http://www.hindustanpetroleum.com/Upload/En/PdfContent/memorandum.pdfhttp://www.hindustanpetroleum.com/Upload/En/PdfContent/memorandum.pdf


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Licenses Factory / Pollution Control Board, NHAI / Explosive

Dealer / Distributor selection guidelines & related selection documents

Contractor operated Lube / Packed LPG Filling Agreements

Deeds / Agreements of cross country pipeline Right of way, pipeline

station lands

Annual Reports

Trade Marks / Registration

Various manuals related to employees conduct, compensation & benefits,

performance management etc

Particulars of arrangement for consultation with the members of the public

in relation to the formulation of policy or implementation there of

HPCL is a commercial organization engaged in the refining of crude oil and

marketing of finished products and allied products and does not have formal

arrangement or committee wherein public can attend to formulate policies in the

area of activity of HPCL.

However, HPCL do have mechanism of collecting feedback from customers /

public for upgrading the service levels to improve the customer satisfaction.

Statement of the Boards, Councils, Committees and other bodies consisting of

two or more persons constituted as its part or for the purpose of its advise, and

as to whether meeting of those boards, councils, committees and other bodies

are open to the public or the minutes of such meetings are accessible for public.

HPCL at the apex level is controlled by its Board of Directors The Board has

constituted several sub-committees, such as the Committee of Functional

Directors (CFD), the Audit Committee, the Investment Committee, the HR


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Committee, the Investor Grievance Redressal Committee, Oil Price Risk

Management Committee (OPRMC), Empowered Standing Committee (ESC)

etc. The meetings of these committees are convened on need basis. Majority of

the members of these committees except the CFD are Independent Non-

Executive of Government nominated directors playing a significant facilitating

role, along with the whole time directors of the Corporation.

The meetings / records / minutes of the above mentioned bodies are not open to

the public. However important decisions taken regarding the corporation and/or

its management are communicated to the statutory authorities as also to the

public as required under of the applicable laws of the land.

JOB SATISFACTION

Job satisfaction is a set of favorable or unfavorable feelings and emotions

with which employees view their work. Job satisfaction is an affective attitude -

a feeling of relative like or dislike toward something.

Job satisfaction typically refers to the attitude of a single employee. Although

assessments of individual satisfaction can be averaged across all members of a

work unit, the general term used to describe overall group satisfaction is morale.

Job satisfaction can be viewed as an overall attitude or it can apply to the

various parts of an individual's job. Job related attitudes predispose an employee

to behave in certain ways. Important aspects of Job satisfaction include pay,

one's supervisor, the native of tasks performed, an employee's coworkers or

team and the immediate working conditions. Since Job satisfaction is best

viewed as being multidimensional, managers are cautioned not to allow an

employee's high satisfaction on one element to offset high dissatisfaction on

another by arithmetically blending both feelings into an average rating. They

divide both feelings into an average


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They divide their attention between those elements which are directly related to

job content (the nature of the job) and those which are part of the job context

(the supervisor, coworkers and organization).

STABILITY OF JOB SATISFACTION

Attitudes are generally acquired over a long period of time. Similarly job

satisfaction or dissatisfaction emerges as an employees gains more and more

information about the work place. Nevertheless Job satisfaction is dynamic for

it can decline even more quickly than it develops. One cannot establish the

conditions leading to high satisfaction now and later neglect it, for employee

needs may fluctuate suddenly. One must pay attention to employee attitudes

week after week, month after month, year after year.

Job satisfaction is one part of life satisfaction the nature of a workers

environment off the job indirectly influences his or her feelings on the job.

Similarly since a job is an important part of life for many workers, jobsatisfaction influences general life satisfaction. The result is that there is spill

over effect that occurs in both directions between job and life satisfaction.

Consequently there is a need to monitor not only the job and immediate work

environment but also their employee's attitudes towards other parts of life.

JOB SATISFACTION HAS SOME RELATION WITH THE MENTAL

HEALTH OF THE PEOPLE

Dissatisfaction with one's job will have volatile spill over effects. For

instance, people feel about many other things such as a family life, leisure,

activities, sometimes even life itself. Many unresolved personality problems and

mall adjustments arise out of a person's inability to find satisfaction in his work.

A classic study by Arthur Korn hausen provides empirical evidence for the


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relationship between job satisfaction and mental health. In fact, job satisfaction

and the life satisfaction are inextricably found

Job satisfaction has some degree of positive correlation with physical

health of individuals.

A study of pal more has come to the conclusion that people who like

work, are likely to live longer. On the other side of the coin it was contended

that chronic dissatisfaction with work represents stress which in turn, eventually

takes its toll on the organization. Emotional stress has been implicated as a

contributory factor in the genesis of hypertension, coronary artery disease,

digestive ailments, and even some kinds of cancer. Therefore, job satisfaction is

essential to maintain physical health also.

SPREADS GOODWILL ABOUT THE ORGANIZATION

From the point of view of an organization, people who feel positively

about their work life are more apt to voice 'favorable sentiments' about theorganization to the community at large. Organization thus will be in a position

to enjoy the talents of people as job satisfaction fosters a pervasive residue of

public goodwill towards the organization.

INDIVIDUALS CAN LIVE WITH THE ORGANIZATION

A happy and satisfied individual will find it easy to live with theorganization as well as outside it. On the contrary, a chronically upset individual

makes organizational life veracious for others with whom he interacts.

JOB SATISFACTION AS A DEPENDENT VARIABLE


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The important factors conducive to job satisfaction are found to be challenging

work, equitable reward supportive colleagues.

REDUCES ABSENTEEISM AND TURNOVER

The calculatable costs of employee turnover and absenteeism are

sufficient to accept the importance of the job satisfaction at HPCL. Higher job

satisfaction reduces labor turnover and absenteeism and the managers are

compelled if they are unconvinced about the merits of job satisfaction, to give

priority, adequate weight age to job satisfaction. A serious consequence of job

satisfaction can be the employee turnover in the company.

Performance Management:

In our endeavor to effectively analyze the performance of our training and

mentoring programs, we have developed robust and objective performance

management processes which strive to effectively tread through our employees

hopes and aspirations. It is all about endorsing an empowering environmentwhich takes you to your best. And we'll make sure you get valuable feedback,

coaching, and knowledge from the people you work with.

Career progression at HPCL is ensured through objective appraisal of

performance. Our performance appraisal process is based on Balanced

Scorecard Approach and is more than just assessment. It enables the employees

to identify and develop their strengths and weaknesses and align them towards

organizational objectives through counseling, mentoring and additional inputs

through specific training programmed. (Performance profile is attached with the

annexure).

MENTALLY CHALLENGING WORK


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Employees of HPCL tend to prefer jobs that give them opportunities to

use their skills and abilities. Jobs that have too little challenge create boredom.

But too much challenge creates frustration and feelings of failure. Under the

Conditions of moderate challenge more employees will experience pleasure and

satisfaction.

EQUITABLE REWARDS

Employees want pay systems and promotion policies that they perceive

as being just unambiguous and in line with their expectation. When pay is seen

as fair based on job demands, individual skill level and community pay

satisfaction is likely to result. Similarly employees seek fair promotion policies

and practices, promotion provide opportunities for personal growth and

increased social status.

Perquisites:

HPCL has a comprehensive medical insurance program that covers the whole

array of medical expenses for you and your dependants. Your growth in the

company will be complemented by your own self-development. Our educational

refund plan offers you the support in pursuing the course of your interest. Our

study leave policy also includes a time-off to pursue higher studies related to

your profession. Our responsibility towards employees doesnt stop at

compensation alone.

HPCL offers all possible help to facilitate the settling down. They provide

housing and vehicle loans at a very nominal interest rate that will help in

securing your familys future. Our other benefits include furniture and computer

advance, home lease facility, accommodation at a very minimal charge

depending upon availability and a host of allowances and insurance schemes to


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make your stay in our company comfortable. All these in addition to a host of

deferred benefits like provident fund, gratuity and pension plan.

SUPPORTING WORKING CONDITION

Employees are concerned with their work environment for both personal

comfort and facilitating doing a job.

SUPPORTIVE COLLEAGUES

Employees get more out of work than merely tangible achievements.

Having friendly and supportive coworkers leads to increased job satisfactions.

JOB SATISFACTION AS AN INDEPENDENT VARIABLE

Manager's interest in job satisfaction tends to center on its effects an

employees performance viz., employee productivity, absenteeism and turnover.

SATISFACTION AND PRODUCTIVITY

Studies that were made to establish the relationship between satisfaction

and productivity could find no consistent relationship. The early views on the

satisfaction -performance relationship can be essentially summarized in the

statement "A happy worker is a productive worker". It was found that belief in

the happy worker thesis was based on wishful thinking than hard evidence.Our workplace is filled with talented people with cutting edge skills and a

commitment that has roots which grow deeper than just an employee-employer

relationship. What makes our people special is their never-say-die attitude and a

keenness to excel. This is the place where your limits will be challenged and

you will be put through an assortment of tasks to make you grow as an

individual. If you want to be a part of HPCL family and embark upon a journeythat will take you to heights, then come, grow with us.


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"Arousing passion and emotional involvement is the best possible way to align

the employees around a common purpose."

SATISFACTION AND TURNOVER

Satisfaction is also negatively related to turnover, but the correlation is

stronger than in absenteeism. But other factors such as labor 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. An important moderating variable on the satisfaction relationship is

the employee's level of performance.

Specifically, level of satisfaction is less than important in predicting

turnover for superior performers. The reason being that the organization makes

efforts to keep these people by giving them such as pay raises, recognition and

increased promotional opportunities etc, just the opposite tends to apply to poor

performers, pressures both implicit and explicit, may be made to encourage

poor performers to quit. Ironically job satisfaction becomes more important in

influencing poor performers to stay than for superior performers

ON THE JOB SATISFACTION

In our discussion of human needs we have concentrated on those desires

that can be met, at least to some degree, by working at a job. Such satisfaction

however may arise either directly or indirectly from the work. This distinction

has an important bearing on how a manager seeks to motivate his subordinates.

Work itself can be satisfying a sense of achievement, for instance arises

from doing a job well. When a man performs an assigned taste and at the same

time satisfies his needs. We say he enjoys "direct" or " on-the- job"

satisfactions. In such a case. it is the work itself and the normal relations with

other people at work that provides satisfying, satisfying experiences.


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In contrast there may be rewards for work that are not generated as an

aspect of work activity. Familiar forms of this kind of reward are pay, pensions.

Let us note that the satisfaction that arise from such rewards take place outside

the company. Work is simply a means of obtaining satisfaction at a later time

and place.

Human factor in organizing we may be surprise to note how important

on-the-job satisfaction. Most of the literature in economics and scientific

management stresses financial, or off-the- job compensation. But behavioral

scientists have insisted and this is one of their major contributions -that-on-the-

job satisfaction are also highly important.

LIMITATION OF OFF THE OF SATISFACTION

Off-the-job satisfaction from work depend in our society, target on

money. We use pay to buy things that satisfy physical needs and contribute

toward social status. Economic security during old age or in time of catastrophe

is also assured by money. But the lack of direct association between work and

such satisfactions has a serious drawback it too often loads to this familiar

attitude. I don't care about the job as long as the pay keeps rolling in".

Not all off-the-job satisfactions come through money however.

Employment with a Well known company and a good title contribute to social

status away from work. Some men would be vice-president of a local bankthan sales man for Chilean nitrates at a higher salary. Simply because the bank

job carries more prestige among their friends.

Companies may provide housing recreation and other off-the-job

benefits. During recent however, most companies have withdrawn such forms

of compensation because of worker resistance to "paternalism". Because of a

desire for independence which we already discussed in connection with self


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assertion. Most employees prefer affairs. They are likely to resent even a

generous program if management clearly expects them to be appreciative of the

good things best owed on them.

Off-the-job satisfaction is essential in meeting certain types of human

needs, notably the needs that can be satisfied through the use of money. The

social self must be fulfilled on the job if they are to be satisfied through work.

ON THE JOB SATISFACTION

Providing on-the-job satisfaction is not simple matter for two reasons.

Firstly the principle difficulty lies in meeting needs for social contact. Self

expression and psychological security, fulfilling each of these needs calls for the

active participation and often the initiative of a worker himself a manger can not

force a worker to enjoy his association, be independent, take pride in his work

and be confident of the future a manager can only create an environment in

which such feelings can flourish. For a manger who is accustomed to moving

equipment, shaping raw materials and otherwise achieving goals by positive

action, an approach limited to facilitating action by others may seem slow. Yet

all he can do is encouraged growth and faster independence.

Secondly on-the- job satisfaction should arise only while men do the

work that is necessary meet company goals. The sequence of events is not that a

manager first assures worker and then hopes that the happy worker will decide

to do the tasks assigned to them. A satisfied need does not motivate behavior,nor does not benevolent boss parcel out satisfaction as rewards. Rather actually

doing a task that leads to company success.

Working at a job satisfaction a man's needs in two ways, indirectly

through off-the-job satisfaction and directly through on-the-job satisfaction that

arises on -the-job. Because many off-the-jobs come from the pay a man receives

for his work, a manger should try to relate pay to organization design and

company aims. By trying the amount of pay to the importance and influence we


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wish to give various jobs. We improve the chances that the organization will

actually work as we want.

A manager also is alert to the connection between on-the job satisfaction

and the organization. Often can adjust his organization in a way that improves

the direct satisfaction of his subordinates. His objectives should be a designed

structure in which on-the-job satisfaction is enhanced and at the same time

company aims are furthered.

PAY INSTEAD Of OTHER SATISFACTION

Pay instead of other satisfactions can a company pay high salaries and

wages and disregard, security, social, self expression. For instance provided pay

in high will a capable man work as a sub-ordinate for a supervisor who is highly

critical makes even minor decision and gives no opportunities for growth in the

job? Experience answers "money is not everything" competent people shift to

other job. Where the work is more attractive even if the pay is lower. Even

though high pay may attract a worker, it does not win his emotional support if

his job is low in direct satisfaction.

Extra high pay cannot compensate for the reduction of on-the-job

satisfaction below a -.manly accepted level and a high degree of job satisfaction

will not keep a person working if his pay significantly degrades his self respect

or social standing. in general however, both fair pay and satisfying work are

necessary to attract and motivate good people.

The summation of job facets method identifies key element in a job and

asks for the employees feeling about each. For example. the nature of work,

control over work, quality of the physical environment, job rewards etc., Thus

factors are further divided into specific issues, such as time, pressures, pay

equity etc.,


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ALIENATION

Attitudinal and emotional reactions to job experience are broadly

classifiable as alienation stress and satisfaction.

The concept of alienation was first introduced by Karl Marx in his

relatively insignificant but unfinished book called " 1844 manuscript" it

contains notes on the theories of classical economists on wages, profit and rent,

the relationship of capital to labor, private property, labor and communism; a

critique of legal dialectic etc., Marx criticized the concept of labor propounded

by the classical economist on the general grounds that their concept were

superficial and abstract. In their place, Marx offered a new explanationallegedly to be based on empirical basis.


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CHAPTER IV

DATA ANALYSIS

&

INTERPRETATION

4.1 To know the work experience of the employees

Work experience No. Of Percentage


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Respondents

Below 5 years 28 28

5-10 years 16 16

10-15 years 12 12

15-20 years 13 13Above 20 years 21 21

Total 100 100

0

5

10

15

20

25

30

Below 5

years

5-10 years 10-15 years 15-20 years Above 20

years

Inference:

Most of them (28%) have less than 5 years of experience, 21% of employees

have more than 20 years of experience 16% of have an experience of 5-10 years

13% of people have 12-13 years of experience and the rest of them have 10-15

years of experience.

4.2 To know the post in which the employees work

Name Of The Post

No. Of

Respondents Percentage


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Executive Engineers 15 15

Management Staff 39 39

Non Management Staff 25 25

Others 21 21

Total 100 100

Executive

Engineers

Management Staff

Non Management

Staff

Others

Inference:

Most of the employees are management staffs. 25% are non management staffs

15% are executive engineers and the rest of the other people are contract

workers.

4.3 To know the various age groups of the employees

Age

No. Of



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20-30 years 28 28

30-40 years 28 28

40-50 years 20 20

Above 50 years 24 24

Total 100 100

0

5

10

15

20

25

30

20-30 years 30-40 years 40-50 years Above 50 years

Inference:

Most of the employees range from 20-40 years 24% of the employees is above

50 years of age and the others are between 40-50 years of age.

4.4 To know the level of satisfaction in the pay structure

Options No. Of Percentage


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Respondents

Yes 78 78

No 16 16

No comments 6 6

Total 100 100

0

10

20

30

40

50

60

70

80

Yes No No com ments

Inference:

Most of the employees (78%) are satisfied with their pay. Only 16% of the

employees are not satisfied with their pay.

4.5To know whether the employees receive any other benefits


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Options

No. Of


Yes 67 67

No 10 10

Sometimes 23 23Total 100 100

Yes

N o

Sometim

Inference:

67% of the employees receive benefits other than their pay 23% of the

employees say that they get their benefits sometimes and only 10% of theemployees say that they dont get any benefit.

4.6 To know the types of benefits received by the employees


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Types of Benefits

No. Of


Fringe Benefits 21 21

Medical Benefits 14 14

Both 65 65Total 100 100

Fringe Benefits

Medical Benefits

Both

Inference:

Majority of the employees (65%) get both the benefits. 21% of the employees

get only fringe benefits and only 14% of the employees get only medical

benefits.

4.7 To know the types of accidents taken place in the work spot


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Type of accidents

No. Of


Fire 56 56

Injuries 18 18

Any other 14 14Not applicable 12 12

Total 100 100

0

10

20

30

40

50

60

Fire Injuries Any other Not applicable

Inference:

Most of the employees(56%) have experienced fire accidents. 18% of the

employees have got injuries while working. 14% of the employees have come

across other accidents like a glass door broke and fell down and only 12% of

people say that accidents are not applicable.

4.8 To know the level of superior subordinate relationship

Kind of relationship No. Of Percentage


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Respondents

Understanding 68 68

Open 12 12

Tolerant 14 14

Short Temper 6 6Total 100 100

0

10

20

30

40

50

60

70

80

Understanding Open Tolerent Short Temper

Inference:

Most of the employees feel that they have an understanding superior. 14% of

the employees feel that their superiors are tolerant 12% of the superiors are

open and only 6% of the superiors are short tempered to the employees.

4.9 To know the reasons for attending training.

Reasons

No. Of



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Satisfaction of superiors 28 28

Promotions 56 56

Gaining knowledge 4 4

Other reasons 12 12

Total 100 100

0

10

20

30

40

50

60

Satisfaction

of superiors

Promotions Gaining

knowledge

Other

reasons

Inference:

56% of the employees attend training for the reason of promotions.28% of the

employees attends training for the satisfaction of the superiors. 12% of the

employees attend training for other reasons like time pass and to have fun with

their pear group.

4.10To know the time of training given.

Time

No. Of



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Time of joining 12 12

Regular intervals 80 80

Work not satisfactory 8 8

Total 100 100

Time of joining

Regular intervals

Work not satisfactory

Inference:

Majority of the employees (80%) are given training at the regular intervals 12%

of employees are given training at the time of joining and only 8% of the

employees say that training is given only when their work is not satisfactory.

4.11To know the type of training given


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Type of training

No. Of


On the job 12 12

Off the job 10 10

Both 78 78Total 100 100

0

10

20

30

40

50

60

70

80

On the job Off the job Both

Inference:

78% of the employees are given both, on the job and off the job training 12% of

the employees are given on the job training and only 10% of the employees are

given off the job training.

4.12To know the duration of the training program


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Duration

No. Of


< than 1month 80 80

> than 1 month < than 3 months 8 8> than 3 months 12 12

Total 100 100

0

10

20

30

40

50

60

70

80

90

< than 1month > than 1 month < than 3months

> than 3 months

Inference:

Most of the employees are trained less than one month 12% of the employees

are trained for more than three months and only 8% of the employees are

trained more than one month but less than three months.

4.13 To know the level of job security


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Options

No. Of


Yes 38 38

Partially 52 52

No 10 10Total 100 100

0

10

20

30

40

50

60

Yes Partially No

Inference:

52% of the employees feel that their job is just partially secured. 38% of the

employees feel that their job is fully secured and rest (10%) of the employees

feel that their job is not secured at all.


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4.14 To know the level of grievance solving techniques used

Options

No. Of

Respondents PercentageUsed Maximum 12 12

Used Rarely 84 84

Never used 4 4

Total 100 100

Used Maximum

Used Rarely

Never used

Inference:

Most of the employees say that the grievance solving techniques is used very

rarely 12% of the employees say that the grievance solving techniques is used to

the maximum and the rest of them say that the grievance solving techniques is

not used at all


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4.15 To know the level of latest technologies being used

Options

No. Of

Respondents PercentageRarely 28 28

Often 22 22

Never 3 3

Sometimes 47 47

Total 100 100

0

5

10

15

20

25

30

35

40

45

50

Rarely Often Never Sometimes

Inference:

47% of the employees feel that only sometimes the latest technologies are beingused. 28% of the employees feel that the latest technologies are being used very

rarely. 22% of the employees feel that the latest technologies are used often and

only 3% of the employees feel that the latest technologies are not being used at

all.


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4.16 To know the time gap of communication of any new policies

to the employees.

Time GapNo. Of


Immediately 20 20

In few Days 62 62

Never Informed 18 18

Total 100 100

0

10

20

30

40

50

60

70

Immidiately In few Days Never Informed

Inference:

62% of the employees say that they get the news in few days. 20% of the

employees get information immediately and only for 18% of the employees the

information is not communicated at all.


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4.16 To know the various age group of employees

AgeNo Of

Employees Percentage

20-30 28 28

30-40 24 24

40-50 20 20

Above 50 28 28

Total 100 100

0

5

10

15

20

25

30

20-30 30-40 40-50 Above 50

Inference:

28% of employees are under the age group from 20-30 and above 50 years. 24%

of the employees belong to the age group of 30-40 and the rest of the employees

belong to the age group of 40-50.


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4.18 Shows the relationship between the age and

The reason for taking leave

OBSERVED FREQUENCY

Age Health DissatisfactionOther personal

problemsTotal

20-30 12 0 10 22

30-40 15 2 7 24

40-50 11 1 19 31

Above 50 21 0 2 23

Total 59 3 38 100


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EXPECTED FREQUENCY:

Age Health DissatisfactionOther personal

problemsTotal

20-30 12.9 0.66 8.36 22

30-40 14.16 0.72 9.12 24

40-50 18.29 0.93 11.78 31

Above 50 13.57 0.69 8.74 23

Total 59 3 38 100

TABULATION:

O E (O-E) (O-E) /E

12 12.9 0.81 0.06

15 14.16 0.7 0.04

11 18.29 53.14 2.921 13.57 7.34 0.54

0 0.66 0.43 0.65

2 0.72 1.63 2.26

1 0.93 0.04 0.04

0 0.69 0.47 0.68

10 8.36 2.68 0.32

7 9.12 4.49 0.49

19 11.78 52.12 4.42

2 8.74 45.42 5.19

(O-E) /E = 17.59

Chi Square:


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= (O-E) /E = 17.59

Inference:The calculated value is more than the table value hence there is an

association between the age and the reasons for taking leave.

People above 50 years take leave because of health ailments and others take

leave because of health ailments. Only 3% of the employees take leave due to

the dissatisfaction at the work place.

Null Hypothesis (Ho)

There is a significant difference between the age and the reasons for

taking leave.

Alternative Hypothesis (Ho) There is no significant difference between the age

and the reasons for taking leave.


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4.19 To know the reason for satisfaction of the employees

In the present job

OBSERVED FREQUENCY

Age Salary Loyalty Colleagues Total

20-30 8 2 4 14

30-40 13 6 3 22

40-50 14 17 0 31

Above 50 18 15 0 33

Total 53 40 7 100


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EXPECTED FREQUENCY

Age Salary Loyalty Colleagues Total

20-30 7.42 5.6 0.98 22

30-40 11.66 8.8 1.54 24

40-50 16.43 12.4 2.17 31

Above 50 17.49 13.2 2.31 23

Total 53 40 7 100

TABULATION:

O E (O-E) (O-E) /E

8 7.42 0.33 0.04

13 11.66 1.79 0.15

14 16.43 5.9 0.35

18 17.49 0.26 0.01

2 5.6 12.96 2.31

6 8.8 7.84 0.84

17 12.4 21.16 1.7

15 13.2 3.24 0.24

4 0.98 9.12 9.3

3 1.54 2.13 1.38

0 2.17 4.7 2.16


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0 2.31 5.33 2.3

(O-E) /E = 20.78

Chi Square:

= (O-E) /E = 20.78

Inference:

The calculated value is more than the table value hence there is an associationbetween the age and the reasons for the satisfaction at the present job.

The employees above 50 years are very satisfied with the salary and the middle

aged people are satisfied with the present job because of the loyalty towards the

company and only 7% of the employees are satisfied because of their

colleagues.

Null Hypothesis (Ho)

There is a significant difference between the age and the reasons for

being satisfied with the present job.

Alternative Hypothesis (Ho)


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There is no significant difference between the age and the reasons for

being satisfied with the present job.

CHAPTER V

FINDINGS


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FINDINGS:

Most of them (28%) have less than 5 years of experience, 21% of

employees have more than 20 years of experience 16% of have an

experience of 5-10 years 13% of people have 12-13 years of experience

and the rest of them have 10-15 years of experience.

Most of them (28%) have less than 5 years of experience, 21% of

employees have more than 20 years of experience 16% of have an

experience of 5-10 years 13% of people have 12-13 years of experience

and the rest of them have 10-15 years of experience.


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Most of the employees are management staffs. 25% are non management

staffs 15% are executive engineers and the rest of the other people are

contract workers.

Most of the employees range from 20-40 years 24% of the employees is

above 50 years of age and the others are between 40-50 years of age.

Most of the employees (78%) are satisfied with their pay. Only 16% of

the employees are not satisfied with their pay.

67% of the employees receive benefits other than their pay 23% of the

employees say that they get their benefits sometimes and only 10% of the

employees say that they dont get any benefit.

Majority of the employees (65%) get both the benefits. 21% of the

employees get only fringe benefits and only 14% of the employees get

only medical benefits.

Most of the employees(56%) have experienced fire accidents. 18% of the

employees have got injuries while working. 14% of the employees have

come

Rachel Project

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